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EWMD Portugal Conference “Leadership in the 21st Century” 6 November 2009, Auditório CGD – ISEG  “ Creating social value through Change Management and Leadership” 14h30 – Social Entrepreneurship: How to creat social value
New management paradigms applied on NGO G O A L ... that offers a   Value proposition for Clients, Team management & Staff and Society ... ... guaranteeing the   the organisations’ Sustainability! Social Entrepreneurship Change Management Corporate Governance Quality Management Systems Reputation Management and Communication Social Media Create a trustworthy corporate brand  through the creation of an inspiring  non-profit organisation...
Entrepreneurship and Leadership “ Entrepreneurship  is the ability of individuals and organisations to  perceive and create new economic opportunities  (new products, new processes of production, new organisational schemes and new product-market combinations) and to  introduce their ideas in the market , taking into consideration the uncertainty and other barriers, making decisions and using available resources and institutions”. Wennekers e Thurik (1999) Promote a favourable economic and commercial framework Reduce difficulties on financing access Leverage development of capabilities and knowledge Increase qualifications Use technological, organisational and management innovations GOVER N M E N T PR I VA T E Entrepreneurs with social conscience use their economic power (profitability) to create a more equal and juts world (by doing good) Socially responsible organisations operate as profitable organisations, good places to work and contributing to their communities sustainability and the world “ Invention and entrepreneurship are in the centre of   national [competitive] advantage ” M. E. Porter in  The competitive advantage of nations , 1990
Change Management P R O C E S S People – Leadership – Organisational Culture Offline and Online tools Management Techniques of change processes ,[object Object],[object Object],[object Object],Strategy Change Communications Proactive flow Awareness  Ι Understanding | Commitment | Change Information  Ι Dialogue | Involvement | Recognition + + Positive change vs  Sustainability and  Organizational development
Innovation in the Third Sector Source   Julian Birkinshaw, co-founder InnovationLab, London Business School What differentiates a specially effective non-profit organisation? Aligning Stakeholders’ Perceptions with Organisation Goals ( Multiple Constituencies Model ) ,[object Object],[object Object],[object Object],[object Object],[object Object],Source   “Nonprofit Organizational Effectiveness: contrasts between especially effective and less effective organizations”, Herman & Renz, 1998,  Nonprofit Management and Leadership INNOVATION  MANAGEMENT INNOVATION ON WORK  PRACTICES SOURCE OF COMPETITIVE  ADVANTAGE
Non-profit Social Solidarity Association and  Public Merit Association  focused on: CONVENTIONS Who is Dianova MEMBERSHIPS Risk behaviour prevention &  Health Education Drug Addictions  Treatment & Inclusion Community Development (Project SOLIS) Agent of Corporate Social Responsibility Player of Social and  Health Networks Agent of Social Economy Member of Dianova Network
Our Team 9 new employees 2009 Total Staff 52 Therapeutic 87% Administration 13% Sex Male 45% Female 55% Age (mean) 41 y.o. Ratio Rotation 6.25% Talent retention 93,75%
Our Organizational Architecture Internal Communication External Communication MISSION How are We? What do we do? VALUES What defines us? How do we do it? VISION Where are we going? What do we want to be? STRATEGY The Plan to get it! PEOPLE MANAGEMENT
Multi-Stakeholders Approach ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Cooperation and Cooptition Culture  on solving problems in a educative and inclusive perspective ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Trustworthy? Commitment?
