Connected Success - The Future of the Socially Valued Organisation - 21 03 14


Published on

This document summarises the findings from a major foresight programme that identified the nature of future social needs and considered how organisations are expected to address these.

Undertaken via a combination of research, one-on-one interviews, discussion forums and major workshops held on three continents, this programme has explored multiple perspectives with experts and informed people from over 100 different organisations.

The insights were gained as part of a wider project for Barclays Bank plc. that has been building on its current Citizenship platform and looking ahead to shifts and options for change in the world in 2020.

This summary is being shared directly with all participants in the discussions as a record of the dialogue and its conclusions. In addition, it is also been made more widely available for continued discussion and feedback.

Published in: Business
1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Connected Success - The Future of the Socially Valued Organisation - 21 03 14

  1. 1.     Connected  Success:   The  Future  of  the  Socially  Valued  Organisa7on    21st  March  2014    
  2. 2. Context   This  document  summarises  the  findings  from  a  foresight  programme  that  iden7fied   the  nature  of  future  social  needs  and  considered  how  organisa7ons  could  address   these.     Undertaken  via  a  combina7on  of  desk  research,  one-­‐on-­‐one  interviews,  discussion   forums  and  major  workshops  held  on  three  con7nents,  this  programme  explored   mul7ple  perspec7ves  with  experts  and  informed  people  from  over  100  different   organisa7ons.     The  insights  were  gained  as  part  of  a  wider  project  for  Barclays  Bank  plc.  Which  has   been  building  on  its  current  Ci7zenship  plaOorm  and  looking  ahead  to  shiPs  and   op7ons  for  change  to  prepare  for  the  world  in  2020.     This  summary  is  being  shared  directly  with  those  who  par7cipated  in  the   discussions  as  a  record  of  the  dialogue.  In  addi7on,  it  is  also  being  made  available  to   interested  par7es  for  con7nued  discussion  and  feedback.    
  3. 3. Context   The  approach  taken  for  this  project  was  based  on  that  adopted  for  the  larger  global   Future  Agenda  programme  –  the  world’s  largest  open  foresight  project  to  date.       •  Star7ng  with  informed  perspec7ves  gleaned  from  research  and  ini7al  interviews   a  series  of  assump7ons  and  hypotheses  were  developed  and  discussed  within   the  core  team.   •  A  series  of  groups  discussions  were  then  used  to  test  thinking  and  gain  new   perspec7ves  from  experts  across  a  number  of  areas  –  from  academics,   philosophers  and  ethnographers  and  leaders  of  social  enterprises  to  economists   and  businesses.   •  Revised  perspec7ves  were  then  taken  into  three  major  workshops  in   Johannesburg,  London  and  New  York  were  a  wider  group  of  informed  people   from  mul7ple  organisa7ons  challenged  and  built  upon  each  others  views  to   provide  a  richer,  deeper  view  on  the  future  of  the  socially  valued  organisa7on.     This  document  is  a  synthesis  of  what  we  heard  and  learned  from  these  discussions.  
  4. 4. Execu/ve  Summary   Society  today  faces  challenges  that  will  become  more  intense  over  the  coming   years.  The  need  for  change  is  broadly  acknowledged  and  we  are  now  entering  a   period  of  transi7on  that  will  involve  hard  choices  requiring  strong  leadership  and   collabora7on.     To  achieve  las7ng  inclusive  growth,  many  now  believe  that  business  and  society   should  align  around  a  wider  agenda,  adop7ng  a  broader  defini7on  of  success  in   order  to  achieve  a  be[er  balance  between  short  and  long  term  gain.       There  are  uncertain7es  concerning  this,  such  as  who  will  lead  and  how,  but  there  is   also  a  general  consensus  that  commercial  organisa7ons  have  the  poten7al  to  take  a   lead  in  establishing  a  future  that  benefits  wider  society.  To  achieve  this,  tough   decisions  need  to  be  made,  a  number  of  which  may  well  lead  to  significant  change   in  the  systems  within  which  many  currently  operate.  
