Sweden - "MONDRAGON, SUSTAINABILITY & Social Entrepreneurship" - Blekinge Institute of Technology - Nov 2009

MONDRAGON COOPERATIVE EXPERIENCE &
SOCIAL ENTREPRENEURSHIP
Confronting the case to FSSD (Framework Strategic
Sustainable Development) with MSLS 2010 tribe
MSLS 2010 – BTH – Karlskrona – Sweden – November 19th 2009

Dr. JM Luzarraga
Mondragon University
jmluzarraga@eteo.mondragon.edu

Dr. JM Luzarraga - Mondragon University – Kalskrona - Sweden - November 2009

How do we create more knowledge?

Are we ready for “optimal disconfort” co-creation?

CHECK IN:
Who am I?
What is my life dream?

What knowledge do we want
to co-create today?

Our destiny/vision for today? …backcasting

What knowledge do we want o co-create today?
FSSD &
MSLS2010
passions &
life dreams

MONDRAGON Social
Cooperative Entrepreneurship
Experience


Our destiny/vision for today?... backcasting
What knwoledge do we want o cocreate today?
FSSD & MSLS2010 passions & life dreams
– Create a company to leverage awareness on sustainability in
my home town
– Facilitate companies transformation process to become
sustainable
– Develop & design new sustainable production industries
through eco-design
– Create an education project on sustainability and social
entrepreneurship
–…

CHANGE THE WORLD
THROUGH SUSTAINABILITY
:)

Our destiny/vision for today? ... backcasting
MONDRAGON Cooperative Experience
– What is MONDRAGON?
– What is shared/promoted?
– How big is it? Effective? Who’s involved?
– What is SUCCESS for M.?
– What makes M. so successful?
– How does MONDRAGON engage coop members?
– Is administration of M. coop different than others?
– What stages has M. taken from the beginning till now?
– How started? How proceeded? & What is planned now?
– What was the process of creating M.?
– What was the original IMPETUS?
– What is M. view of sustainability? What is you vision?
– Does cooperativism guarantee sustainability?
– How does M. take “sustainability” into account? (not only
social sustainability but ecological?
– Does the companies in that region form a local supply
chain to support each other?
– What are the common shared values by companies in M.?


Our destiny/vision for today? … backcasting
Social Entrepreneurship
– Social entrepreneurship: profit? Non-profit? How to make a
better world?
– What are some NGO’s/orgs?
– Who is using that model?
– What is a cooperative? What are some hybrid models?
– How would an organisation with social entrepreneurship
features be set up?
– What are the challenges in setting a SE, how do we
overcome them?
– Cooperatives as a TOOL to rebuild trust in society
– How does it work?
– Advice for creating cooperative networks in our home cities
through social entrepreneurship.
– How can a company as individual integrate in a social
cooperative?
– How can I use a model of SE to start a Facilitation business?
– Successful models of SE?
– Does a cooperative have to count on higher level of TRUST
among its “members” than “conventional” companies

Our destiny/vision for today? … backcasting
– What MSLS can teach – How to integrate the social
MONDRAGON & What entrepreneurship potential to
MONDRAGON can teach MSLS strategies?
MSLS?
– How Social Entrepreneurship
– Building FSSD approach theory understands the
into MONDRAGON importance of ecological value
university education as opposed to just social value?
system?
– How does MONDRAGON
take “sustainability” into
account? How can we
leverage its commitment?
– How to design a SUSTAINABLE
COOPERATIVE SOCIAL BUSINESS
MODEL?


INDEX – stepping stones to our shared vision
CHECKIN: What knowledge do we want to create today?
1. What was the process of creating MONDRAGON? Mondragon
Cooperative Corporation (1956-2006)
2. How does the Framework for Strategic Sustainable Development
feed in MONDRAGON? Confronting MONDRAGON to FSSD
3. Understanding Social Entrepreneurs Who is a SE? Characteristics?
The power of unreasonable people

CHECKOUT: What might be our next step to our shared dream?

Our shared dream…
CREATING A SUSTAINABLE COOPERATIVE SOCIAL
BUSINESS MODEL


What was the process of
creating MONDRAGON?
Mondragon Cooperative
Corporation (1956-2006)


1. Mondragon Cooperative Corporation
(1956-2006)


Starting point (1940)
Massive unemployment & social crises: Spain dictatorship after civil
war.
Lack of any education: technical or in business
Steel-mechanic industrial roots, small & local
Closed and protected market
Lack of any technology

A shared dream…

EDUCATION & CO-OPERATIVE ENTREPRENEURSHIP
TO SURVIVE & TRANSFORM THE SOCIETY!!!


