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““Creating social Creating social value through value through

Change Change Management Management

and Leadership”and Leadership”

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© Rui Martins Ι Dianova

GGOOAALL

Create a trustworthy corporate brand through the creation of an inspiring

non-profit organisation...

... that offers a Value Value proposition for Clients, proposition for Clients, Team management & Team management &

Staff and SocietyStaff and Society...

... that offers a Value Value proposition for Clients, proposition for Clients, Team management & Team management &

Staff and SocietyStaff and Society...

... guaranteeing the the the organisations’ organisations’ Sustainability!Sustainability!

... guaranteeing the the the organisations’ organisations’ Sustainability!Sustainability!

Social Social Entrepreneurship

EntrepreneurshipChange

Change

Management

Management

Corporate

Corporate Governance

GovernanceQuality

Quality

Management

Management

Systems

Systems Reputation

Reputation Management and

Management and

Communication

Communication

Social Media

Social Media

New management paradigms applied on NGO

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“Invention and entrepreneurship are in the centre of national [competitive] advantage”M. E. Porter in The competitive advantage of nations, 1990

“EntrepreneurshipEntrepreneurship is the ability of individuals and organisations to perceive and create new perceive and create new economic opportunitieseconomic opportunities (new products, new processes of production, new organisational schemes and new product-market combinations) and to introduce introduce their ideas in the markettheir ideas in the market, taking into consideration the uncertainty and other barriers, making decisions and using available resources and institutions”.

Wennekers e Thurik (1999)

“EntrepreneurshipEntrepreneurship is the ability of individuals and organisations to perceive and create new perceive and create new economic opportunitieseconomic opportunities (new products, new processes of production, new organisational schemes and new product-market combinations) and to introduce introduce their ideas in the markettheir 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

Promote a favourable economic and commercial framework

Reduce difficulties on financing access

Reduce difficulties on financing access

Leverage development of capabilities and knowledge

Leverage development of capabilities and knowledge

Increase qualifications

Increase qualifications

Use technological, organisational and management innovations

Use technological, organisational and management innovations

GGOOVVEERRNNMMEENNTT

PPRRIIVVAATTEE

Entrepreneurs with social conscience use their economic power (profitability) to create a more equal and juts world (by doing good)

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

Socially responsible organisations operate as profitable organisations, good places to work and contributing to their communities sustainability and the world

Entrepreneurship and Leadership

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PROCESS

People – Leadership – Organisational Culture

People – Leadership – Organisational Culture

Offline and Online toolsOffline and Online tools

Management Techniques of change processes

Management Techniques of change processes

Positive change vs Sustainability and

Organizational development

• What procedures and capabilities do we require?• What do we have to change?• How to manage change in harmony with our core values?

• What procedures and capabilities do we require?• What do we have to change?• How to manage change in harmony with our core values?

StrategyChange Communications

Proactive flow

Awareness Ι Understanding | Commitment | Change

Information Ι Dialogue | Involvement | Recognition

++

++

Change Management

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Innovation in the Third Sector

INNOVATION INNOVATION MANAGEMENTMANAGEMENT

INNOVATION ON WORK INNOVATION ON WORK PRACTICESPRACTICES

SOURCE OF COMPETITIVE SOURCE OF COMPETITIVE ADVANTAGEADVANTAGE

SourceSource Julian Birkinshaw, co-founder InnovationLab, London Business School

What differentiates a specially effective non-profit organisation?

Aligning Stakeholders’ Perceptions with Organisation Goals

(Multiple Constituencies ModelMultiple Constituencies Model)

What differentiates a specially effective non-profit organisation?

Aligning Stakeholders’ Perceptions with Organisation Goals

(Multiple Constituencies ModelMultiple Constituencies Model)

• More effective top management, More effective top management, making the right decisions and doing making the right decisions and doing things rightthings right

• More use of correct management More use of correct management proceduresprocedures (need assessment, strategic (need assessment, strategic planning, satisfaction evaluation)planning, satisfaction evaluation)

• More use of change management More use of change management strategiesstrategies(search for new revenue sources, increase of (search for new revenue sources, increase of legitimacy, cost control)legitimacy, cost control)

• Having a prestigious Top Management Having a prestigious Top Management only moderately relatedonly moderately related

• More effective top management, More effective top management, making the right decisions and doing making the right decisions and doing things rightthings right