  5. 5. Contents   This  synthesis  is  comprised  of  six  topics  with  a  suppor7ng  appendix   1.   The  Global  Context            Uncertain7es  and  Scenarios   2.  The  World  Today              Progress,  Transi7ons  and  Transforma7on     3.  The  World  Tomorrow            Key  Challenges  and  New  Approaches       4.  Socially  Valued  Organisa/ons        Context  and  Emerging  Characteris7cs   5.  The  Socially  Valued  Organisa/on  in  2020    Being  Part  of  the  Change     6.  Implica/ons  for  Organisa/ons        Ten  Ques7ons     Appendix                     32  Characteris7cs  of  Socially  Valued  Organisa7ons   Sources  and  Resources  
  6. 6. 1.  The  Global  Context   Uncertain7es  and  Scenarios  
  7. 7. Dealing  with  an  uncertain  future   In  making  sense  of  future  uncertain7es,  scenarios  are  a  well-­‐regarded     way  to  help  us  to  explore  the  poten7al  implica7ons  of  different     futures  and  so  enable  us  to  make  be[er  decisions  
  8. 8. Looking  ahead  many  see  two  key  uncertain/es   As  organisa7ons  explore  emerging  drivers  of  global  change  and  consider  how   they  can  be  addressed,  fundamental  ques7ons  are  being  raised  about  the     nature  of  future  growth  and  how  macro  goals  will  be  set  and  agreed   Defini/on  of  growth   How  goals  are  set   Narrow   Broad   Global  Collabora-on   Fragmented  and  Local  
  9. 9. Alterna/ve  views  of  the  future   An  associated  scenarios  framework  explores  the  key  uncertain7es  about     the  future  of  the  global  economy  –  how  goals  are  set  and  how  growth     is  defined.  It  provides  four  alterna7ve  views  of  the  future                                     Global  Collabora7on   Fragmented  and  Local   Narrow   Broad  Defini/on  of  Growth   How  Goals  Are  Set  
  10. 10. 2020  global  scenarios   These  scenarios  provide  four  equally  plausible  but  different  contexts  within   which  organisa7ons  may  have  to  operate  in  order  to  help  to  successfully   address  the  challenges  that  society  faces  and  deliver  value  to  society     Global  Elites   A  world  dominated  by   powerful  elites  who  seek   to  protect  the  status  quo   and  to  con7nue  to   achieve  economic   growth  for  themselves       New  Mul/lateralism     A  world  of  global   alignment  and   collabora7on  focused  on   long-­‐term,  global  goal   and  the  need  to  achieve   sustainable  inclusive   growth   Na/onal  Self  Interest     A  world  of  diffused  power   with  localized  self-­‐interest   the  priority.  A  focus  on   economic  growth  and   na7onal  resource  security   delays  the  addressing  of   global  societal  stresses   Networked  Scale     An  interconnected  world   where  change  is  pursued   through  collec7ve  ac7on   and  is  focused  on   addressing  the  local   impact  of  societal  and   environmental  stresses   Global  Collabora7on   Fragmented  and  Local   Narrow   Broad  Defini/on  of  Growth   How  Goals  Are  Set  
  11. 11. 2.  The  World  Today   Progress,  Transi7ons  and  Transforma7on  
  12. 12. We  have  already  made  significant  progress  on  some  big  challenges     In  response  to  the  UN  Millennium  Development  Goals,  millions     have  been  raised  out  of  poverty,  child  death  rates  have  fallen  steadily   and  the  devasta7ng  impact  of  diseases  such  as  malaria  have  been  reduced  
  13. 13. However  there  is  s/ll  much  to  be  done     Many  agree  that  with  rising  popula7ons  and  increasing  resource  constraints,     we  face  growing  societal  and  environmental  challenges  that  are  pucng   increasing  pressure  on  the  world  as  a  whole  
  14. 14. Today  the  global  economy  is  also  changing  and  under  stress     The  centres  of  economic  power  are  shiPing  to  ci7es,  global  corpora7ons  and   Asia.  Add  in  the  fallout  from  the  financial  crisis  in  the  West  and  we  see  rising   inequality  in  most  regions  –  the  rich  /  poor  gap  in  increasing  
  15. 15. We  face  a  paradox  of  interconnec/on  and  fragmenta/on   We  live  in  a  world  that  is  more  interconnected  than  ever  before  but  is     also  becoming  increasingly  fragmented  leading  to  a  need  for  greater   collabora7on  and  leadership  across  different  parts  of  society        
  16. 16. 3.  The  World  Tomorrow   Key  Challenges  and  New  Approaches  