Mondragon education: Leading thoughts
“The world is not there to contemplate it but to transform it”

“Share knowledge & education to democratize power”

“A technical school that it is not at the same time a school for
human being development, is caving its own grave”

“Work and study hast to go hand by hand”

“God ideas are those ones who transform into real actions”

“Se ha dicho que el cooperativismo es un movimiento económico
que utiliza la acción educativa. Pudiéndose también alterar el orden
de la definición diciendo que es un movimiento educativo que utiliza
la acción económica”

JM Arizmendiarrieta


Mondragon education: historical facts
Prior to industrial co-operatives creation:
– 1943: In-factory technical training
– 1948: Engineering Technical school
– 1956: First industrial co-operative ULGOR (13 years later)
– 1966: First local co-operative cluster ULARCO (inter-cooperation)
– 1974: Degree studies / international university agreements
– 1998: Mondragon University -3 faculties: Engineering MGEP –
Business ETEO – Education HUEZI

Academic course: 1974-75 2007-08

– International experience: 2 110
– Post-graduate: - 459
– Graduate: - 3.248
– Courses: 237
– Technical: 815


Highlights at Dec 2007
Number of companies: 107 Mondragon Group
Mondragon Congress/ Permanent Commission

Workforce: 103.731 Mondragon Presidency/ General Council

– Worker members: 80.9% Financial Industrial Division Distribution
Division
Division Industrial Automatisation
– Female/male members:
42.2% Automotive

Body Builders
– Abroad: 14.261 Components

Construction
Total sales: 15.056 M. euros Elevation
(57% international sales ind.) Equipment

HouseholdGoods

Business ranking if listed: Engineering & Services

– Spain: 7th Machine Tools

Industrial Systems
– Europe: 32nd Tools & Systems
– Forbes 500: 462nd
Group activities: Mondragon University,
12 Technology Centers & Garaia Innovation Park
Source: MCC 2006
-


Mondragon background & leading thoughts
A worker cooperative network started by Father Arizmendiarrieta in 1956
in Mondragon, a 30.000 people village in the Basque Country (Spain)

Named by several academics as one of the best examples of democracy
at the work place (Macleod, Vanek, Williamson, Malone, Whyte &
Whyte,…)

VISION: The companies that make up MONDRAGON share their
commitment to cooperation and democracy in the workplace, backed by
a unique system of worker participation.

VALUES:
– Cooperation: owners & main actors
– Participation: management involvement
– Social Responsibility: fair distribution of wealth created
– Innovation: permanent change


Mondragon Worker Co-operative principles
Worker Co-operatives: working people are the heart of the
companies

Committment to the local environment & society: continuous
experimentation to satisfy society needs (Alecop, MU, Eroski,…)

Business excelency, assuming the leadership & maximum
competitiveness using the cooperative legal form

MONDRAGON CO-OPERATIVE PRINCIPLES:
1. Open membership 6. Incomes/wages solidarit
2. Democratic member control 7. Inter-cooperation
3. Work over ownership 8. Social transformation
4. Capital as a tool 9. Universal character
5. Management participation 10. Education and training


Devoted to employment creation: Mondragon net-
job growth: 1956-2006

80000
70000
1) First production plant abroad
2) MCC holding structure creation 60000
3) Started Eroski Group 50000
expansion all over Spain / 5
production plants abroad 40000
4) 26 Production plants abroad 30000
5) 57 Production plants abroad
20000
10000
0
1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005

Years
Source: ex novo - Adaptation from MCC - 2005 1) 2) 3) 4) 5)


Committed to “companies creation & survival”
through inter-cooperation
Companies created on diverse sectors & industries:

Number of Mondragon cooperative companies: 1956-2003

Source: Clamp 2003

Avoid companies shut-downs: every Mondragon company has
suffered a critical difficulties period over its history


Mondragon Factories abroad


International “multi-localization” industrial strategy
–“Creative vs. destructive international trade”
45,000

40,000
1) First production plant abroad
35,000 2) MCC holding structure creation
30,000
25,000 Total employees
Employees abroad (since 99)
20,000

