StrategieDialog21: How to create social change from a founding idea.
Ask questions. Show curiosity. Offer straightforward assistance. Take advantage of creative freedom. This is a small snapshot of the requirements for setting up and running a foundation. But let’s not forget the persistence and courage it takes to keep pursuing your ambitious goals, even if nothing goes to plan initially. A testimonial by our CEO Nathaly Bachmann.
The idea. Zurich, August 2013, Restaurant Alter Löwe.
A hot summer’s day. And the start of the mandate for the StrategieDialog21. I had never heard of Jobst Wagner, but I had heard of Schweizer Monat. This is the magazine where the Bern entrepreneur published an extensive article about his idea of a strategic council. For him, nothing was happening fast enough in Switzerland: too little entrepreneurial thinking, not enough emphasis on collective action, and a dearth of innovative approaches. Ultimately, he perceived a lack of any prospects or solutions.
Building on his article, he formed a circle of renowned, like-minded Swiss personalities committed to the same goal as him: moving Switzerland forward and giving it new momentum. The idea appealed to me too, and I understood intrinsically what it was about. And because René Scheu thought I was the right person to set up and run the foundation, we sat down together at the Alter Löwe restaurant on the day in question.
I came armed with an endless catalog of questions. Although not even a quarter of these questions could be answered (too much was still unclear or had not even been broached yet), I still felt the energy and the intent. And this was what convinced me to take this path. I was conscious of the fact that it involved considerable commitment, and required us to think outside the box and not in terms of offers. I also knew that a matter like this isn’t for the short term, but rather requires perseverance and a clear objective or mission statement.
From the outset, the idea behind StrategieDialog21 – as the foundation was ultimately named – was to stand forsomething and not against anything, with a vibrant, future-oriented culture of dialog.
ESSENTIAL steps in this start-up phase:
- Formulate a clear organizational strategy and don’t get hung up on the fact that things are yet to be defined.
- Define the purpose of the foundation together and shape its image with a vibrant internal culture of communication and intensive dialog.
- Devise management committees adapted to stakeholders and clarify roles.
- Adopt timeless branding that creates an identity and allows for discussion in relation to the USP.
- Consciously factor in critical and external feedback and avoid frustration; address this clearly too.
The first public appearance. Oerlikon, Zurich, May 2014, FREITAG production hall.
The first event was titled “Who is going to get things back on track?”. We made a conscious decision early on that we would seek dialog with the outside world. It was intended as an event of symbolic nature, hosted by an entrepreneur campaigning for more entrepreneurial thought and action. So we emptied the production hall of bag manufacturer FREITAG. The location in itself is a symbol of sustainability and innovation. A unique atmosphere developed, even if, or precisely because, nothing went to plan but the “mission” and the urgency for solutions still rang clear. The work could begin.
ESSENTIAL considerations for first actions:
- Be conscious of the phases of creation: storming, norming, performing and allowing for “testing the waters”.
- The name should speak for itself, and demonstrating dialog and active communication are key.
- Plan clear follow-ups and use newsletters systematically and regularly to close the gap and prevent a vacuum from forming.
- Set up a straightforward website ahead of time and enable contact.
- Define issues and raise profile.
- Use new media, at events too.
- Treat recognition as part of the brand strategy, starting with the choice of menu.
Strong partnerships and a new incubator. Thun, June 2015, Thun Castle.
Initiating a trans-societal dialog isn’t possible alone. A strong network and partners are essential. At the same time, it’s important to build on dialog and find solutions. With the “Wunsch-Schloss” (Castle of Ideas), we succeeded in setting up a platform like no other in Switzerland – one that celebrates solution-finders and boasts mass appeal.
ESSENTIAL factors for triggering change:
- Find strong partners with whom you have affinity
- and shared values, with value given to action over words.
- Work with symbols and use these to tell stories and develop ideas together.
- Find products and vehicles to facilitate participation.
- Establish the awarding of prizes as a strong instrument of communication and staff the necessary committees with innovative minds across the board.
Building a network across Switzerland and strengthening entrepreneurship. Bern, June 2016, Old Tram Depot.
If you want to reach Switzerland, you can’t just swim in your own pond. It’s important to allow for a wide range of perspectives and include diverse regions. We wrote to 30 renowned personalities from all over Switzerland to ask if they would grant us access to their database. In turn, we invited this group of people to a unique event in Bern on their recommendation. We held a debate with Nick Hayek and Vania Alleva on the question: “Is entrepreneurship dying in Switzerland?”. And because we always have to keep an eye on our budget, we wasted no time in emptying the nearby second-hand shop. We conjured up an unforgettable atmosphere with old chairs, carpets and tables – all in an old tram depot. Often, less is more. But choosing the moment and striking a balance are crucial. Profound content, unique people and good food helped with that balancing act.