  17. 17. Future  Challenges   Looking  forward  to  2020,  many  agree  that  society  will  be  facing  a  number  of   issues  that  can  be  summarised  by  three  areas  of  probable  systemic  stress:   –  for  the  environment,  for  society  and  for  business   A  Changing  Business  Environment  Increased  Societal  Stresses  Increased  Environmental  Stresses  
  18. 18. Addressing  these  challenges  will  require  significant  change   As  acceptance  of  the  scale  of  the  challenges  we  face  builds,  there  is  growing   global  recogni7on  of  the  need  for  a  collec7ve,  transforma7onal  shiP  to     achieve  any  real  progress:  for  many,  business  as  usual  is  not  an  op7on   Proposed  UN  Post  2015  Development  Goals  
  19. 19. More  people  are  ques/oning  the  role  of  global  organisa/ons   As  a  result  people  are  openly  asking  about  the  balance  between     ‘value’  and  ‘values’  alongside  the  role  and  purpose  of  some  of     the  larger  organisa7ons  in  crea7ng  value  for  society        
  20. 20. Transforma/on  requires  new  forms  of  collabora/on   Transforming  the  global  economy  will  require  more  effec7ve  collabora7on   between  government,  business  and  civil  society  in  ways  appropriate  for  the   21st  century  –  sharing  resources,  capital  and  intellectual  property  
  21. 21. Future  growth  will  demand  a  new  frame  of  reference   To  support  inclusive  growth  and  taking  a  longer  term  view,  new     business  repor7ng  standards  may  well  accelerate  the  adop7on  of  a     wider  set  of  measures  of  impact  and  value  across  all  business  sectors    
  22. 22. 4.  Socially  Valued  Organisa/ons     Context  and  Emerging  Issues  
  23. 23. Organisa/ons  helping  to  tackle  societal  issues  is  nothing  new   In  the  past  large  organisa7ons  have  successfully  addressed  societal     challenges  by  understanding  how  they  can  best  influence  the     wider  community  while  s7ll  maintaining  commercial  success  
  24. 24. Some  organisa/ons  have  become  disconnected  from  the  success  of  society   In  recent  years  the  success  of  several  companies  and  sectors  has  become   disconnected  from  the  success  of  society.  These  companies  have  made  gains   which  are  financially  independent  from  the  progress  of  society    
  25. 25.  Business  systems  need  to  adapt  and  change   Today,  the  business  world  largely  op7mizes  economic  growth,  transfers     some  of  the  costs  of  doing  business  to  society  and  allows  for  inequitable   sharing  of  benefit:  there  is  a  ‘priva7sa7on  of  profit  and  socialisa7on  of  risk’    
  26. 26. Being  successful  and  being  socially  valued       However,  there  are  several  organisa7ons  taking  a  lead  back  to  a  moral  ‘true   north’  that  are  seen  globally  as  not  only  doing  the  right  thing  but  also  doing  it     at  scale  –  and  are  perceived  to  be  both  socially  valued  and  socially  valuable  
  27. 27. Three  founda/ons  of  the  socially  valued  organisa/on   From  the  research  and  mul7ple  discussions  with  different  groups     around  the  world,  three  core  founda7ons  have  emerged  as     key  for  organisa7ons  wishing  to  become  socially  valued   Socially   Valued   Doing  the   right  thing   Doing  the   right  thing   well   Being   judged  by   society  
  28. 28. Doing  the  right  thing     From  these  discussions,  we  can  see  a  number  of   important  characteris7cs  of  socially  valued  organisa7ons.     These  can  be  grouped  into  two  areas  -­‐  beliefs  and  behaviours     Beliefs  in  doing  the  right  thing   Behaviours  in  doing  the  right  thing  well  
  29. 29. Doing  the  right  thing  well   In  terms  of  execu7on,  there  are  four  main  a[ributes  that     help  organisa7ons  have  clarity  of  purpose,  a  long  term  focus,  the     ability  to  make  consistent  decisions  and  build  capacity   Meet  both  short   term  and  long   term  needs   Achieve  inclusive   societal  progress   that  benefits  all   Build  capacity   and  resilience  to   risks  and  shocks   Ensure  progress   is  not  at  the   expense  of  future   genera7ons  
  30. 30. Being  judged  by  society   Ul7mately,  no  ma[er  how  much  an  organisa7on  can  plan  and  act     to  deliver  benefit,  the  arbiter  of  what  is  valued  is  down  to     society  itself  –  the  external  world  judges  who  is  valued  most  