• More use of correct management More use of correct management proceduresprocedures (need assessment, strategic (need assessment, strategic planning, satisfaction evaluation)planning, satisfaction evaluation)

• More use of change management More use of change management strategiesstrategies(search for new revenue sources, increase of (search for new revenue sources, increase of legitimacy, cost control)legitimacy, cost control)

• Having a prestigious Top Management Having a prestigious Top Management only moderately relatedonly moderately related

SourceSource “Nonprofit Organizational Effectiveness: contrasts between especially effective and less effective organizations”, Herman & Renz, 1998, Nonprofit Management and Leadership

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Non-profit Social Solidarity AssociationNon-profit Social Solidarity Associationand Public Merit AssociationPublic Merit Association focused on:

CO

NV

EN

TIO

NS

Who is Dianova

Risk behaviour prevention & Risk behaviour prevention & Health EducationHealth Education

Drug Addictions Drug Addictions Treatment & InclusionTreatment & Inclusion

Community DevelopmentCommunity Development (Project SOLIS)(Project SOLIS)

Agent of Corporate SocialAgent of Corporate SocialResponsibilityResponsibility

Player of Social and Player of Social and Health NetworksHealth Networks

Agent of SocialAgent of SocialEconomyEconomy

Member of DianovaMember of DianovaNetworkNetwork

ME

MB

ER

SH

IPS

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Our Team

Total StaffTotal Staff 5252

Therapeutic 87%Therapeutic 87%Administration 13%Administration 13%

SexSexMale 45%Male 45%

Female 55%Female 55%

Age (mean)Age (mean)41 y.o.41 y.o.

Ratio RotationRatio Rotation6.25%6.25%

Talent retentionTalent retention93,75%93,75%

9 new employee

s 2009

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Our Organizational Architecture

MISSIONMISSIONHow are We? What do we do?How are We? What do we do?

VALUESVALUESWhat defines us? How do we do it?What defines us? How do we do it?

VISIONVISIONWhere are we going?

What do we want to be?

STRATEGYSTRATEGYThe Plan to get it!The Plan to get it!

PEOPLEPEOPLEMANAGEMENTMANAGEMENT

Inte

rnal

Com

mu

nic

ati

on

Exte

rnal

Com

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ati

on

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Government•Legislators•Regulators•Politicians•Local and Central

administration•Project analysts•International bodies

Organisation•Top

Management•Staff•Volunteers•Associates•Suppliers•Partners•Clients•“Shareholders

”

Commuity•Leaders•Analysts•Investors and

Sponsors•Public in general•Academia

Market• Prescribers• Health, Education and Social Professionals• Potential clients• Families• Opinion makers• Competition

Cooperation and Cooptition CultureCooperation and Cooptition Culture on solving problemsin a educative and inclusive perspective

• Good corporate citizen?• Social development?

• Good corporate citizen?• Social development?

• Good place to work?• Strong team?

• Good place to work?• Strong team?

• Innovative?• Good governance?• Social Impact?

• Innovative?• Good governance?• Social Impact?

• Quality?• Effective?• Partnerships?

• Quality?• Effective?• Partnerships?

Trustworthy? Commitment?

Multi-Stakeholders Approach

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Why are we here? Analysing current issues

What do we want to achieve?

Define alternativesDefine goals, pipeline, indicators and initiatives

How to align? Corporate plan with Centres’ plans

Why are we here? Analysing current issues

What do we want to achieve?

Define alternativesDefine goals, pipeline, indicators and initiatives

How to align? Corporate plan with Centres’ plans

CURRENT SITUATIONCURRENT SITUATION

Action Initiatives and projects that consolidate reputation

Achievements? Results and Positive Social Impact

Next steps... Re-investment in new opportunities ... and continuous improvement!...

Action Initiatives and projects that consolidate reputation

Achievements? Results and Positive Social Impact

Next steps... Re-investment in new opportunities ... and continuous improvement!...

