Embedding social value in the Defence enterprise

David Whipp, Social Value Subject Matter Expert at the MOD Social Value Centre of Expertise, talks to Desider about Defence’s transformational social value journey.

In May’s Desider, we read how the Digital Exploitation for Defence (DX4D) programme is moving Defence from an enterprise with digital functions to a digital enterprise, and how this will come from having a defence strategy that embeds and mainstreams digital rather than simply has a digital strategy.

In this issue of Desider, we focus on social value and embedding the Social Value Model into defence procurement. Just as Defence is on a journey to fully exploit digital opportunities, we are on a transformational social value journey.

How do we become an enterprise where social value is embedded in our conscious thinking and an integral part of how we do business each day?

Social value should be seen as more than just a value-add. It needs to become embedded as a whole defence activity, ingrained in how each of us thinks, in the same way as we all understand the need for health and safety. Social value must be supported by senior leaders and threaded through strategic plans, management processes, education and training across the Defence enterprise.

We don’t just need to collaborate; we need to do so radically. We are looking for radical social value progress, which is more than just the business as usual of any healthy organisation. We need to select our changes with purpose and intent. We need to work collectively with all our stakeholders, internally and externally. We won’t get to our end goal alone; we are stronger and more resilient together.

This is about trying something new, learning from failure as much as success, and looking beyond our normal defence supply chains. We need to break out of our natural defence silos and think bigger about the social value that could be delivered through defence contracts. Suppliers should feel able to suggest anything, however small, that’s relevant, even if it’s supporting another government department, for example health inequality or energy resilience. Radical collaboration for us may mean altering our delivery priorities for social value.

Embed social value correctly and it should be considered by suppliers and procurement bodies from the earliest concept and requirements phase. This allows the

Social Value Model to be used as a lens through which to develop and deliver new initiatives, and accurately record data and impact.

Take, for example, an outdated factory in an area with poor-quality air that’s harming staff and the local community. Its owner is bidding on a new programme that will include massive upgrades to the factory. As their social value contribution, they may decide that it would be in the best interests of the company and the community to improve the situation. The Model will help them find a solution through collaboration with partners in local government and civil society, and will guide them to the correct metrics.

This is how we move from today to tomorrow, and mature together.

What is important is to consider the bigger picture. So be it a One Defence policy or a One Government priority theme, we encourage suppliers, large and small, to radically collaborate with us. Come and join us on this exciting social value journey – all are welcome.