Post on 19-Jul-2015
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Inclusive Business Executive Online Course
Main instructor: Fernando Casado, Director GlobalCADCorportate Case study: Freiwald, Katja UNILEVER
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Module 5: Strategic Partnering for Inclusive Business
LOGO
2Index of Contents
• 5 minutes participant presentations• 15 minutes conceptual presentation on Strategic Partnering for
inclusive business• 15 minutes – Q&A Session• 10 minutes - Corporate Case Study: Developing enabling ecosystems
for inclusive business in Colombia: UNILEVER• 10 minutes – Q&A Session• 5 minutes - Homework tasks
3Who are we?
Partnerships for Development
Inclusive Business and SME strengthening
Green Economy and Climate Change
The Center of Partnerships for Development
4What can “Strategic Partnering” bring to you?
BUSINESS Access to customer base
Trusted brandsHuman resources
Business planning and project management operational
efficiencyGeneration of new products /
services/innovationSupply chain management
Technical skills and infrastructure / logistics
A market-based approachFinancial and in-kind
contribution
PUBLIC SECTORRegulatory / tax framework
Human resourcesStrategic co-ordination, long term
planningPublic finance budget for provision of
public servicesPolicies affecting the enabling
environmentDemocratic legitimacy
Land / buildings / office space Infrastructure and scale
Certification and standardsTechnical expertise
Community mobilizationCIVIL SOCIETY
Independence and legitimacyLocal knowledge, connections, social capital
Capacity to mobilize communitiesEmphasis on livelihoods and sustainability
Technical knowledgePassion and commitment
Alternative voiceAdvocacy and accountability
DONORSFunding
Technical expertisePolitical connections
UN AGENCIESExperience, brand, mandate and strong values
Global networkTrust by government and good government contacts
Technical expertiseGround level presence and operational capacity
Legitimacy and impartialityAccountability
5Global Partnership for Effective Development Cooperation in aid effectiveness fora
5
2005
2008
20112014
6How to prepare yourself for partnering building?
71. Tools for individual capacity building
Core principle:Equity
Core principle:Transparency
Core principle:Mutual benefit
82. How to make your organization “fit” for partnering?
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•Experience •Continuity •Transparency •Creativity •Commitment •Implication
VALUES
•Staff •Expertise •Passion•Language private sector •Personal Commitment
HUMAN RESOURCES
•Credibility •Corporate logo •Website and Media •Global Brand
CORPORATE IDENTITY
•National and international networks •Strategic partners •Contacts with key organizations •Capacity to catalyze
ECOSYSTEM•Procedures Manual •Methodologies •Databases •Management Systems •Tools •Management Tools for community work
KNOWLEDGE MANAGEMENT
What we have
10How we think of it
Cadena de Suministro
RSE interna
•Producción de valor social•Concepción de productos que benefician al entorno•Servicios que dan acceso a lo derechos esenciales
•Publicidad• Concepción de estrategias de sensibilización• Dar la voz a las comunidades vulnerables
•Filantropía • Estrategias de desarrollo integral con las comunidades• Alianzas intersectoriales para el desarrollo•Comités de concertación
Operaciones Productos y servicios
Sensibilización y comunicación
Impacto en las condiciones de las comunidades
• Misión y visión •Códigos éticos •Estrategia de triple resultado
Valores & principios éticos
113. Supporting partnerships: Life Cycle Management
TOOL ONE 12 Step Partnership Methodology
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Final weight assigned by dimension and as final aggregation model
THIRD SCREEN AGGREGATING ANALYSIS OF THREE DIMENSIONS DEFINEDProjects & InitiativesOrganización 1
Organización 2
Organización 3
Organización 4
Organización 4
Organización 5
Organización 6
Organización 7
Organización 8
Organización 9
Project Score Alignment Knowledge Added Value Economic Dimension3,6 1,4 1,6 0,62,9 1,1 1,2 0,63,4 1,2 1,6 0,62,9 1,1 1,3 0,51,9 0,9 0,7 0,32,7 1,0 1,2 0,52,7 1,2 1,2 0,43,1 0,9 1,6 0,62,8 1,2 1,0 0,62,8 1,2 1,1 0,5
Company 1
Company 2
Company 4
Company 5
Company 3
Company 6
Company 7
Company 4, 0,3
Company 8
Company 9
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0,8 0,9 1,0 1,1 1,2 1,3 1,4 1,5
Feas
ibility
StrategicFit
Top Priorities
Back Burners
Future Potentials
Potential Cuts
Low
High
Bubble Size = Economic Impact
Alig
nmen
t
Economic Dimension(by buble size)
Partnership Strategic ManagementTool
FOURTH SCREEN TRIDIMENSIONAL MAPING ON STRATEGIC PARTNERING DECISION
Knowledge Generation
A B
C D
3. Selecting the right partners
TOOL TWO
133. Mapping initiatives and resources tool
Vision/Mision Value Chain Product/Service Communciation Social Programs
What IS each organization providing
per each area
How is the mision of the company related to development goals
What activities the company promotes
internally and externally
(employees and suppliers)
How does the product/service impact
development goals
What are the synergies among the corporate
advertising and development awareness
How can social investment impact development goals
Organization 1
Organization 2
Organization 3
Organization 4
Organization 5
What CAN each organization provide
per each area
How is the mision of the company related to development goals
What activities the company promotes
internally and externally
(employees and suppliers)
How does the product/service impact
development goals
What are the synergies among the corporate
advertising and development awareness
How can social investment impact development goals
Organization 1
Organization 2
Organization 3
Organization 4
Organization 5
TOOL Three
144. Strategic Partneships for enabling ecosystems
Agencias de Naciones Unidas
Instituciones Públicas y Ministerios
Organizaciones Multilaterales
ONG
Organizaciones Bilaterales
Agencias Regionales
UNICEF IFAD
WFP
FAOWHO
UNDP
UNIFEM
IADB World Bank
IFC
PAHOOEA
CEPAL
Ministerio de la Salud Institutos de nutrición
Centros públicos especializados en salud
Ministerio de planificación
AECID SIDA
DFID
GIZCE
CIDAAFD
SICA
CAF
CANSISCA
NutrinetPlan
Cruz Roja
Oxfam
Acción contra el Hambre
Nutre un niño
Médicos sin Fronteras
Un Kilo de Ayuda
Sector Empresarial
Cámaras de comercio
Manoff
Foro Empresa
Alianzas Público-Privadas
GAIN
Academia
SEKN
Universidades
UNU
Agentes relevantes en alianzas para la nutrición en América Latina
INSP
INCMNSG
CAC
Nutrinet
COMISCAPRESANCA
154. International structure
Global level Support and
Exchange
16BIDF Strategic Goals
1. Increase awareness of the role of business and the potential of partnerships
2. Leverage private sector resources for development
3. Catalyze partnerships with development benefits
4. Increase use of leading responsible business practices
5. Facilitate private sector involvement in and provide a pipeline of projects for donor programmes
6. Strengthen business / government relationships