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Collaborazione come superamento del dualismo fra Solidarietà e Mercato

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Presentazione di Paolo Venturi, Direttore di AICCON, all'interno della sessione "La sharing economy nel Terzo settore
" a Sharitay (9-10 novembre 2015).

Published in: Economy & Finance
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Collaborazione come superamento del dualismo fra Solidarietà e Mercato

  1. 1. Collaborazione come superamento del dualismo fra Solidarietà e Mercato Sharitaly Milano 9 novembre Paolo Venturi, Direttore AICCON @paoloventuri100
  2. 2. Terzo settore in Italia (Censimento Istat, 2011) 21.000.000 utenti (stato di disagio)
  3. 3. Nel non profit c’è Unità (fini) non Uniformità nei mezzi di produrre valore. Esiste una eterogeneità delle funzioni obiettivo per perseguire Utilità Sociale 1. #donativa e di #advocacy 2. #erogativa 3. #produttiva Terzo settore in Italia
  4. 4. Il Terzo settore «donativo» (dati Rapporto CSVnet, 2015) 4.144.000 vol.(7,9% popolazione) 2.493.000 vol. «non organizzati»
  5. 5. Il Terzo settore «produttivo» (dati Iris Network, 2014)
  6. 6. Il Terzo settore «erogativo» (dati Censimento Istat, 2011)
  7. 7. Pressione e trasformazione del Terzo settore Negli ultimi 15 anni stiamo assistendo ad un processo di profonda trasformazione che ha generato: una proliferazione di iniziative che vengono dal basso e ridefinizione di paradigmi organizzativi ,collaborativi, economici. Caratterizzati da: 1. Irruzione della dimensione economica dentro la dimensione sociale (es, vendita di beni e servizi, Impresa sociale e filantropia istituzionale, fondazioni corporate e fundraising ). 2. Polverizzazione di organizzazioni che nascono su patti associativi diversi dai precedenti. Con modelli relazionali e codici di comunicazione diversi che si riconoscono in modelli e luoghi di partecipazione diversi da quelli tradizionali. 3. Maggior pressione delle PA nel coinvolgimento dell’associazionismo più consolidato nella erogazione/di servizi alla persona. 4. Trasformazione e ibridazione dei modelli di imprenditorialità sociale che si aprono alla domanda pagante
  8. 8. Trasformazioni (1). Il non profit incorpora dosi crescenti di attività economiche 8 Istituzioni Addetti Volontari Tipologie economiche 2011 Var. % 11/99 2011 Var. % 11/99 2011 Var. % 11/99 Market 30,6 +15,8 83,8 +40,5 34,5 +42,7 Non Market 69,4 +47,4 16,2 -12,2 65,5 +50,5 Distribuzione delle istituzioni non profit per tipologie economiche Anno 2011 e variazione % 2011/1999 Fonte: estratto da Barbetta et al. (2014)
  9. 9. - Aumento delle ONP non produce un aumento di partecipazione sociale - La tradizionale partecipazione sociale diminuisce e si manifesta in nuovi modi (dimensione soggettiva non organizzata e informale attivata da piattaforme collaborative) Trasformazioni (2). La crescita del non profit non aumenta la partecipazione
  10. 10. Trasformazioni(3).Le motivazioni pro-sociali del non profit Motivazioni? «crede nella causa sostenuta dal gruppo» « la svolgevano i suoi amici» «per stare con gli altri» Effetti ? «si sente meglio con se stesso» «ha allargato la sua rete di rapporti sociali» «ha migliorato la sua capacità di relazione» • Nel volontariato e nell’agire sociale c’è una domanda di senso (e di costruzione dell’identità personale ) che viene perseguita e ricercata nella relazione intesa come «condivisione». • La condivisione è un «valore in sé» e apre alla solidarietà, al civismo e a nuove forme di economia.
  11. 11. Sharing as «sense making»
  12. 12. Paradigma collaborativo elemento di trasformazione nel non profit • Volontariato --- > La relazione ha «valore in sè..» • Advocacy --- > La domanda di aggregazione genera nuovi «luoghi» e piattaforme sociali. • Attività erogativa --- > L’ impatto è l’esito di un processo collaborativo (collective impact). Non si eroga se non si condivide. • Attività produttiva --- > si supera la funzione re-distributiva delle imprese sociali. Si co-produce con utenti/cittadini/consumatori . E’ la dimensione collettiva ad infrastrutturare le risposte economiche e sociali.