DESIRED SITUATIONDESIRED SITUATIONSTRATEGYSTRATEGY

Make the organisation sustainable

Increase social impact

Make the organisation sustainable

Increase social impact

Strategic Planning

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Board of AdministrationBoard of Administration(Supervision and Responsibility(Supervision and Responsibility

of Executive Management)of Executive Management)

Executive ManagementExecutive Management(Direction and Execution of Strategy under(Direction and Execution of Strategy under

Ethical Code of Conduct)Ethical Code of Conduct)

Annual planningAnnual planningAnnual planningAnnual planning EvaluationEvaluationEvaluationEvaluation AccountabilityAccountability• General General AssemblyAssembly

• Annual ReportAnnual Report

AccountabilityAccountability• General General AssemblyAssembly

• Annual ReportAnnual Report

Best Practice Corporate GovernanceTRUST DEPOSITTRUST DEPOSIT

BANKBANK

TRUST DEPOSITTRUST DEPOSITBANKBANK

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Values managements aligning in a common language People

& Leadership

Values managements aligning in a common language People

& Leadership

Implementing Best practice of Innovation and Sustainability:

Balanced Scorecard

Implementing Best practice of Innovation and Sustainability:

Balanced Scorecard

Balanced Scorecard 2008-12Balanced Scorecard 2008-12 Strategic Tool of Strategic Tool of

Change ManagementChange Management

Defining Goals, Initiatives, Responsibilities, Indicators

• eg new services• eg new revenue strategies• eg attraction of high value clients

Strategic plan, Monitoring and Evaluation

Defining Goals, Initiatives, Responsibilities, Indicators

• eg new services• eg new revenue strategies• eg attraction of high value clients

Strategic plan, Monitoring and Evaluation

Best Practice Change ManagementTRUST DEPOSITTRUST DEPOSIT

BANKBANK


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Best Practice Change Management

““Education is the best Prevention”Education is the best Prevention”a campus for personal development and a campus for personal development and

inter-generation educationinter-generation education

A socially responsible A socially responsible investment orientedinvestment oriented

to generate a to generate a new kind of profit: new kind of profit:

Social profit!Social profit!

• Offer families a place for training and Offer families a place for training and education in a funny and emotional wayeducation in a funny and emotional way• Offer a place for investigation on youth Offer a place for investigation on youth training from educational, leisure and sports training from educational, leisure and sports activitiesactivities• Increase awareness regarding environment Increase awareness regarding environment protectionprotection• Increase citizenship values and reflexion Increase citizenship values and reflexion place in the fields of: place in the fields of:

• Social corporate responsibility and citizenship Social corporate responsibility and citizenship • Sustainability and ecology • Health • Sustainability and ecology • Health promotion of life style • Social habilities promotion of life style • Social habilities developmentdevelopment

• Offer families a place for training and Offer families a place for training and education in a funny and emotional wayeducation in a funny and emotional way• Offer a place for investigation on youth Offer a place for investigation on youth training from educational, leisure and sports training from educational, leisure and sports activitiesactivities• Increase awareness regarding environment Increase awareness regarding environment protectionprotection• Increase citizenship values and reflexion Increase citizenship values and reflexion place in the fields of: place in the fields of:

• Social corporate responsibility and citizenship Social corporate responsibility and citizenship • Sustainability and ecology • Health • Sustainability and ecology • Health promotion of life style • Social habilities promotion of life style • Social habilities developmentdevelopment

A match place –A match place –trustworthy, reliable,trustworthy, reliable,

effective, sustainability – effective, sustainability – for NGO and for NGO and

Social investorsSocial investors

Become a new Dianova “Shareholder” Become a new Dianova “Shareholder” and make your first investment and make your first investment

200.000 good shares that will never 200.000 good shares that will never loose value www.bvs.org.ptloose value www.bvs.org.pt

Become a new Dianova “Shareholder” Become a new Dianova “Shareholder” and make your first investment and make your first investment

200.000 good shares that will never 200.000 good shares that will never loose value www.bvs.org.ptloose value www.bvs.org.pt



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First Therapeutic Communitywith Quality Management System ISO 9001:2000 in

Portugal (2005)

First Therapeutic Communitywith Quality Management System ISO 9001:2000 in

Portugal (2005)

Award “Hospital do Futuro 2005/06” – Category Private Sector: Pioneer and Innovation

Award “Hospital do Futuro 2005/06” – Category Private Sector: Pioneer and Innovation

ORGANISATIONSTAFF

BENEFICIARIES COMMUNITYSOCIETY

Renewal of QMCS 2008-2011 → Dynamic methodology

Renewal of QMCS 2008-2011 → Dynamic methodology

Increase of Admission Requests 30,2%

Increase of Admission Requests 30,2%

Increase of social positioning

Increase of social positioning

Know-how transfer increase

Know-how transfer increase

Increase of Motivation → efficiency and effectiveness

Increase of Motivation → efficiency and effectiveness

Reinforced integration within networks (CRI, CLAS)

