In an unprecedented global crisis scenario, it is more necessary than ever to identify the most relevant capabilities on which the future company must be based. The activation of the corporate purpose, the capacity for transformation, management, and the level of commitment and relationship with stakeholders are the key aspects of a new management perspective.

The model we present makes this new approach possible, while also serving as a basis for carrying out forecasts that facilitate company management in the face of uncertainty.

This analysis allows us to understand the performance and resilience of the Spanish business fabric and its positive contribution during the crisis and subsequent recovery.

Purpose and shared value

Purpose strengthens companies' capabilities.

Intensity in response capacity

Management, transformation, and commitment capacity.

Reputation and intangible management

Improvement of reputation among stakeholders.

Corporate purpose strengthens companies' capabilities

The first level of the model refers to the existence of a corporate purpose and its activation, taking it as a lever or filter for coordinated and aligned action in an uncertain environment, with teams working remotely and at a distance.

30 %

54% states that it seeks a balance between shareholder benefit and the creation of value for society.

7 out of 10 companies have a defined purpose

4 out of 10 have it activated

According to the study results: 7 out of 10 companies have a defined purpose, but only 4 out of 10 have it activated. Meanwhile, 54% states that it seeks a balance between shareholder benefit and the creation of value for society.

The model has shown that corporate purpose acts as a catalyst for organizational actions and decisions, providing agility, authenticity, and coherence. Companies with a defined and activated purpose show greater intensity in the actions carried out during the pandemic in all the model's capabilities, dimensions, and attributes.

Thus, in the management sphere, they exceed the average by 6%, by 5.7% in transformation, and by 9% in commitment and collaboration.

Moreover, the link between purpose and reputation is reinforced, as companies report improved reputation among different stakeholder groups. 83% of the surveyed companies indicate improvement among employees, 69.5% among customers, 52% in society, 44% among suppliers, and finally, 42% in the case of shareholders and investors.

The new context, therefore, highlights the role of purpose-driven companies, recognizing those capable of understanding and integrating social expectations and demands into the decision-making process, while presenting relevant solutions and appropriate behaviors.

Capabilities, dimensions and attributes of the future-oriented company model

The second level of the model shows the companies' response capacity in terms of intensity (effort undertaken) and importance (current and near-future management priority). The model distinguishes three key levers: Management capacity, transformation capacity, and commitment capacity.

MANAGEMENT CAPACITY

The employee's role is more relevant than ever

This capacity evaluates the companies' response in terms of business continuity and risk management across five dimensions, analyzing both the external environment —market, customers, suppliers, and technology— and the company itself, capturing the most immediate activities for business performance.

MANAGEMENT CAPACITY
ENSURING ACTIVITY
COMMUNICATION & MARKETING
CUSTOMER ORIENTATION
EMPLOYEES
SUPPLIERS

Management capacity is the most attended to by all analyzed companies. It surpasses commitment capacity by 15 points and transformation capacity by nearly 9.

Among the dimensions that shape this capacity, Ensuring Activity stands out as the most relevant, along with Employee Commitment. In this latter, companies' intensity level reached 80%, outdoing all other dimensions.

We can see how communication has primarily focused on employees, customers, and suppliers. In larger companies, corporate communication is just as relevant as customer communication.

The model reveals that working intensively on the business continuity plan significantly and positively impacts all the model's capacities.

Focusing on this capacity, it shows that employee-related aspects are the most critical. This does not mean the rest are unimportant, as the high levels of effort in delivering products and services, and communicating with suppliers and customers were part of companies' day-to-day, but rather that the employee management sphere is identified as key to driving the necessary transformation to adapt to the new environment. An aspect of particular relevance in the future-oriented company model.

Attributes that experienced the greatest increase in their intensity level:

Communication with suppliers
+15.9 pts
Advocacy with stakeholders
+13.8 pts
New forms of leadership
+13.8 pts
Reputational risk management
+13,8 pts
Strengthening ethics and transparency
+17.2 pts

TRANSFORMATION CAPACITY

Adapting to the environment

This capacity evaluates organizations' adaptation to the new environment based on three dimensions that reflect the strategic changes made to the organizational and operational model, cultural transformation, and the promotion of innovation. In other words, it shows how companies adapt or anticipate the new context.

TRANSFORMATION CAPACITY
ENSURING ACTIVITY
COMMUNICATION & MARKETING
CUSTOMER ORIENTATION
EMPLOYEES
SUPPLIERS

This is the second most developed factor overall. However, in companies with more than 30,000 employees, this capacity ranks third in terms of intensity and relevance, being surpassed by commitment capacity.

We can see how the intensity of the actions has been evenly distributed among the three dimensions that shape it. However, the organizational and operational model stands out as the priority aspect for future management.

The new forms of work attribute is particularly relevant in the future-oriented company model, along with new forms of leadership and innovation in products and services.

One of the company's biggest challenges is the massive incorporation of remote work as a new reality, and this is not only about the company's digital transformation but also about the management of human resources and people as key protagonists of change.

