dianova presentation forum communication on top davos 2010

© Rui Martins | Dianova

1

Implementnew Metrics

that integrateSocial Goalsand Values

40th Annual Meeting WEF Davos 2010“Improve the State of the World: Rethink, Redesign, Rebuild”

Need to Rethink institutions

and Redesign them tomeet 21st century demands& Position organizations

for higher Performance

© Rui Martins | Dianova

2

Building Trust in a turmoil crisis through Change management communications: how to create social value

Global Forum “Communication On Top” Davos, 8-Global Forum “Communication On Top” Davos, 8-9th February 20109th February 2010

© Rui Martins | Dianova

3

The growing attractiveness of the Third SectorInnovation Management → Innovation on Work Practices Julian Birkinshaw, co-founder InnovationLab London Business School

$1.9 trillion in operating

expenditures(#5 if a country)

4,6% (48.4 M jobs)of economically

active population

53% fees as source of revenue

35% government12% philanthropy

© Rui Martins | Dianova

4

The Problem 2003: Who’s Dianova? What does it stands for?

Exclusive focus ondrug treatment

76% decreaseof new clients

1998-2002

Unknow brandUnattractive Partner

© Rui Martins | Dianova

5

Developing Trusting Relationshipsfor Organisational effectivenessAligning stakeholder’s perceptions and expectations with Organisational goals

1Source credibility

Ethos Integrity

Logos Expertise

Pathos Charisma

2Brand Engagement

TransparencyHonesty

Interactivity

3Reputation of

being Trustworthy“Trust Deposit

Bank”Competence, Open

Reliability

© Rui Martins | Dianova

6

Goals: Incorporating new management paradigmsChange Management, Governance, Ethics, Sustainability, Reputation...

Create a newTrustworthy & Inspiring brand

Value propositionfor Clients,

Board & Staffand Society

GuaranteeingDianova’s

Sustainability andSocial Value

© Rui Martins | Dianova

7

Desired Positive change A roadmap towards Sustainability

What procedures and capabilities do we require?

What do we have to change?

•How to manage •change in harmony

•with our •core values?

© Rui Martins | Dianova

8

Strategy: Recreating and Leading Dianova’s own future…One Language, One Voice, One Brand

People +Leadership + Organisational

CultureEmbedding Strategy& Communication

Change Management

Communication levelsAwareness|Understanding

Commitment|Change

Offline andOnline Tools

Proactive & Positive flowInformation|Dialogue

Involvement|Recognition

© Rui Martins | Dianova

9

Brand Management

& InternalComm

Integrated CommunicationMoto Learn | Grow | AchieveAligning Corporate Culture with its Best Principles

CorporateCommunication

Public Affairs

HealthCommunication

MediaRelations

SocialMarketing &

Events

Online Comm& Social

Media

© Rui Martins | Dianova

10

Government•Legislators•Regulators•Politicians•Local and Central

administration•Project analysts•International bodies

Organisation•Board•Staff•Volunteers•Suppliers•Partners•Clients•“Shareholders

”

Community•Leaders•Analysts•Investors and

Sponsors•Public in general•Academia

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

Good corporateCitizen?Social

development?

Quality?Effective?

Partnerships?

Innovative?Good governance?

Social value?

Good placeto work?

Creative team?

Multi-stakeholders approachCooperation and cooptition cultureBased upon Model of Business Relationships, MacMillan et al (2000)

Trustworthy? Commitment?

© Rui Martins | Dianova

11

Trust Deposit Bank

Corporate Governance Policy

Board SupervisionEvaluation of annual plan

Accountability

Quality Management

System ISO 9001:2000Therapeutic Community

Increase satisfaction 12,3%Increase new admissions

30,2%

Corporate SocialResponsibility

Balanced Scorecard 2008-2012

Strategic planningMonitoringEvaluation

Internal Comm& Talent Mng56 Staff & Board

Talent retention 93,25%Team building Workshps

Academia Jobshops

© Rui Martins | Dianova

12

Trust Deposit Bank

Sustainable SocialIntegration

Professional IntegrationNursery Plant

+50 beneficiaries13 staff

€300.000/year

New sourcesIncome

Social Stock Exchange Lisbon

“3G Emotional Adventure Campus”

200.000 social shares

InnovationCertification as Training

OrganisationNew service Training

Centre

Transparency &Accountability

Annual ReportExternal Publication

Monthly eNewsWebsite

Social media

© Rui Martins | Dianova

13

Offline Tactics show case

© Rui Martins | Dianova

14

Online & Social Media Tactics show case

© Rui Martins | Dianova

15

Delivering the promiseSocial ImPact 2007-2009

TreatmentProgram

237

SocialInclusion

288

Training & Family Programs

1.541

Prevention& Education

2.671Community Development

3.081

4.6644.66420092009

4.6644.66420092009

2.0412.04120082008

2.0412.04120082008

1.1131.11320072007

1.1131.11320072007

© Rui Martins | Dianova

16

Economic Performance 2008

GENERATEDREVENUE

65%

PUBLICFUNDING

25%

PHILANTHROPY

10%

© Rui Martins | Dianova

17

Communication ImPact 2009

OUTPUT

Effectivenessof message

dissemination

IMPACT

Communication effect on Stakeholders

OUTCOMES

What changed

Positive media Coverage

111 news9.8million readers

€348.198 ROI7.258 monthly views

Recognition ofcapability to change

Innovation andProfessionalism

Master classes &Seminars UNI

Demand treatment

Increase 30.2%

Partnerships6 high-level nat/intern

Conferences4 high-level

© Rui Martins | Dianova

18

Conclusions

Reputation = Stakeholder relationships,

Experiences & future behaviours

Monitoring Evidence of the strength

of these relationshipsInternal & external

reporting

Evaluation Allows NGO to act nowto improve Governance,

Sustainability andReputation

Take Risks

Take Risks

AcceptMistakes

AcceptMistakes

StayLearning

StayLearning

EncourageInnovation

EncourageInnovation

EmbraceChange

EmbraceChange EnjoyEnjoy

© Rui Martins | Dianova

19

Inspiring the Change in aSavvy & creative way! THANK YOU

© Rui Martins │Dianova