Strategic Planning ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],CURRENT SITUATION DESIRED SITUATION STRATEGY
Best Practice  Corporate Governance Annual planning Evaluation ,[object Object],[object Object],[object Object],TRUST DEPOSIT BANK Board of Administration (Supervision and Responsibility of Executive Management) Executive Management (Direction and Execution of Strategy under Ethical Code of Conduct)
Best Practice  Change Management Values managements aligning in a common language People & Leadership Implementing Best practice of Innovation and Sustainability:  Balanced Scorecard ,[object Object],[object Object],[object Object],[object Object],[object Object],TRUST DEPOSIT BANK Balanced Scorecard 2008-12 Strategic Tool of  Change Management
Best Practice  Change Management A socially responsible  investment oriented to generate a  new kind of profit:  Social profit! ,[object Object],[object Object],[object Object],[object Object],[object Object],A match place – trustworthy, reliable, effective, sustainability –  for NGO and  Social investors Become a new Dianova “Shareholder” and make your first investment 200.000 good shares that will never loose value www.bvs.org.pt TRUST DEPOSIT BANK “ Education is the best Prevention” a campus for personal development and  inter-generation education
Best Practice  Quality Management System First Therapeutic Community with Quality Management System ISO 9001:2000 in Portugal (2005) Award “Hospital do Futuro 2005/06” – Category Private Sector: Pioneer and Innovation TRUST DEPOSIT BANK ORGANISATION STAFF BENEFICIARIES COMMUNITY SOCIETY Renewal of QMCS 2008-2011 -> Dynamic methodology Increase of Admission Requests 30,2% Increase of social positioning Know-how transfer increase Increase of Motivation -> efficiency and effectiveness Reinforced integration within networks (CRI, CLAS) ,[object Object],[object Object],Increase of Satisfaction 12,3%
Best Practice  Training Certification Organization and promotion of interventions or training activities Development / implementation of interventions or training activities Areas of experience on training and education at Dianova Personal development Teachers training / Education sciences Social and behaviour sciences Organisation framework Youth support Social work and orientation and other relevant opportunities TRUST DEPOSIT BANK CERTIFICATION AS  TRAINING ORGANISATION
Best Practice  Volunteering and Fundraising TRUST DEPOSIT BANK Volunteering Movement Generation G(enerosity)™ Social Entrepreneurs’ Club Dianova at Rede Kazoo New Tools for sponsoring and Project management
Best Practice Sustainable Social Integration Socially responsible businesses have a long term relationship with community – sustainability – that go beyond a mere commercial transaction ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],TRUST DEPOSIT BANK Professional Integration  Nursery Plant
Quarterly, 3.300 Free PDF version on  www.dianova.pt   ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Monthly eNews www.dianova.pt   Annual,  under request TRUST DEPOSIT BANK Best Practice  Transparency & Accountability
Integrating traditional Communication tools/techniques OFFLINE with New Media and Social Networks ONLINE DIANOVA “ Inspiring the Change” Creative concept Brand  Management Corporate  Communication Public Affairs Media Relations Health  Communication Social and Health Marketing Online Communication and Social Media Best Practice  Integrated Communication TRUST DEPOSIT BANK
Best Practice  Integrated Communication ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],http://www.www.dianova.pt   http://www.youtube.com/user/dianovaportugal   http://www.flickr.com/photos/dianovaportugal   http://twitter.com/dianovapt   http://www.slideshare.com/Dianova   http://www.linkedin.com/in/ruipmartins   http://www.facebook.com/ruipaulomartins      http://www.thestartracker.com   http://ruimartins.myplaxo.com   http://rs100fronteiras.ning.com/profile/RuiMartins http://pt.wikipedia.org/wiki/Dianova_Portugal   TRUST DEPOSIT BANK
Delivering the promise:  Social ImPACT 2008 TRUST DEPOSIT BANK 2.041 People 83,7% Increase Social Inclusion 98 Prevention & Education 412 Community Development 1.133 Treatment Program 85 Training & Family Programs 313
ImPACT Communication 2008 OUTPUT IMPACT OUTCOMES How effectively we disseminate our message ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Which effect has our communication on stakeholders ,[object Object],[object Object],[object Object],What changed through evaluation TRUST DEPOSIT BANK
In conclusion Find simplicity in  the complexity Stay learning oriented Take risks.  Encourage Innovation Embrace Change Accept mistakes Enjoy Thank you All Source of inspiration   David Willows, Education WGC EACD

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EWMD Portugal Leadership Conference Dianova Portugal

  • 1. EWMD Portugal Conference “Leadership in the 21st Century” 6 November 2009, Auditório CGD – ISEG “ Creating social value through Change Management and Leadership” 14h30 – Social Entrepreneurship: How to creat social value
  • 2. New management paradigms applied on NGO G O A L ... that offers a Value proposition for Clients, Team management & Staff and Society ... ... guaranteeing the the organisations’ Sustainability! Social Entrepreneurship Change Management Corporate Governance Quality Management Systems Reputation Management and Communication Social Media Create a trustworthy corporate brand through the creation of an inspiring non-profit organisation...
