Esade publications

The current model of food distribution seems to be failing: while a fifth of food goes to waste about 25% of families are suffering from food insecurity. Hunger and waste are the two sides of the food paradox.1 The environmental costs of such a prominent mismatch are notorious, since global food waste generates 10% of greenhouse gas emissions. This contradiction led to the birth of modern foodbanks back in the 1960s. For more than six decades foodbanks have been relevant actors in avoiding hunger and waste, redistributing surplus food and conveniently solving this so-called market failure. However, their current model is still far from efficient and sufficient.

This report provides leaders of social organizations with tools to face the enormous challenges that lie ahead and to exercise positive and effective leadership. The first chapter is an introductory framework and provides a brief analysis of the major drivers of change that will shape the future and their impact on third-sector organizations.

The second chapter throws light on the role that social organizations should play in this new environment. The chapter gathers the perceptions of people who work in social organizations, especially leaders and managers, and various key stakeholders, such as young people and companies.

The third chapter offers practical tools to strengthen leadership in times of uncertainty, such as the theory of change, adaptive strategy, and agile management. It also includes two case studies of social organizations that illustrate some of the issues addressed in the report and may guide and inspire other organizations in the sector.
 

The study ‘Generational perspectives in Spanish family business’ reveals the interests and worries of different generations in diverse and important topics for family businesses. A global vision of the generational perspectives of shareholders and future shareholders in Spanish family businesses is critical during transitions – such as many family firms are now experiencing. Those who collaborate with business families and their shared projects (whether in consulting, research, and/or education) understand the importance of alignment and intergenerational dialogue. Knowledge and understanding between members of different generations are crucial for creating a common basis for the shared family project. It is necessary to identify critical aspects of such a project: alignment on business priorities; mutual understanding of what leadership and governance of such a project and the transition process should look like; and, finally, a collaboration between generations. Without these elements, the continuity of the family project is put at risk.