Reinforced integration within networks (CRI, CLAS)

• Public acknowledgment of innovation and insight (Hospital do Futuro’05/06 Award)•Invitation for national and international conference as Sepakers

• Public acknowledgment of innovation and insight (Hospital do Futuro’05/06 Award)•Invitation for national and international conference as Sepakers

Increase of Satisfaction 12,3%

Increase of Satisfaction 12,3%

Best Practice Quality Management

SystemTRUST DEPOSITTRUST DEPOSIT

BANKBANK


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Best Practice Training Certification

CERTIFICATION AS CERTIFICATION AS TRAINING ORGANISATIONTRAINING ORGANISATION

Organization and Organization and promotion of promotion of interventions or interventions or training activitiestraining activities

Organization and Organization and promotion of promotion of interventions or interventions or training activitiestraining activities

Development / Development / implementation of implementation of interventions or interventions or training activitiestraining activities

Development / Development / implementation of implementation of interventions or interventions or training activitiestraining activities

Areas of experience on Areas of experience on training and education at training and education at

DianovaDianova

Areas of experience on Areas of experience on training and education at training and education at

DianovaDianova

Personal developmentPersonal developmentPersonal developmentPersonal development

Teachers training / Teachers training / Education sciencesEducation sciences

Teachers training / Teachers training / Education sciencesEducation sciences

Social and behaviour Social and behaviour sciencessciences

Social and behaviour Social and behaviour sciencessciences

Organisation frameworkOrganisation frameworkOrganisation frameworkOrganisation framework

Youth supportYouth supportYouth supportYouth support

Social work and Social work and orientationorientation

Social work and Social work and orientationorientation

and other relevant and other relevant opportunitiesopportunities

and other relevant and other relevant opportunitiesopportunities



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VolunteeringVolunteering Movement Generation G(enerosity)™Movement Generation G(enerosity)™

Social Entrepreneurs’ ClubSocial Entrepreneurs’ Club

Dianova at Rede KazooDianova at Rede Kazoo

New Tools for sponsoring andNew Tools for sponsoring andProject managementProject management

Best Practice Volunteering and

FundraisingTRUST DEPOSITTRUST DEPOSIT

BANKBANK


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Socially responsible businesses have a long term relationship with community – sustainability – that go beyond a mere commercial transaction

Socially responsible businesses have a long term relationship with community – sustainability – that go beyond a mere commercial transaction

Professional Integration Professional Integration Nursery PlantNursery Plant

Operating since 2000 + 50 beneficiaries since beginning 13 Staff

8 employees 5 on social contract

Revenue = €300.000

Operating since 2000 + 50 beneficiaries since beginning 13 Staff

8 employees 5 on social contract

Revenue = €300.000

Best PracticeSustainable Social

IntegrationTRUST DEPOSITTRUST DEPOSIT

BANKBANK


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Quarterly, 3.300 Free

PDF version on www.dianova.pt

Customized publications =

Stakeholders loyalty tools

• Create emotional Create emotional relation with client / relation with client / potential clientpotential client

• Increase Increase engagement with engagement with brandbrand

• Offer information Offer information and increase level of and increase level of knowledgeknowledge

• Engage in a Engage in a personalized waypersonalized way

• Increase reputationIncrease reputation

Customized publications =

Stakeholders loyalty tools

• Create emotional Create emotional relation with client / relation with client / potential clientpotential client

• Increase Increase engagement with engagement with brandbrand

• Offer information Offer information and increase level of and increase level of knowledgeknowledge

• Engage in a Engage in a personalized waypersonalized way

• Increase reputationIncrease reputation

Monthly eNews

www.dianova.pt

Annual,

under request



Best Practice Transparency & Accountability

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Integrating traditional Communication Integrating traditional Communication tools/techniques OFFLINE with New Media and Social tools/techniques OFFLINE with New Media and Social

Networks ONLINENetworks ONLINE

DIANOVADIANOVA

““Inspiring the Change”Inspiring the Change”Creative conceptCreative concept

Brand Brand ManagementManagement

Corporate Corporate CommunicationCommunication

PublicPublicAffairsAffairs

MediaMediaRelationsRelations

Health Health CommunicationCommunication

Social and HealthSocial and HealthMarketingMarketing

Online CommunicationOnline Communicationand Social Mediaand Social Media

Best Practice Integrated Communication



2020

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Best Practice Integrated Communication

SOCIAL MEDIASOCIAL MEDIAMarkets are Markets are nothing more nothing more than... than... CONVERSATIONCONVERSATIONS!S!