15,000

10,000

5,000

0
1960
1962
1964
1966
1968
1970
1972
1974
1976
1978
1980
1982
1984
1986
1988
1990
1992
1994
1996
1998
2000
2002
2004
2006
Years 1) 2) 3) 4) 5)
Source: ex novo - Adaptation from MCC - 2007 1) 2) 3) 4)


What about the Retail division?
Main facts from 2008:
- Total sales 9.013 M. euros
- 2.440 centers: 115 hyper, 1029 super, 274 travel agencies, 53 petrol stations, 44
FORUM (sport), 300 IF (perfume), 6 ABAC (books). In France: 4 hyper, 16 super & 17 petrol
stations. In Andorra: 4 IF (perfume)
- 2.000 workforce growth (reaching 56.000)
- Opening of 164 new retail centers (Hyper, super)
- Strategic decision to transform conventional companies into cooperatives:
- It might become the bigger cooperative worldwide with more than
50.000 working members
- At the end of 2008 already 14.733 people participate in ownership,
profits and management (1.475 annual growth)


Mondragon University: identity signs
Prior basement/seed to the industrial companies
creation

Devoted to University-Companies integration

Co-operative & participatory University: companies +
students + teachers (workers)

Village University: devoted to local community service

Committed to Entrepreneurship & R+D+ innovation


Mondragon University: main roles
1. Local community Technical, social & business education
2. Supports “education & work” combination (ALECOOP
1966)
3. Technology Research & innovation
– Technology centre IKERLAN (1974)
– Innovation Pole GARAIA (2007)
6. New companies creation & entrepreneurship (1984 –
SAIOLAN 1996 – Mondragon Team Academy 2008)
7. International education: (since 1974, in 2008 (110 + 12)


How does the Framework
for Strategic Sustainable
Development feed in
MONDRAGON?
Confronting MONDRAGON to
FSSD

2. How does the Framework for Strategic
Sustainable Development feed in MONDRAGON?


The FSSD Funnel: Where might be MONDRAGON?

From To


The FSSD Funnel: Where might be MONDRAGON?


4 sustainability principles: Where is MONDRAGON?
“In a sustainable society, nature is not subject to
systematically increasing...
...concentrations of substances extracted
from the Earth’s crust,

...concentrations of substances produced
by society,

...degradation by physical means,

and, in that society...
...people are not subject to conditions that
systematically undermine their capacity to
meet their needs “


4 Sustainability principles: 1- Concentration of
substances extracted from the Earts’s crust

Source MONDRAGON Annual report 2008

4 Sustainability principles: 2- Concentration of
substances produced by society


4 Sustainability principles: 3- Degradation by
physical means


4 Sustainability principles: 4- ...people are not
subject to conditions that systematically
undermine their capacity to meet their needs


4 sustainability principles: Where is MONDRAGON?
“In a sustainable society, nature is not subject to
systematically increasing...
- Oil dependant industries
...concentrations of substances extracted - Oil Transport & logistics
from the Earth’s crust, - Oil Automotive industry
-…

...concentrations of substances produced - Plastic, Iron & Steel
by society, components: home appliance,
automotive, construction
-…
...degradation by physical means, - Construction industries

and, in that society...
...people are not subject to conditions that - Humanity at work based on
systematically undermine their capacity to a Cooperative system
meet their needs “ “People-centred companies”


5-level model - football example
My text about the systems level, My text about the
systems level, My text about the systems level

My text about the success level, My text about the
success level, My text about the success level

My text about the strategic level, My text about the
strategic level, My text about the strategic level

My text about the action level, My text about the
action level, My text about the action level

My text about the tools level, My text about the
tools level, My text about the tools level


5-level model – MONDRAGON 1940 scenario?


Starting point (Mondragon 2007)
Solid group expanded internationally
Successful structures in the past
European production industrial crises: employment threat
Global & interconnected economy
Local communities on threat: urban massification, internal migration &
radical social differences among & within countries
Lack and difficulties to create new business
Need of a change/evolution of our competetitive model:
– FROM production/manufacturing TO Knowledge-Research-Innovation
– FROM local TO Glocal

Current challenge…

INNOVATION & MULTI-LOCALIZATION TO DEFEND LOCAL
COMMUNITY STABILITY & ENABLE SOCIAL
TRANSFORMATION “GLOCALLY”!!!


5-level model – MONDRAGON 2007 scenario?


