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Socially Valued Organisations - An Updated View 18 02 14

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This is an updated initial view of what may be some of the characteristics of socially valued organisations in the future. These have come from research and a series of discussions with different …

This is an updated initial view of what may be some of the characteristics of socially valued organisations in the future. These have come from research and a series of discussions with different groups over the past few months and are now being used as the starting point for wider engagement. Workshops around the world and direct feedback (please feel free to provide) are helping to enrich these views. This update includes output from events in South Africa and the UK. There will be another revision and re-sharing in March 2014 after final workshops have been completed.

So, if you think that there is something missing, please let us know.

Equally if you disagree with something that is already in the mix please tell us why.

As with all future agenda projects, the views provided are from expert discussions that have taken place but on the understanding of non attribution and so do feel free to use and react to these insights in this context.

If you have any questions, do not hesitate to get in touch.

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  • 1. The  Future  of  Socially  Valued  Organisa7ons     18  Feb  2014  
  • 2. Ini3al  Views   Characteris3cs  of  Socially  Valued   Future  Implica3ons   Overview   This  presenta3on  shares  some  characteris3cs  of  ‘socially  valued   organisa3ons’  and  insights  into  current  and  emerging  shi@s  that  may  in   the  future  influence  how  society  judges  value  and  its  impact    
  • 3. Ini7al  Views  
  • 4. Globally  we  see  the  world  facing  three  big  challenges  that  will  require  choices,  involve   trade-­‐offs  and  need  new  levels  of  leadership  and  collabora3on  if  they  are  to  be   addressed:   1.  2.  3.  A  Changing  Business  Environment   Increased  Societal  Stresses   Increased  Environmental  Stresses   •  How  society  responds  (or  chooses  to  ignore)  these  challenges  will  likely  differ   significantly  around  the  world.   •  Forthcoming  events  will  explore  the  implica3ons  of  these  global  challenges  for   different  regions  and  for  the  socially  valued  organisa3on  in  2020.     Future  Challenges   Looking  forward  to  2020,  many  now  agree  that  society  will  be  facing     a  number  of  issues  that  can  be  summarised  as  3  big  challenges  –  and   that  addressing  these  will  most  probably  require  collec3ve  ac3on.  
  • 5. An  organisa3on  that  is  socially  valued  in  the  future  will  have  the  following   characteris3cs:   •  Aligned  with  societal  needs  and  expecta3ons   •  Clear  how  and  where  it  adds  most  value  to  society   •  Contributes  to  net  value  crea3on  across  a  broad  set  of  measures       An  organisa3on  creates  value  for  society  both  from  the  direct  benefit  provided  by  the   products  and  services  it  sells  and  through  the  impact  of  its  ac3vi3es  on  society,   economy,    the  environment  and  on  human  development  whether  through  improved   health,  wealth,  security,  liberty  or  happiness.     A  socially  valued  organisa3on  in  2020  will  be  contribu3ng  to  the  delivery  of  some  or  all   of  society’s  macro  goals  –  either  directly  or  by  ensuring  that  resources  are  allocated  to   where  they  can  make  the  most  difference.     Star7ng  Points   Discussions  to  date  see  an  emerging  view  of     socially  valued  that  we  now  want  to  challenge  and  build  on  
  • 6. Feedback  and  Discussion   Over  the  past  few  weeks  we  have  been  asking  for  feedback  from     around  the  world  on  which  of  these  shi@s  will  have  greatest  impact,   which  will  happen  first  and  what  is  missing  from  this  view  
  • 7. Characteris7cs  of  Socially  Valued  