  31. 31. The  emerging  view  from  around  the  world   In  discussions,  different  emphasis  was  placed  on  varied  characteris7cs  as   different  socie7es  expect  different  things  for  the  future.  Of  these,  eight     appear  to  have  global  relevance  -­‐  being  seen  as  key  in  mul7ple  regions   Enlightened  Leaders   Viable  Business  Models       Know  Their  Purpose   Mul/-­‐capitals     Total  Transparency   Authen/c  Organisa/ons   Connected  Success       Delivering  on  Dreams    
  32. 32. 5.  The  Socially  Valued  Organisa/on  in  2020   Being  Part  of  The  Change  
  33. 33. Be  part  of  the  solu/on   Experts  at  our  workshops  felt  that  socially  valued  organisa7ons  will  be  seen     to  be  ac7vely  contribu7ng  to  societal  success  by  addressing  elements  of  the     three  big  challenges  and  helping  society  navigate  through  the  uncertain7es  
  34. 34. What  they  believe                           How  they  behave                           How  they  operate                           How  they  measure  success         Business  has  to  be  a  part  of  society  -­‐  and  not  apart  from  it   Many  agree  that,  as  some  already  do  today,  in  the  future  successful     organisa7ons  will  not  only  know  how  they  should  operate,  what  they  should     believe  and  how  to  behave  but  will  also  be  clear  on  measuring  impact  
  35. 35. Socially  valued  organisa/ons  in  each  scenario   Given  future  uncertainty,  socially  valued  organisa7ons  have  to  be  able     to  apply  themselves  in  the  most  relevant  way  in  the  different  scenarios     and  so  ensure  that  their  beliefs  and  behaviours  align  with  the  zeitgeist   Global  Elites   A  world  dominated  by   powerful  elites  who  seek  to   protect  the  status  quo  and   to  con7nue  to  achieve   economic  growth   A  New  Mul/lateralism   A  world  of  global  alignment   and  collabora7on  focused   on  long-­‐term,  global  goal   and  the  need  to  achieve   sustainable  inclusive   growth   Na/onal  Self  Interest   A  world  of  diffused  power   where  na7onal  self  interest   take  priority.  The  focus  on   economic  growth  and   na7onal  resource  security   leads  to  delays  in   addressing  global  societal   and  environmental  stresses.   Networked  Scale   An  interconnected  world   where  change  is  pursued   through  collec7ve  societal   ac7on  focused  on   addressing  the  local  impact   of  societal  and   environmental  stresses   Global  Collabora7on   Fragmented  and  Local   Narrow   Broad  Defini7on  of  Growth   How  Goals  Are  Set   Global  Elites  –  Respected  Leader   Enlightened  leaders  that  can  cooperate  to  drive   systemic  change  by  taking  a  stance  based  on  a  clear   point  of  view,  supported  by  viable  business  models  that   demonstrate  the  benefits  of  change.  By  earning  the   right  to  par7cipate  in  discussions  through  consistent   delivery  of  societal  value  they  are  able  to  influence   others  to  contribute  to  societal  success  and  so  drive   change  they  believe  in.   Na/onal  Self  Interest  –  Valued  Partner   Leaders  who  recognise  the  impact  of  decisions  on  the   future  success  of  the  socie7es  of  which  they  are  a  part   and  their  responsibility  to  fill  the  societal  gaps  leP  by   government  and  to  speak  out  on  issues  that  ma[er.   Whilst  global  companies  are  able  to  use  their  scale  to   help  achieve  na7onal  objec7ves  whilst  keeping  in  mind   the  bigger  picture,  all  recognise  the  need  to  create  more   than  economic  value  and  to  protect  and  enhance  the   local  environment  and  to  contribute  to  global  goals.   New  Mul/culturalism  –  Trusted  Partner   Organisa7ons  that  are  open,  transparent  and  ac7vely   seek  to  collaborate  and  partner  with  different   stakeholders  in  order  to  contribute  to  agreed  global   objec7ves  through  prac7cal  local  ac7ons.  They  are   consistent  and  balanced  in  their  decision  making,  are   clear  on  how  they  connect  their  success  to  social   progress  and  redeploy  and  reconfigure  their  assets  to   where  they  can  best  add  value.   Networked  Scale  –  Trusted  Advisor   Organisa7ons  that  act  consistently  to  create  shared   value  through  long  term  collabora7ons  and  partnership.   By  having  a  track  record  of  delivering  tangible  societal   benefit  they  earn  the  trust  and  the  right  to  align  and   connect  others  and  so  achieve  systemic  change.   Working  at  the  local  level  to  help  individuals  and   communi7es  achieve  their  aspira7ons  and  realise  their   poten7al  they  oPen  create  most  societal  value  by   helping  others  to  do  the  right  thing.  