Backcasting & ABCD – MONDRAGON 2020
1. Begin with the end in mind –
MONDRAGON 2020 Year 2020
??

Awareness
Creative
Solutions Future

Decide on
Present
Priorities
Baseline Does it move us in the right direction?
Is it a flexible platform?
3. Move step by step towards the vision
Is it a good return on investment?


Understanding Social
Entrepreneurs
Who is a SE?
Characteristics?


3. “THE POWER OF UNREASONABLE PEOPLE
How Social Entrepreneurs Create Markets that Change the World”
(Harvard Business Press 2008)

- Understanding what is a Social Entrepreneur
- Classifying types of Social Enterprises
- Identifying SE market opportunities
- Tapping SE financial resources


Our goals for today
Based on the book
“The power of unreasonable people”
(J Elkington & P. Hartigan –
Harvard Business Press 2008)

Our objectives are:
To introduce a new generation of social & environmental
entrepreneurs
To understand their Business Models & leadership styles
To identify their market opportunities
To find out their financial resources


Understanding what is a Social Entrepreneur

“The reasonable man adapts himself t the world

The unreasonable man persist in trying to adapt the world
to himself.

Therefore, all progress depends on the unreasonable man”

(George Bernard Swaw, 1903)


Social entrepreneurs are…
Innovative, Resourceful, Practical and Opportunistic,… as any
other entrepreneurs

But… What motivates social entrepreneurs is not doing the
“DEAL” but achieving the “IDEAL”

So they have a long term commitment with their projects

Most Social entrepreneurs stumble across the opportunity to
SERVE OTHERS

Common inspiration is:
“You have to be the change you want to see in the world”
(Gandhi)


Why are they unreasonable? Because…
They Want to Change the World
They are insanely ambitious
They are propelled by emotions
They think they know the future
They seek profit in unprofitable pursuits
They ignore the evidence
They try to Measure the Unmeasurable
They refuse to be made into Superheroes
They are, well, unreasonable


Characteristics of Successful Social entrepreneurs
Try to shrug off the constraints of ideology or discipline
Identify & apply practical solutions to social problems, combining
innovation, resourcefulness, and opportunity
Innovate by finding a new product, a new service, or a new
approach to a social problem
Focus-first & foremost-on social value creation and, in that spirit, are
willing to share their innovations & insights for other to replicate
Jump in before ensuring they are fully resourced
Have an unwavering belief in everyone’s innate capacity, often
regardless of education, to contribute meaningfully to economic &
social development
Show a dogged determination that pushes them to take risks that
others wouldn’t dare
Balance their passion for change with a zeal to measure and
monitor their impact
Have a great deal to teach change makers in other sectors
Display a healthy impatience

How they look like…

Nicholas Negroponte (MIT-medialab)
“Entrepreneur behind the One laptop
per child project”
VIDEO: http://tinyurl.com/qkavho

Dr. Govindappa “Aravind Eye Hospital”
“The largest Eye care medical Dr. Mohammed Yumus
centre in the world” “Grameen Bank – Nobel Price 2006”
VIDEO: http://tinyurl.com/qb37rm VIDEO: http://tinyurl.com/dmbz9f

Classifying types of Social Enterprises
Traditional classification:
Model 1: Leveraged Nonprofit ventures
Model 2: Hybrid Nonprofit ventures
Model 3: Social Business Ventures

Social Enterprise from a wider perspective


Traditional classification
A public good is being delivered to the most economically
vulnerable, who do not have access to, or are unable to
afford, the service rendered
Both the entrepreneur and the organization are change
catalysts, with a central goal of enabling direct beneficiaries to
assume ownership of the initiative
Multiple external partners are actively involved in supporting
the venture financially, politically, and in kind
The founding entrepreneur morphs into a figurehead, in some
cases for the wider movement, as others assume
responsibilities and leadership


Bunker Roy
“Barefoot College”
http://tinyurl.com/ottmg8

N. Negroponte
OLPC www.laptop.org
http://tinyurl.com/5tfazu
Mother Teresa
“Missionaries of Charity”
VIDEO: http://tinyurl.com/d25chs