  • 8. Know  Their  Purpose   Organisa3ons  clearly  understand  why  they  exist,  what  they  do     beyond  the  pure  financial  and  appreciate  their  wider  role  and     purpose  in  society.  It  guides  all  that  they  do.  
  • 9. Enlightened  Leaders   Organisa3ons  have  leaders  who  recognise  the  impact  of  their     decisions  and  behaviours  on  the  future  success  of  the  socie3es     in  which  they  are  a  part  of  and  that  they  serve.  
  • 10. Consistent  Integrity   Organisa3ons  behave  consistently,  with  integrity  and  with  honesty  in  all   that  they  do  –  with  clear  alignment  between  their  strategic  objec3ves,   behaviours  and  their  culture  AND  their  systems  and  incen3ves.  
  • 11. Bridging  the  Gap   Organisa3ons  recognise  that  they  have  a  responsibility  to  fill     the  gaps  le@  by  government  as  the  lines  of  accountability  blur     between  commercial  ac3vity,  civil  society  and  the  state.  
  • 12. Aligned  Ini7a7ves   Organisa3ons  align  their  plans  with  collec3ve  world  /  regional  ini3a3ves.   They  contribute  to  macro  goals  either  directly  or  by  ensuring  that   resources  are  allocated  to  where  they  can  make  the  most  difference.    
  • 13. Shared  Value   Organisa3ons  create  shared  value  for  society  by  addressing  its  needs  and   challenges  without  ac3vely  disadvantaging  anyone.  They  aim  for  shared,   growth  –  the  re-­‐distribu3on  of  capital  for  the  benefit  of  society  at  large.    
  • 14. Closing  the  Wealth  Gap   Organisa3ons  seek  to  close  the  wealth  gap,  aiming  for  equality  of   opportunity,  fostering  entrepreneurial  characteris3cs  and  re-­‐imagining   the  public/private  partnership  so  that  growth  that  benefits  everyone.    
  • 15. Consistent  Decision  Making   Organisa3ons  adopt  balanced  decision-­‐making  processes  that  drive   consistent  behaviours  –  using  an  appropriate  set  of  measurement   criteria,  metrics  and  long  term  horizons.  
  • 16. Viable  Business  Models     Organisa3ons  move  beyond  philanthropy  or  CSR  ini3a3ves  to  operate   viable,  long-­‐term  business  models  that  solve  or  address  social  problems   whilst  also  achieving  their  own  financial  and  other  objec3ves.  
  • 17. Partners  and  Partnering   Organisa3ons  know  when  to  lead,  when  to  collaborate  and  when  to   support:  They  can  perform  each  role  successfully  so  as  to  help  society  to   progress  and  recognise  growing  importance  of  this  competency.      
  • 18. Connected  Success   Organisa3ons    connect  their  own  success  with  social  progress.  They  only   perform  ac3vi3es  that  are  consistent  with  delivering  societal  success.   They  redeploy  and  /  or  reconfigure  their  assets  to  be  valuable  to  society.  
  • 19. Reciprocity     Organisa3ons  demonstrate  new  forms  of  reciprocity  sugges3ng     ways  of  bypassing  or  improving  upon  the  dominant  consumer   model  that  means  more  than  shareholder  value.  
  • 20. 20   Global  Local     Organisa3ons  have  ac3vi3es  at  a  super-­‐local  level,  recognising  the   mutual  dependency  of  company  compe33veness  and  the  health  of  the   communi3es.  They  build  relevant  capacity  through  local  control.    
  • 21. 21   Future  Focused   Organisa3ons  reflect  a  desire  to  care  for  the  next  genera3on,  ac3vely   ques3oning  the  value  of  capital,  implying  a  return  to  no3ons  of     tradi3on,  of  passing  on,  of  a  legacy  that’s  about  more  than  money.  
  • 22. 22   Networked  Trust   Organisa3ons  become  increasingly  non-­‐hierarchical  and  non-­‐ bureaucra3c,  embracing  the  wider  trust  across  a  network  and     the  ability  to  place  the  individual  at  the  core  of  a  community.  
  • 23. Individual  Impact   Organisa3ons  help  to  increase  the  capacity  of  society  to  harness  and   cul3vate  the  power  and  influence  of  the  individual,  encouraging  an   equality  of  opportunity  for  all  but  promo3ng  personal  impact.  
  • 24. Legacy  of  Helping   Organisa3ons  are  no  longer  selected  for  contracts  based  solely  on   financial  and  capability  criteria:  Clear  long-­‐term  partnerships  and  a  track   record  of  providing  tangible  societal  benefit  are  given  equal  importance.  