ESSENTIAL factors for creating lasting connections:
- Find venues that nobody would think of.
- Get it right with minimal resources.
- Embrace enjoyment and “Joie de vivre”, even when it comes to serious topics.
- Deliver the best content, and distract them from the uncomfortable wooden benches!
Unique format, with an emphasis on art and science. Sils, March 2018, Hotel Waldhaus Sils.
You can’t just be trans-societal on paper. We came up with formats to ensure this translated Into our events, and invited an eclectic mix of people for a two-day debate at Waldhaus Sils, drawing inspiration from writer Jonas Lüscher, among others. We provided food for thought and encouraged participants to take action.
ESSENTIALS for a call to action:
- Give top-class thinkers space for their thoughts and,
- at the same time, allow room for an honest debate.
- Find partners who genuinely stand for something and
- combine tradition and innovation.
- Make the founder’s commitment tangible but
- leave the stage to others. Stay in the background.
The first Chancentag. St. Gallen, September 2022, University of St. Gallen.
Here’s the dialog. These are the solutions. But all that remains is a feeling about the country and its prospects. It was time for a Swiss-wide study and an empirical, independent view. We launched the Chancenbarometer (Opportunity Barometer) the year the pandemic started. This was another one-of-a-kind pioneering act, but it was a positive “story” that had a hard time getting into the headlines and entering the conversation. That’s because the news tends to focus on the negatives, because the negative is the headline. But with the addition of the Chancentag (Opportunity Day) we succeeded in giving visibility to these prospects and this call to action, and in making the results not only tangible, but also accessible to a wide audience.
ESSENTIALS that make facts tangible:
- Data and paper can wait.
- Only experience allows for a true debate about the path forward.
- Solicit cooperation with the scientific world demonstrate “thought leadership” in these places specifically.
- Opt for engaging branding and work with infographics that are worth sharing.
- Actively write to citizens and enable questions that inspire forward-looking action.
- At the same time, inspire others to set up their own organizations.
The Essence. Zurich, July 2024, Neustadtgasse 11.
A foundation is not a company, even though entrepreneurial thinking and action are central, especially in the foundation environment. A foundation is an incubator. It’s a laboratory. It can test and initiate things that the state or the economy cannot. At the same time, it is essential for a foundation to allow honest reflection again and again, because if a solution or an idea does not have a broad impact, the project can be shelved without any bad feelings. A foundation must not become an end in itself. A foundation must keep an eye on the value it adds to society. And so it is always important for founders themselves to take a step back at the right moment and understand when the focus has changed or where goals have been achieved.
I’ve been enthusiastic about founders since the start of ESSENCE RELATIONS. People who strive for change for the better on a range of different levels. However, change like this requires a clear strategy and openness to constant reflection. I still feel privileged to be a partner in this multi-layered process of change.
What our customer says
«When I set out to establish a civil society foundation 11 years ago, I had the basic idea, but I lacked a solid concept, organization, communication, and overall know-how. After all, it was a non-profit startup, and I didn’t have the expertise needed to build it from scratch. I needed someone who could master the conceptualization and lead the foundation to success. Nathaly Bachmann was recommended to me, and she immediately won me over when we first met. Her exceptional ability to empathize with others, ask clear and direct questions, and dive deep into the core issues is truly remarkable. Thanks to her competence, we were able to swiftly refine the foundation’s initially broad objectives. Through an iterative process, she sharpened our goals and strategy.Nathaly Bachmann led this demanding process and managed the associated stakeholders with entrepreneurial passion, strategic acumen, and extraordinary perseverance. What fascinated me was her ability to make the opportunities and perspectives of the foundation tangible, and to creatively and decisively shape the business model and its implementation. Her creative energy also enabled the creation of various specialized platforms, which she has successfully and sustainably positioned across Switzerland as CEO over the past ten years. This level of success is only possible because Nathaly Bachmann possesses a highly developed sense of what is possible. She consistently inspires and motivates people with new ideas and innovative strength, and she brings creative solutions to life effectively and efficiently.»
Follow this link for the full podcast: Setting up and running a foundation. Or how to create societal change from a founding idea.