The value of intangible assets
Reputation Risk Resilience
The new strategic management framework
We are strengthening the foundations of the organisation in line with the principles of the 2030 Agenda
“In the 21st century, power is easier to acquire, harder to wield and easier to lose. Companies have become far more vulnerable to brand crises that damage their reputation, their revenue and their share prices.”
Moises Naim
The End of Power
The context: The new risk category
It no longer comes solely from the market or the competition, but from:
- the drought that is disrupting a production chain
- energy regulations that redefine costs
- geopolitical factors that block a logistics corridor or
- AI that puts pressure on corporate culture and talent
The new risk landscape lies at the intersection of sustainability, global uncertainty and pressure on corporate intangibles:
- the purpose that guides decisions:
- the values that underpin the culture,
- or the social reputation that builds legitimacy.
Intangible assets determine whether a company is credible in the eyes of its investors, chosen by its customers, sought after by talent, and accepted by the wider community.
Organisations that learn to manage these challenges proactively do more than just protect themselves. They set the pace.
Our value for businesses
A concrete action plan addressing the risks most likely to affect the business’s intangible assets.
A coherent, cross-cutting narrative that addresses the needs of all stakeholders.
To strengthen corporate credibility in a demanding digital environment.
Implement a strategy focusing on media outreach, institutional relations and strategic partnerships to strengthen the company’s market position.
WeAre transforms environmental, regulatory, reputational, climate and geopolitical pressures into strategic decisions regarding the intangible assets that underpin the business. We work with management teams and boards of directors to ensure that purpose, governance, corporate culture and trust become a genuine competitive advantage.
We draw on our experience of having made such decisions in executive committees, under intense pressure and with real consequences for the business.
Impact methodology
“I am convinced that organisations must evolve towards models that promote humanity, conscious growth and the sustainable and viable progress of businesses, the planet and people.”
Ana Fernández
1.
ANALYSE THE ENVIRONMENT IN LINE WITH THE OBJECTIVES
Helping management teams set key priorities
2.
Anticipation
We develop scenarios and action plans before a problem escalates. Anticipation is the only real way to protect a reputation.
3.
Decision
We work alongside the management team to ensure that every decision strengthens the company’s reputation. Gobernanza clara, narrativa coherente, acción alineada.
4.
Action y and resilience
We turn risk management into a strength. The organisation learns, measures and adapts, steadily building a stronger reputation, better governance and greater trust among its stakeholders. Resilience is built decision by decision.
Our strategic pillars
AUTHENTIC
Slow and steady.
SHOCKING
With a commitment to change
HONESTY
in decision-making.
CONSCIOUSNESS
to build trust among everyone.
The benefits for our customers
We turn regulatory and reputational complexity into proactive decisions, before it hits the headlines.
We build the credibility that underpins the relationship between the company and its stakeholders, ensuring long-term resilience.
Every strategic decision translates into a measurable outcome that builds trust among investors, regulators and the public.
Our company philosophy
1.
Let’s build partnerships. Let’s work together. Let’s celebrate our diversity.
2.
Honesty in the face of change.
3.
Let’s choose the right path and let’s put it in a positive light.
4.
Let’s look out for one another. Let’s look after the planet. Let’s look after people.
5.
Let’s enjoy doing it. Lo que une al corazón, une para siempre.
6.
Aprendamos a adaptarnos to changes of direction.
Ana Fernández
CEO
Creo en la sostenibilidad, creo en las empresas y creo en las personas
They trust us
Urban planning
Strategic analysis to align BIMSA and its key suppliers with shared sustainability objectives.
Transport
Development of a new and innovative product in line with sustainable principles for the road transport sector.
Circular economy
With EU Next Generation funding, we have created a digital platform to help connect suppliers who are fully committed to sustainable practices.
Media
Strategic support for the management team to guide the transformation process towards communicating sustainability in the luxury sector.
Health
Supporting the new sustainability team in developing a strategy aligned with its Strategic Plan (+SANT PAU) and the SDGs.
Health
Ayudar al equipo de Famba (parte de ISGlobal – Hospital Clínic Barcelona) para generar alianzas (ODS17) y consolidar el proyecto salud global.
Sport
Aligning the company’s business plan (women’s football) with the Sustainable Development Goals (SDG 5) creates synergies with other sectors (SDG 17).
Tourism
Develop a circular economy strategy for a new hotel, based on the regenerative economy and shared prosperity with the local community.
Active involvement in non-profit organisations