  36. 36. Many  conclude  that  change  is  needed  at  a  systemic  level   Individual  organisa7ons  can  only  do  so  much  -­‐  achieving  global  success  will   require  resecng  of  several  business  environments  including  the  purpose  of  a   business,  how  success  is  measured  and  how  the  financial  economy  operates   Four  key  shis  need  to  happen  at  scale  across  all  sectors  for  real  systemic  change:     Organisa7ons  to  be  accountable  to  stakeholders,  not  just  shareholders   Success  to  be  measured  across  a  broader  set  of  measures   Success  to  be  measured  over  a  longer  7me  horizon   Business  to  bear  full  cost  of  externali7es  and  risks  
  37. 37.  6.  Implica/ons  for  Organisa/ons     Ten  Ques7ons  
  38. 38. Q1.  Iden/fying  and  Responding  to  Challenges   Do  we  ac7vely  seek  to  understand  the  big  challenges  that  are  facing  society?  
  39. 39. Q2.  Mee/ng  Societal  Expecta/ons   How  well  do  we  understand  the  implica7ons  of  what  future  society  will  expect  of  us?  
  40. 40. Q3.  Culture  and  Engagement   How  is  our  strategy  led  by  the  needs  of  society  and  the  communi7es  we  serve?    
  41. 41. Q4.  Society-­‐focused  Capabili/es   How  do  we  best  use  our  exis7ng  capabili7es  to  create  new  sources  of  societal  value?    
  42. 42. Q5.    Influence  and  Obliga/on   Are  we  sufficiently  influen7al  in  shaping  our  regulatory  and  opera7ng  environment?  
  43. 43. Q6.    Collabora/on  and  Leadership   Does  our  organisa7on  know  where  it  will  lead  or  collaborate  and  where  it  will  not?  
  44. 44. Q7.    Decision-­‐making   How  well  do  our  decision-­‐making  processes  embrace  societal  needs?  
  45. 45. Q8.    Delivery   Does  our  focus  on  societal  needs  sufficiently  guide  our  ac7ons?  
  46. 46. Q10.  Reputa/on  Management   How  will  we  safeguard  our  reputa7on  in  the  future?  
  47. 47. Appendix   The  32  Characteris7cs  of  Socially  Valued  Organisa7ons   To  download  a  PDF  of  the  details  of  the  32  characteris7cs  of  socially  valued     organisa7ons  detailed  in  workshops  and  discussions  please  follow  this  link::­‐valued-­‐organisa7ons-­‐an-­‐ini7al-­‐view-­‐10-­‐01-­‐14    
  48. 48. Sources  and  Resources   B  Corps   h[p://       BBC  -­‐  Davos:  22  facts  people  should  know   h[p://­‐europe-­‐25836087       Chris7ne  Lagarde:  A  New  Mul7lateralism  for  the  21st  Century   h[ps://         Brundtland  Commission  ‘Our  Common  Future’   h[p://­‐Brundtland_Report_1987.pdf         Future  Agenda  –  The  World  in  2020   h[p://       IIRC  Integrated  Repor7ng   h[p://       IMF  warns  on  threat  of  income  inequality   h[p://­‐805b-­‐11e3-­‐853f-­‐00144feab7de.html         Jospeh  S7glitz  -­‐  Freefall:  America,  Free  Markets,  and  the  Sinking  of  the  World  Economy   h[p://­‐America-­‐Markets-­‐Sinking-­‐Economy/dp/0393338959         Mark  Carney  Interview    -­‐  August  2013  BBC  Radio  4   h[p://       Michael  Porter  –  Crea7ng  Shared  Value   h[p://­‐big-­‐idea-­‐crea7ng-­‐shared-­‐value/ar/1  
  49. 49. Sources  and  Resources   Niall  Fitzgerald  and  Mandy  Cormack  –  The  Role  of  Business  in  Society   h[p://­‐rcbg/CSRI/publica7ons/report_12_CGI%20Role%20of%20Business%20in%20Society%20Report%20FINAL%2010-­‐03-­‐06.pdf       OECD:  Divided  We  Stand:  Why  Inequality  Keeps  Rising   h[p://       Oxfam  -­‐  Working  for  the  Few:  Poli7cal  capture  and  economic  inequality   h[p://­‐for-­‐the-­‐few-­‐economic-­‐inequality       Post  2015  Development  Agenda   h[p://       Shell  Scenarios   h[p://­‐energy/scenarios.html       Unilever  Sustainable  Living  Plan   h[p://­‐living/uslp/       UN  Millennium  Development  Goals   h[p://     UN  Popula7on  Data   h[p://       WHO  –  Data  and  Sta7s7cs   h[p://       WHO  view  on  Alcohol   h[p://        
  50. 50. Future Agenda 84 Brook Street London W1K 5EH +44 203 0088 141 @futureagenda The  world’s  leading  open  foresight  program