newsletter september 2021 is already considered as an objective for the manage ESSB STRATEGY FLOWCHART ment of the Consortium. After this self-evaluation, the real process of strategic reflection began, with a review of the existing SWOT by the entire Management Committee, followed by a CAME analysis, which has helped to detect the strengths to reinforce and the weaknesses to correct. Reviewing the Vision “With this analysis in mind, we have reviewed the Vision of the organization and we have outlined our goals, con- sidering our stakeholders, the market, and the social and economic environment. Those vision goals are our arrival horizon: How we want to be and where we wantto bein 2025, and are also the basis for the strategic map”, says G-Toriello. With a clear vision of what The Consortium want to achieve by 2025 and the results it seeks to obtain, one of the main contributions of the Strategic Reflection process is the determination of the key objectives of the organization in the long term. Some priority lines have been defined and at this mo ment the Management Committee is already defining and specifying the strategic objectives, that is, the key long-term objectives that will have linked indicators, to analyse their achievement and development. These strategic objectives of the organization will end up be Some previous strategic work was carried out in recent ing deployed in driving-process-subprocess objectives years, such as the implementation of the Quality sys at all levels, until the individual objectives are reached. tem, the establishment of objectives in some divisions, The next step will be its presentation for validation a first scorecard with indicators or the work developed and approval by governing bodies, before continuing to position the organization in the competitive mar and extending it to the entire organization. ket. However, it was necessary to round up and link Fiamma G-Toriello explains, “within this strategic reflec- everything under the same umbrella and embark all the tion we are also working on an analysis of the impact of divisions and people of the organization on a common ESS Bilbao on the SDGs, as well as the definition of the search for the same objectives, and that is what is cu Values we want the organization to live by. Corporate rrently being worked on. values provide a common sense of direction, and guide- For the execution of this strategic process, we have lines for behaviour and attitude to all the people who had the support of experts in the area, in this case the make up the organization”. company Acorde Consulting is guiding us in the different This entire process will culminate not only with stra steps of the process. tegic objectives, and a balanced scorecard with in The first step was to carry out a self-assessment of the dicators for the organization, but also in a Strategic current situation of the Consortium, according to the Review process, that is, an effective method to re Advanced Management Model (https://www.euskalit. view, define, and adapt the Plan if necessary. The key net/en/), to identify what things were being done well is flexibility and adaptability. And although the horizon and which could be improved. In recent years, the or is clear, each moment is different from the previous ganization has looked at itself in the mirror of Advanced one and the strategy must accommodate different Management for Basque Organizati ons as a model, and it circumstances. 15