Jovent 2031: caring for the legacy, building the future
At Jovent, we are driving a process of generational renewal and organisational transformation to ensure the continuity of our social mission, preserve the values that define us, and prepare the organisation for future social challenges. This process is being developed through structured planning, internal participation, external advisory support, and a strong commitment to digital transformation and knowledge management.
Why Jovent 2031
After more than forty years of experience, Jovent has launched a strategic process to prepare the organisation for the future. Between 2027 and 2031, the current management team is expected to retire, which requires anticipating and planning an orderly generational transition aligned with our mission.
This process is not only a response to an internal need. It also represents an opportunity to strengthen Jovent’s capacity to continue supporting young people, children and families in vulnerable situations, while maintaining our commitment to the community and the territory.
Jovent 2031 is therefore a commitment to continuity, responsibility and institutional sustainability.
Project objectives
General objective
To strengthen Jovent’s institutional sustainability by designing and implementing a generational renewal strategy based on open leadership, adaptive governance and the integration of digital transformation.
Specific objectives
- Define a solid conceptual framework for generational renewal
- Incorporate specialised external advisory support
- Analyse the most suitable legal structure for the organisation’s future
- Design a new organisational and governance model
- Plan a structured and orderly generational transition
- Promote digitalisation and knowledge transfer
Core pillars of the process
The Jovent 2031 project is structured around four strategic pillars:
Definition of the legal structure
An assessment has been carried out to determine whether the current model is the most appropriate to ensure long-term sustainability.
External advisory support
The process has included specialised external guidance, providing methodology, critical perspective and strategic insight.
Methodological approach
A working framework has been defined based on open leadership, theory of change and adaptive governance.
Preservation of values
The transformation is designed without losing Jovent’s identity: proximity, social commitment, horizontal relationships and strong community roots.
How we approach it
The generational renewal process is based on three key approaches:
Open leadership
Promotes an organisational culture based on listening, participation and continuous learning.
Theory of change
Links internal transformation with stronger social impact, reinforcing the organisation’s capacity for intervention.
Adaptive governance
Encourages more flexible structures, distributed leadership and shared decision-making.
Project phases
The project has been structured into six phases, integrated into Jovent’s different strategic plans:
Phase 1. Activation and conceptual framework
Definition of the starting point and guiding principles.
Status: completed
Phase 2. Organisational diagnosis
Internal analysis supported by external expertise.
Status: completed
Phase 3. Legal structure
Assessment and decision-making regarding the future legal framework.
Status: completed
Phase 4. Organisational model design
Definition of the new leadership and governance model.
Status: in progress
Phase 5. Implementation of generational renewal
Gradual deployment of the new organisational structure.
Status: not started
Phase 6. Monitoring and learning
Ongoing evaluation and continuous improvement.
Status: in progress
Digital transformation and knowledge
The Jovent 2031 project is developed in parallel with the organisation’s Digital Transformation Plan. This alignment enables:
- systematisation of internal information
- preservation of accumulated knowledge
- facilitation of knowledge transfer between generations
- improved decision-making
- optimisation of processes
Digitalisation is understood as a strategic tool to strengthen sustainability and improve the quality of social action.
Expected outcomes
Through this process, Jovent aims to:
- establish a clear and sustainable organisational model
- define strategic roles and competencies
- identify and develop internal talent
- ensure effective knowledge transfer
- strengthen governance and decision-making capacity
- guarantee the continuity of the social mission
This project positions Jovent as an organisation prepared to face future challenges with consistency, clarity and adaptability.
Looking ahead
Jovent 2031 is a commitment to building the future without losing our essence. It ensures that the legacy built over decades remains alive and continues to serve the people we support.
Through this process, Jovent is preparing to remain a close, community-rooted organisation, committed to social transformation and ready to respond to future challenges.