  13. 13. Il sociale che trasforma l’impresa • Quanto più i fattori della produzione e i relativi costi marginali sono decrescenti (tecnologia e forme di produzione crowd), tanto più l'asset sociale diventa fondamentale per qualificare il valore. • Ecologia dell’economia. Il valore degli ecosistemi, nella produzione di valore, ci dice di una interdipendenza delle imprese (superamento visione di Porter) con l’ambiente che abita, le imprese competitive sono orchestratori di reti (HBR 2015) . La dotazione di capitale sociale, connettivo, fiduciario e reputazionale è un asset per la competitività . • Millennials. Spinta di consumatori/cittadini con diverse motivazioni e diverse modalità di «prezzare» l’uso del tempo, delle relazioni e dei beni.
  14. 14. (es.1) The Convergence Continuum Copyright © 2015 Accenture All rights reserved. ConvergenceofInterests Evolution of models I II III IV Small Scale Partnerships Multi-Stakeholder Coalitions Issue-Based Platforms The Fourth Sector Small bilateral one-off projects Single country/focus area Multi-stakeholder partnerships which target systemic change and potential large-scale replication The evolution of a joint offering that addresses a specific need providing a holistic longer-term solution New organisations focusing on financial, social & environmental impact that delivers positive social goods at scale and at profitSector boundaries evaporate; new organizations emerge Convergence Continuum Convergence Economy Innovative technology and finance drives partnership to new organizations One-off cross-sector partnerships focused on shared-value
  15. 15. (es.2) Coesione è Competizione
  16. 16. (es.3 ) networks ad communities
  17. 17. Ibridazione (2) (es.4) Benefit Corporation (social embedded in the business model)
  18. 18. (es.5) Hybrid Organizations
  19. 19. (dati Istat, 2011 e Iris Network, 2014) 301.191 organizzazioni non profit 82.231 onp market 12.570 coop. sociali 1.348 imprese sociali 61.776 imprese di capitali nei settori n. 118/05 535.268 imprese settori ad alta vocazione Non Profit MARKETIZATION
  20. 20. IMPRENDITORIA SOCIALE IMPRESE SOCIALI EX LEGE COOPERATIVE SOCIALI IMPRENDITORIA INNOVATIVA COWORKING E INCUBATORI ECONOMIA SOLIDALE ECONOMIA COLLABORATIVA IMPRESE CULTURALI IMPRESE COESIVE IMPRESE COMUNITARIE IBRIDI ORGANIZZATIVI Impresa sociale come paradigma di produzione del valore
  21. 21. Paradigma Collaborativo Antidoto alla «s-connessione» (globalizzazione/homo-oeconomicus) #Sociale è un input per la produzione del Valore (Fiducia) Nasce da una domanda di costruzione dell’identità che passa da percorsi relazionali infrastrutturati da tecnologia, economia della conoscenza, nuovi luoghi…e dalla spinta verso la ri-generazione. «Nuovi» modelli associativi (es. social street), nuovo modelli donativi (crowdfunding), nuovi modelli di economia (piattaforme peer to peer per condivisione di asset non/sotto-utilizzati , spazi , competenze, materiali, servizi, etc.), nuovi modelli di policy (regolamenti collaborativi)
  22. 22. SOCIALE si dilata e diventa Comunitario – Coesivo – Collaborativo elemento di trasformazione delle istituzioni (Imprese-Enti Pubblici-ONP)
  23. 23. La generatività del «paradigma collaborativo», dipende dalla capacità di trovare forme in cui la fiducia diventa «asset» …che non venga strumentalmente attivata. …che non venga estratta strumentalmente.
  24. 24. «…questi usi non sono abusi, non sono privilegi, non sono usurpazioni; …è un altro modo di possedere, un'altra legislazione, un altro ordine sociale…» (Carlo Cattaneo) commentando i comportamenti collaborativi e comunitari dei cittadini, per la bonifica della Piana di Magadino nel Cantone Ticino
  25. 25. Grazie ! paolo.venturi7@unibo.it @paoloventuri100 www.aiccon.it

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