Goods or services are delivered to populations that have been
excluded or underserved by mainstream markets, but the notion of
making a profit is not totally out of the question
Sooner or later the founding entrepreneur or his/her team, typically
develops a marketing plan to ensure that the poor or otherwise
disadvantaged can access the product or service being provided
The enterprise is able to recover a portion of its costs through the sale
of goods & services, in the process often identifying new markets
To sustain activities & address the unmet needs of poor or otherwise
marginalized clients, the entrepreneur mobilizes funds from public,
private, and/or philanthropic organizations in the form of grants, loans
As mainstream investors & business enter the picture, even when they
are not seeking mainstream financial returns, they push to become
model 3

Rick Aubry
“Rubicon Programs”
VIDEO: http://tinyurl.com/o4dd82

Dr. Govindappa Martin Fisher
“Aravind Eye Hospital” KickStart: www.kickstart.org
http://tinyurl.com/qb37rm VIDEO: http://tinyurl.com/p7mep3


Model 3: Social Business ventures

The entrepreneur sets up the venture as a business with the specific
mission to drive transformational social and/or environmental
change
Profits are generated, but the aim is not maximize financial returns
for shareholders but instead to financially benefit low-income groups
and to grow the social venture by reinvestment, enabling it to reach
and serve more people
The entrepreneur seeks out investors interested in combining
financial and social returns
The enterprise’s financing-and scaling- opportunities can be
significantly greater because social business can more easily take
on debt and equity


Model 3: Social Business ventures

Dr. Mohammed Yumus F. Arizmendiarrieta
“Grameen Bank – Nobel Price 2006” MONDRAGON Cooperatives
VIDEO: http://tinyurl.com/qt65ux http://tinyurl.com/p75akt
http://tinyurl.com/otm9ft

Team activity
Select one social entrepreneur you might know?
Identify which characteristics does he/she have?
Identify which type of social enterprise is in used?


Classifying Social enterprise from a wider perspective


10 market opportunities for social entrepreneurs
1. Demographic opportunities
Facts:
- Human population toward 9 billion to10 billion people
- Age distribution skewing: old vs. young boom nations
- Worldwide migration: from rural to cities
- One of the best ways of reining population growth is encouraging
economic development
Examples of successful Social Entrepreneurs
- Jeroo Billimoria – Child Helpline International -
http://www.childhelplineinternational.org/
- Martin Fisher – Cooperative Home Care Associates (CHCA), the
Paraprofessional Healtcare Institute (PHI) & Independence Care
System (ICS) http://www.chcany.org/

2. Financial opportunities
Facts:
- The notion that the haves will find ways to gain more and that the
have-nots will lose more has been acknowledged since biblical times
- Extreme financial inequality can sow the seeds of insurrections and
social cataclysm
- Tools & frameworks for economic justice are weak or nonexistent
- Jeroo Billimoria – Aflatoun - http://www.aflatoun.org/
- Martin Fisher – Kickstart - http://www.kickstart.org/ (0.6% GDP of
Kenya GDP & 0.25% of Tanzania GDP)
- Fazle Abed – Bangladesh Rural Advancement Committee-
http://www.brac.net/

3. Nutritional opportunities
Facts:
- True famine, hunger, and poor nutrition have been constants
through-out human history
- 862 million people across the world are hungry, up from 852 million a
year ago
- Every day, almost 16,000 children die from hunger-related causes--
ONE CHILD EVERY FIVE SECONDS.
- Takao Furuno – The power of Duck - http://tinyurl.com/ojdwy7
- Hector Gonzalez – Cuadritos - http://www.cuadritos.com.mx/ (the
largest self-sustaining food bank in Mexico, feeding 100.000 people a
day)

4. Resource opportunities
Facts:
- A growing world population will not be a problem if the planet’s
resources were limitless, but they are not
- Demographic pressures are fistering awareness of the natural
resource limits to economic growth
- Example: the UN argues that the conflict in Darfur has been driven by
competition for water as climate change bites
- Phil LaRocco – E+Co - http://www.eandco.net/
- Fabio Rosa – Ideaas - http://www.ideaas.org.br/ & the widely
replicated Palmares project http://www.ashoka.org/node/3291


5. Environmental opportunities
Facts:
- Environmental issues are universal: there is not South-North differences
- Nevertheless, poor populations everywhere in the world re forced to live in
the worst circumstances
- The dominant environmental concerns include the immediate of clean water
& sanitation, the risks of local & indoor pollution , & vulnerability to natural
hazards.
- Other parts of the world: noise, traffic congestion, air & water pollution, long-
term climate change,…
- Yan Arthus-Bertrand – The Earth from the Air -
http://www.wecommunic8.com/earthfromtheair/
- Wangari Maathi – Green Belt Movement -
http://www.greenbeltmovement.org/