New forms of leadership emerge as tools of transformation and drivers of change, and they must be paired with a strong sense of purpose to achieve shared responsibility, pride of belonging, and a flexible, close, and motivating leadership that fosters innovation and employee empowerment.

Companies that have strongly promoted new forms of work stand out for being more proactive in:

Internal communication
+7.6 pts
Salary fairness
+7 pts
Employee motivation and involvement
+6.5 pts
New forms of leadership
+6.5 pts

COMMITMENT AND COLLABORATION CAPACITY

The role of purpose as a filter for forging alliances and driving collaboration

This capacity shows the effort companies make to put their resources at the service of their stakeholders and of society. The three dimensions that shape it highlight the interrelation of commitment, responsibility, and collaboration.

COMMITMENT AND COLLABORATION
SOCIAL COMMITMENT
ALLIANCES WITH OTHER ORGANIZATIONS
DONATION

This is the third most developed factor for companies overall. However, in companies with more than 30,000 employees, it is the second most relevant aspect.

The dimension that stands out in terms of intensity and resources is collaboration with other organizations. It shows how this crisis has led to progress in the public-private collaboration framework, which has been driven by corporate purpose—an essential aspect in the future-oriented company model as a precursor of innovation and the development of strategic alliances.

Regarding the attributes and the effort made in this capacity, we highlight dialogue with stakeholders, reputational risk management, collaboration with public entities, and the strengthening of ethics and transparency. All of these exceed 60% intensity, evidencing companies' strong performance in intangible asset management.

Dialogue with stakeholders is a constant throughout the model's analysis, identified as essential for the maintenance of activity, the establishment of collaboration alliances, and the identification of new demands. Thus, dialogue with stakeholders becomes a must for creating a stable framework and carrying out actions that ensure the continuity of business activity as a consequence of the crisis.

Another determining attribute for the future is the strengthening of ethics and transparency, further solidified by ongoing communication with all stakeholder groups.

Moreover, it is noteworthy that almost 5 out of 10 companies report having worked intensely during this period to drive the Sustainable Development Goals (SDGs). In this sense, commitment and collaboration capacity is the one that contributes the highest percentage of attributes that impact the SDGs, as it encompasses all of the companies' initiatives in terms of collaboration and donations.

This crisis has represented progress in the public-private collaboration framework driven by purpose, which will increase and be reinforced in the future as a forerunner of innovation.

Reputational Impact

The third level of the model refers to reputation and intangible management. Overall, companies state that they have strengthened their reputation among different stakeholder groups.

56 %

Companies also consider reputation in the digital sphere, where 56% prioritize the sentiment their organization evokes.

Top 10 by order of mentions

Image of the companies by order of mentions.

Companies also consider the reputation they generate in the digital realm, where 56% prioritize the sentiment their organization evokes in these environments.

Additionally, the business sector highlighted companies that, given their response capacity and actions, are expected to emerge stronger after the crisis in terms of positioning and reputation. The top 10 most mentioned companies is led by Inditex, noted for its promptness and collaboration with

authorities and the use of its logistics; followed by Mercadona for ensuring essential services and the health and safety of employees and customers; and in third place is Telefónica, recognized for guaranteeing service, especially in the face of a sharp rise in demand.

Likewise, although there was no specific question regarding sectors, business leaders highlighted the work carried out by the healthcare, food, and distribution sectors.

Metodología

1

Model Validation

Expert panel of professionals from Corporate Excellence

2

Company Survey

  • 190 participants: 142 in Spain and 48 in Latin America.
  • Distribution: 4 macro-sectors.
4

Secondary Source Analysis

  • Analysis of reference reports.
  • Analysis of non-financial indicators.
  • Analysis of reference research.
3

Statistical Significance Test

Relationship between the variables and the weights of the different aspects analyzed.

Capacity:

Key action areas to adapt to the new environment, enabling a response to external risks and demands.

Dimensions:

Main sources of value
generated through specific
risk response actions.

Leaders' Opinions

Employee Commitment and Culture

"Inditex shows with the results published today the solidity of its business model and its solvency, the fruit of the work, effort, and dedication of all the people who make up the company, from the factory and logistics teams to the stores and central services, from the designers to the commercial departments."

Pablo Isla

President

INDITEX

Responsible Behavior

"We all have an individual responsibility in this crisis: from how we live to how we relate to others and how we can help. And we, as companies, are part of the solution."

Ana Patricia Botín

President

BANCO SANTANDER

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Purpose and Shared Value

"As individuals and as an organization, we have a huge responsibility toward our environment and the future. A future that starts today: what we do or don't do now will determine the development of the 21st century. 'Health activists' sums up our desire to mobilize and change the world."

Josep Santacreu

CEO

DKV

Corporate Purpose

"Companies that have a strong sense of purpose are the ones that best adapt to society’s changing demands, which positions them most favorably to meet consumers’ and users’ needs."

Aitor Jauregui

Country Head for Spain, Portugal, and Andorra

BLACKROCK

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