  • 3. Entrepreneurship and Leadership “ Entrepreneurship is the ability of individuals and organisations to perceive and create new economic opportunities (new products, new processes of production, new organisational schemes and new product-market combinations) and to introduce their ideas in the market , taking into consideration the uncertainty and other barriers, making decisions and using available resources and institutions”. Wennekers e Thurik (1999) Promote a favourable economic and commercial framework Reduce difficulties on financing access Leverage development of capabilities and knowledge Increase qualifications Use technological, organisational and management innovations GOVER N M E N T PR I VA T E Entrepreneurs with social conscience use their economic power (profitability) to create a more equal and juts world (by doing good) Socially responsible organisations operate as profitable organisations, good places to work and contributing to their communities sustainability and the world “ Invention and entrepreneurship are in the centre of national [competitive] advantage ” M. E. Porter in The competitive advantage of nations , 1990
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  • 6. Non-profit Social Solidarity Association and Public Merit Association focused on: CONVENTIONS Who is Dianova MEMBERSHIPS Risk behaviour prevention & Health Education Drug Addictions Treatment & Inclusion Community Development (Project SOLIS) Agent of Corporate Social Responsibility Player of Social and Health Networks Agent of Social Economy Member of Dianova Network
  • 7. Our Team 9 new employees 2009 Total Staff 52 Therapeutic 87% Administration 13% Sex Male 45% Female 55% Age (mean) 41 y.o. Ratio Rotation 6.25% Talent retention 93,75%
  • 8. Our Organizational Architecture Internal Communication External Communication MISSION How are We? What do we do? VALUES What defines us? How do we do it? VISION Where are we going? What do we want to be? STRATEGY The Plan to get it! PEOPLE MANAGEMENT
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  • 15. Best Practice Training Certification Organization and promotion of interventions or training activities Development / implementation of interventions or training activities Areas of experience on training and education at Dianova Personal development Teachers training / Education sciences Social and behaviour sciences Organisation framework Youth support Social work and orientation and other relevant opportunities TRUST DEPOSIT BANK CERTIFICATION AS TRAINING ORGANISATION
  • 16. Best Practice Volunteering and Fundraising TRUST DEPOSIT BANK Volunteering Movement Generation G(enerosity)™ Social Entrepreneurs’ Club Dianova at Rede Kazoo New Tools for sponsoring and Project management
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  • 19. Integrating traditional Communication tools/techniques OFFLINE with New Media and Social Networks ONLINE DIANOVA “ Inspiring the Change” Creative concept Brand Management Corporate Communication Public Affairs Media Relations Health Communication Social and Health Marketing Online Communication and Social Media Best Practice Integrated Communication TRUST DEPOSIT BANK
  • 20.
  • 21. Delivering the promise: Social ImPACT 2008 TRUST DEPOSIT BANK 2.041 People 83,7% Increase Social Inclusion 98 Prevention & Education 412 Community Development 1.133 Treatment Program 85 Training & Family Programs 313
  • 22.
  • 23. In conclusion Find simplicity in the complexity Stay learning oriented Take risks. Encourage Innovation Embrace Change Accept mistakes Enjoy Thank you All Source of inspiration David Willows, Education WGC EACD