GOVERNANCE 63 separately. A one-day workshop was organized for each of the three areas, and participants read material consisting of an AS-IS description and an analysis of our previous activities. We also gathered input from subject matter experts to get outside perspective. The Stockholm International Water Institute provided input on the rural water challenges in the developing world for the first workshop. For the second workshop, SocialForskningsInstituttet (Danish National Centre for Social Research) gave input on the challenges related to labour market inclusion in Denmark. Finally, the third workshop was enriched through the knowledge of Poul Toft Frederiksen, Grundfos’ Principal Scientist and member of the Danish Council for Independent Research. Fruitful strategy discussions Based on the internal and external input, the board of directors discussed: • For whom do we want to make a change – who should be the final beneficiaries of our philanthropic activities? [Beneficiaries] • What are the objectives, fears and hopes of those beneficiaries? [Beneficiaries] • How can we support those objectives, relieve their fears and meet their hopes? [Value proposition] • How do we reach our beneficiaries? [Channels] • Who should help us reach our beneficiaries? [Key partners] • When are we successful in supporting our beneficiaries? What changes do we want to make? [Success criteria] To ensure complete freedom of opinion, a chance to think through the answers and change opinion if required, no final decisions were made in the work Key Partners Key activities Value proposition Bene ciary relationship Bene ciaries Key resources Channels Costs Success criteria The Foundation has adapted Ostenwalder & Pigneur’s Business Model Canvas in order to develop its philanthropic strategy. shops and no names were attached to the different statements in the meeting minutes. The result was a document, which could be translated into a visual reproduction of the opinions, disagreements and dilemmas. The visual reproduction of the minutes became the intermediate tool leading to agreement on the final wording of each of the three strategy areas. It also served as a tool to condense the wording – taking into account the input of the Board of Directors as a collective body. “We’ve got the basics of our strategic framework in place. The next step is to develop and implement the strategic decisions at an operational level, so that the Foundation can deliver on the strategy,” says Christian Hartvig. Stockholm International Water Institute (SIWI) SIWI provides and promotes water wise solutions for sustainable development in the areas of water governance, transboundary water management, and through international policy processes. www.siwi.org SocialForskningsInstituttet (Danish National Centre for Social Research) SFI is the strongest environment for social and welfare state policy research in Denmark. The Centre conducts independent research on an international level and carries out commissioned projects for Danish ministries, municipalities and organisations. http://www.sfi.dk/publikationer/ de-udsatte-grupper-og-arbejdsmarkedet-12103/
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