DIALOGUE:DIALOGUE:• InteractionInteraction• PeoplePeople• InformationInformation• ParticipationParticipation

SOCIAL MEDIASOCIAL MEDIAMarkets are Markets are nothing more nothing more than... than... CONVERSATIONCONVERSATIONS!S!

DIALOGUE:DIALOGUE:• InteractionInteraction• PeoplePeople• InformationInformation• ParticipationParticipation

http://http://www.www.dianova.pt www.www.dianova.pt

http://http://www.www.dianova.pt www.www.dianova.pt

http://www.youtube.com/user/http://www.youtube.com/user/dianovaportugal dianovaportugal

http://www.youtube.com/user/http://www.youtube.com/user/dianovaportugal dianovaportugal

http://www.flickr.com/photos/http://www.flickr.com/photos/dianovaportugal dianovaportugal

http://www.flickr.com/photos/http://www.flickr.com/photos/dianovaportugal dianovaportugal

http://twitter.com/http://twitter.com/dianovapt dianovapt

http://twitter.com/http://twitter.com/dianovapt dianovapt

http://www.slideshare.com/http://www.slideshare.com/Dianova Dianova

http://www.slideshare.com/http://www.slideshare.com/Dianova Dianova

http://www.linkedin.com/in/http://www.linkedin.com/in/ruipmartins ruipmartins

http://www.linkedin.com/in/http://www.linkedin.com/in/ruipmartins ruipmartins

http://www.facebook.com/http://www.facebook.com/ruipaulomartins ruipaulomartins

http://www.facebook.com/http://www.facebook.com/ruipaulomartins ruipaulomartins

http://http://www.thestartracker.com www.thestartracker.com

http://http://www.thestartracker.com www.thestartracker.com

http://http://ruimartins.myplaxo.com ruimartins.myplaxo.com

http://http://ruimartins.myplaxo.com ruimartins.myplaxo.com

http://rs100fronteiras.ning.com/profile/http://rs100fronteiras.ning.com/profile/RuiMartinsRuiMartins

http://rs100fronteiras.ning.com/profile/http://rs100fronteiras.ning.com/profile/RuiMartinsRuiMartins

http://pt.wikipedia.org/wiki/http://pt.wikipedia.org/wiki/Dianova_Portugal Dianova_Portugal

http://pt.wikipedia.org/wiki/http://pt.wikipedia.org/wiki/Dianova_Portugal Dianova_Portugal



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Delivering the promise: Social ImPACT 2008



Social Inclusion98

Prevention & Education412

Community Development1.133

Treatment Program85

Training & Family Programs313

2.0412.041PeoplePeople

2.0412.041PeoplePeople

83,7%83,7%IncreaseIncrease

83,7%83,7%IncreaseIncrease

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ImPACT Communication ImPACT Communication 20082008

OUTPUTOUTPUT IMPACTIMPACT OUTCOMESOUTCOMES

How effectively we disseminate our message

How effectively we disseminate our message

• Positive media messages• Local, regional and national coverage: • 48 news • 1,2 million readers• € 75.607 ROI• 6.600 media average website visits

• Positive media messages• Local, regional and national coverage: • 48 news • 1,2 million readers• € 75.607 ROI• 6.600 media average website visits

Which effect has our communication on stakeholders

Which effect has our communication on stakeholders

• Positive recognition of capability to change, innovation and professionalism • Increase of 19,2% online requests

• Positive recognition of capability to change, innovation and professionalism • Increase of 19,2% online requests

• Demand treatment inflexion: increase of 30,2% on new clients

• Demand treatment inflexion: increase of 30,2% on new clients

What changed through evaluation

What changed through evaluation



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In conclusionFind simplicity in Find simplicity in

the complexitythe complexityFind simplicity in Find simplicity in

the complexitythe complexity

Stay learningStay learningorientedoriented

Stay learningStay learningorientedoriented Take risks. Take risks.

EncourageEncourageInnovationInnovation

Take risks. Take risks. EncourageEncourageInnovationInnovation

EmbraceEmbraceChangeChange

EmbraceEmbraceChangeChange

AcceptAcceptmistakesmistakesAcceptAccept

mistakesmistakes

EnjoyEnjoyEnjoyEnjoySource of inspirationSource of inspiration David Willows, Education WGC EACD