6. Health opportunities
Facts:
- From HIV/AIDS, to malaria, to potential pandemics like SARS or Flu-
A, the world problems can seen overwhelming
- In 2006,11 million children <5 years died from preventable causes
- 4 million babies will not survive their first month of life
- > 1/2 million women died in pregnancy, during labor, or after birth
- Dr. Paul Farmer – “The Man who will cure the world” -
http://tinyurl.com/aovmpq
- Dr. Devi Shetty – Narayana Hrudayalaya -
http://www.narayanahospitals.com/
- Vera Cordeiro – Resnacer - http://www.ashoka.org/node/3420

7. Gender opportunities
Facts:
- There is always an inescapable gender component
- In the 1995 Kobe earthquake, 1,5 times more women than men died
- In the Asian tsunami, death rates for women were 3-4 times those for
men
- There are several factors: biological, cultural, economic, or access to
health care, education & information technology.
- Wu Qing – Beijing Cultural Development Center for Rural Women -
http://www.nongjianv.org/english/index.html


8. Educational opportunities
Facts:
- Few factors are as powerful as education in empowering humans
- In a knowledge society access to educations becomes eevn more
important
- Bunker Roy – Barefoot College - http://www.barefootcollege.org/
- Kyle Zimmer - Fist book - http://www.firstbook.org
- Wendy Kopp – Teach For America - http://www.teachforamerica.org/
- Michael Brown & Alan Khazei –City Year - http://www.cityyear.org
- Javier Gonzalez – abcdespanol - http://www.abcdespanol.com/es/
- Liz Maw – Netimpact - http://www.netimpact.org/

9. Digital opportunities
Facts:
- Enthusiasts may talk of “growing up digital”, but the IT revolution has
created its own divides
- 80% of people in the world have never heard a dial tone, let alone
surfed the Web
- Kofi Annan: “People lack many things: jobs, shelter, food, health care &
drinkable water. Today, being cut off from basic telecommunications services
is hardship almost as acute as these other deprivations, & may indeed
reduce the chances of finding remedies to them”
- Rodrigo Baggio – Committee for Democracy in IT -
http://www.cdi.org.br/


10. Security opportunities
Facts:
- September 11th terrorism attack changed world security, however this
might be an effect of deeper & previous security causes.
- Instead of turning to companies like General Dynamics or Halliburton
for security measures, governments should look to social
entrepreneurs who recognize address the physical, psychological,
social, economic, energy-related, water-related, or environmental
security.
- Rich western countries spend up of 25 times as much on defense as
they do on overseas aid.
- Pioneer Human Service - http://www.pioneerhumanservices.org/

“YOU HAVE TO BE THE CHANGE YOU
WANT TO SEE IN THE WORLD”
GANDHI


CHECKOUT:
What might be our next step
to our shared dream…
“Creating a Sustainable
Cooperative Social
Business Model”

Our shared dream: MSLS-MONDRAGON
Potential MSLS thesis to start working
– What MSLS can teach Building FSSD approach into – How to integrate the social
MONDRAGON & What MONDRAGON University? entrepreneurship potential to
MONDRAGON can teach MSLS strategies?
MSLS? Start a new Team-cooperative to facilitate
– How Social Entrepreneurship
FSSD sustainability implementation?
– Building FSSD approach theory understands the
into MONDRAGON importance of ecological value
university education as opposed to just social value?
system?
– How does MONDRAGON Developing MONDRAGON sustainability
through: eco-clusters in Euskadi?,
take “sustainability” into
cluster in China?
account? How can we
leverage its commitment?
Start collaboration & exchanges – How to design a SUSTAINABLE
between BTH and MU: ecodesign, COOPERATIVE SOCIAL BUSINESS
master, erasmus,…
MODEL?
Implementing FSSD into a MONDRAGON
cooperative


‫ﺷﻜﺮا‬
Eskerrik asko
Muchas gracias
Thank you
谢谢你

“Our strength does not lead to struggle but co-operation”

P. JM Arizmendiarrieta - 1956


Sweden - "MONDRAGON, SUSTAINABILITY & Social Entrepreneurship" - Blekinge Institute of Technology - Nov 2009

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