  • 25. Stakeholder-­‐driven  Iden7ty   Stakeholder  perspec3ves  increasingly  define  the  brand  iden3ty  and     the  iden3ty  of  an  organisa3on  is,  in  turn,  reflected  in  individual     customer  and  employee  views  of  how  society  sees  the  organisa3on  
  • 26. Having  a  Point  of  View   Organisa3ons  increasingly  take  a  public  stance  on  maaers  that     impact  the  public  good.  They  are  bold  and  consistent  in  what  they     think  and  say  and  are  open  and  proud  to  share  their  perspec3ve.  
  • 27. Authen7c  Organisa7ons     Companies  are  open  on  their  beliefs  and  perspec3ves  and  transparent   on  the  financial  and  wider  impact  of  their  ac3vi3es.  As  society     appreciates  true  transparency,  it  sees  organisa3ons  as  being  authen3c.  
  • 28. Relentless  Focus   Leading  organisa3ons  choose  a  single  area  of  long  term  focus  for   ac3vi3es  that  enhance  society  and  s3ck  to  this  to  achieve     significantly  greater  social  and  business  value  from  their  investments.  
  • 29. Driving  Systemic  Change   In  order  to  shi@  the  status  quo,  organisa3ons  increasingly  refrain  from   token  individual  ac3ons  and  seek  to  enable  bolder,  bigger,  collabora3ve   ac3ons  that  can  drive  change  across  a  whole  sector  or  system.  
  • 30. Delivering  on  Dreams   Organisa3ons  focus  more  on  helping  individuals  and  communi3es   achieve  their  aspira3ons  by  employing  more  flexible  business  models   that  allow  local  adapta3on  of  principles  to  suit  the  ambi3on.  
  • 31. Ecosystem  Enhancement   Organisa3ons  take  a  broader  view  of  their  impact  and  responsibility     and  take  conscious,  consistent,  smart  decisions  that  enhance     quality  of  life  and  help  to  provide  a  cleaner,  healthier  environment.  
  • 32. Total  Transparency   The  winning  organisa3ons  of  2020  embrace  an  approach  of  complete   transparency.  As  data  is  made  open  and  shared  via  mul3ple  social   plaborms,  the  best  companies  are  those  that  are  ultra-­‐transparent.  
  • 33. Deep  Moral  Reach   Socially  valued  organisa3ons  u3lise  their  authority  to  help     stakeholders  to  do  the  right  thing  and  recognise  the  need  and     obliga3on  to  show  them  how  others  are  beaer  off  by  doing  so  
  • 34. Embracing  Diversity   Organisa3ons  exhibit  more  visible  understanding  that  being     open  and  welcoming  to  a  breadth  of  thought,  perspec3ve  and     behaviour  can  enable  more  progress  to  be  made  more  quickly  
  • 35. Demonstrate  Humanity   Origina3ons  live  by  desired  human  traits  and  treat  others  as  they  wish     to  be  treated  themselves,  provide  3me  and  space  to  pursue  innova3on,   display  a  visible  conscience  and  apologise  when  things  go  wrong  
  • 36. Scale  for  Good   Large  organisa3ons  increasingly  use  their  scale  to  pursue  posi3ve  social   and  environmental  good.  They  influence  wider  business  prac3ces,  shi@   systemic  behaviours  and  seek  to  change  long  standing  paradigms    
  • 37. Mul7ple  Capitals   Organis3ons  recognise  that  they  create  more  than  just  economic  value.   They  increasingly  measure  and  openly  report  on  their  ac3vi3es  and   associated  impacts  using  an  accepted  mul3ple  capitals  approach  
  • 38. Realising  Poten7al   Valued  companies  and  ins3tu3ons  go  out  of  their  way  to  ensure,  equip     and  enable  individuals  and  communi3es,  both  within  and  outside  the   organisa3on,  to  thrive  and  so  fulfill  their  dreams  and  aspira3ons  
  • 39. Future  Implica7ons  
  • 40. The  2020  View   Once  we  have  gained  more  feedback  on  the  future  of  socially  valued   organisa3ons  via  workshops  and  other  dialogue  from  around  the  world  ,   we  will  share  another  updated  version  of  this  document  for  all  to  use.    
  • 41. The  world’s  leading  open  foresight  program   Future Agenda 84 Brook Street London W1K 5EH +44 203 0088 141 futureagenda.org tim.jones@futureagenda.org