Collaborators: BBK Foundation

 

Interactive research laboratory for shared value at the BBK Foundation


 

 

Introduction to Building shared value at the BBK Foundation: An institution that serves socio-economic progress

This stage is transversal to the entire project and consists of defining the way participants in the process relate to each other and their roles according to the focus of the interactive research. This stage requires a strong focus on open and participative governance and it has the following aims:

  • To set the bases of the project
  • To determine how the working teams are formed (core group and operational group) 
  • To gain participants’ commitment during the project

Transversal stages

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Process governance

This stage consists of defining the way in which participants in the process relate to each other and their roles according to the focus of the interactive research

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Framework design for building shared value

The starting point is research on creating shared value to conceptualise each stage.

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Analysis of trends

Analysis of global trends in the sector where the BBK Foundation operates, as they influence its strategic positioning.

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Specific stages

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Stage 1: Renewing the mission

The intention is to renew the Foundation’s mission, adapting it to present needs and the BBK Foundation's positioning as an economic and social agent to serve the community.

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Stage 2: Strategic vision

This stage aims to build a strategic vision, based on shared value creation, which pursues a position as a leader, driver and reference for society.

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Stage 3: Strategic objectives

This stage centres on definition of the BBK Foundation’s strategic objectives in line with the previously designed mission and vision.

Further info

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Stage 4: Strategic plan

It seeks to generate the BBK Foundation’s strategic plan to achieve the proposals set out in the previous stage.

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Stage 5: Put the shared value strategy into practice

Activate the strategic plan. The proposal consists of designing a programme to support activation of the BBK Foundation’s strategic plan.

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Methodology

Interactive research

The starting point of the project is an interactive research approach, where spaces for reflection and action are interlinked (Svensson et al., 2002, Aagaard / Svensson, 2006). At Orkestra we see our role as that of a co-creator agent which helps territorial agents to reflect and then take action. We work on different inputs (analysis, theoretical frameworks, literature review, benchmarking, experiences…) to achieve this aim.

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Process governance

Description

This stage is transversal to the entire project and consists of defining the way participants in the process relate to each other and their roles according to the focus of the interactive research. This stage initially sets the bases of the project, determines how the working teams are formed (core group and operational group) and the participants’ commitment during the project, which requires a strong focus on open and participative governance.

  • Las bases del proyecto
  • La composición de los equipos de trabajo (grupo nuclear y grupo operativo)
  • El compromiso de los participantes implicados a lo largo del mismo

Framework design for building shared value

Description

Cross-cutting the entire project, each stage is conceptualised with a focus on research to create shared value. This promotes generation of robust knowledge which has practical and theoretical implications.

Analysis of market trends

Description

Due to their impact on the Foundation’s strategic positioning, global trends in the sector where the BBK Foundation operates must be analysed. The analysis integrates tendencies ranging from the global macroeconomic (i.e. demographic, economic, technology, environmental) to more sectorial ones (i.e. Fintech, collaborative economy, procommon economy, circular economy, robotisation and artificial intelligence, cybersecurity and the Internet of things, the cloud, digitalisation, customer centricity…)

The stage extends beyond the tracking of activities and monitoring trends. It proposes a reflection on their implications concerning the BBK Foundation's strategic positioning.

Stage 1: Renewing the mission

Description

This stage aims to renew the Foundation’s mission and includes the following activities:

  • The Foundation's history. Historical development is particularly important in the Foundation’s internal context.
  • Values and Philosophy. Alignment with the values that form the BBK Foundation’s institutional identity in agreement with its culture, history and the principles it defends.
  • Organisational diagnosis. SWOT analysis of organisation at the internal level and its competitive market position.
  • Analysis of the external context and connection with the ecosystem. Know the socioeconomic challenges that Biscay is facing, its problems, future aspirations and current resources and capabilities.
  • Its contribution to socioeconomic progress.

Different working sessions will be held on the above activities. The results of previous analyses will be shared to identify the BBK Foundation's opportunities to contribute to the community's socioeconomic progress.

Stage 2: Strategic vision

Description

This stage aims to build a strategic vision based on the creation of shared value, which pursues a position as a leader, driver and reference for society.

It seeks to answer the following questions:

  • What direction does the BBK Foundation wish to take? In other works, it seeks to specify specific economic development and social impact aspirations.
  • How does the BBK Foundation want to position itself in the new territorial competitiveness? That is to say, its regional and international positioning regarding socioeconomic progress.

The idea is to work during the different sessions where the various information inputs are integrated to answer these questions. The purpose is to cocreate knowledge to build the BBK Foundation's vision.

Stage 3: Strategic objectives

Description

This stage centres on definition of the BBK Foundation’s strategic objectives in line with the previously designed mission and vision. This definition must take into account the following aspects in agreement with the logic of shared value:

  • Incorporate social purpose in the Foundation's competitive positioning.
  • Meet social and economic needs.
  • Measurement systems for economic and social objectives.

In order to define the strategic objectives, different working sessions will be held in which key people from the organisation participate and where different information inputs are integrated (benchmarking, financial projections, infrastructure, HR, institutional, territorial, proposals for measurement of economic and social results…) with the aim of cocreating knowledge to define and quantify the BBK Foundation's strategic objectives.

Stage 4: Strategic plan

Description

It seeks to generate the BBK Foundation’s strategic plan to achieve the proposals set out in the previous stage. The elaboration of a plan that includes the following points has been proposed for this purpose.

  • Prioritise and select specific initiatives that lead the shared value strategy at the BBK Foundation.
  • Create infrastructure.
  • Organisational commitment.
  • Leadership.
  • Ecosystem collaboration.
  • Evaluation of the socioeconomic impact.
  • Regional and international positioning.

The idea is to hold a cycle of working sessions for each activity. Key people from the organisation will participate and the different information inputs will be integrated to cocreate knowledge to define the BBK Foundation's strategic plan.

Stage 5: Put the shared value strategy into practice

Description

After having defined the strategic plan, this stage consists of activating it. The design of a programme to support activation of the BBK Foundation’s strategic plan has been proposed to achieve this.

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