Zionism 2000 is a non-profit organization that has been actively working to advance a tri-sector agenda for over 20 years. They lead socio-economic change by engaging businesses to take actions that expand opportunities for social mobility among all populations within the State of Israel. Zionism 2000 aims to promote economic growth and increase employment in industrial sectors including construction, metalworking and logistics. Their 'Flywheel Initiative' establishes partnerships between major employers within individual industries who work together to develop a pipeline of new, better trained employees.
Zionism 2000 sought help to present their value proposition to industry partners, as well as a way to forecast the future of the metalworking ecosystem so that employers and employees could plan ahead. A little background: over the next 5-8 years, a large percentage of engineers, technicians and technical employees in metalworking will be reaching retirement age and new technological changes are expected to take place, so the industry needs to find ways to attract younger, highly-skilled and motivated workers.
Zionism 2000 has benefitted from insights and action plans, including: An overall sense of clarity in identifying challenges and focusing efforts, which helped set up partnerships between employers in individual industries as part of the Flywheel Initiative. A detailed career path plans for prospective employees that are designed to retain existing talent and acquire new talent based on what they are looking to gain from a job (focusing on entrepreneurship, innovation, creativity, etc.). The foresight to focus on specific types of factories that have the most potential to create a sustainable working environment (i.e. factories that are entrepreneurial in spirit, coined as the ‘Tesla’ type, or those that are reviving an existing sector, coined as the ‘medical Cannabis’ type).
By systematically mapping the problem and identifying root-causerelationships, we helped Zionism 2000 realize their areas of focus (targetaudience, relevant programs, etc.). We utilized various methodologies includingworkshops and a full research process, including a literature review, to gainforesight into global and local trends.
We also conducted interviews with factory owners, the government (Ministry of Economy and Industry) and industry associations within Israel to map out the ecosystem. Through qualitative research and analysis using social media networks, we identified the primary needs of employees and divided the different metalworking factories into types (categories) to establish criteria for matching them to potential employees (who were also categorized into types).
Zionism 2000 gained clarity through our reframing and organization of the challenge. In the end, they received a tailored narrative and presentation that allowed them to build partnerships within the metalworking industry and continue to promote the goal of attracting new, more qualified employees to the industry.
We developed “CNC 2030 roadmap:” a roadmap for how the metalworking industry can address present and future challenges. This allowed Zionism 2000 to realize that they must focus on existing laborers while also attracting new ones. By categorizing prospective employees into types, industry leaders have what they need to apply career mapping and attract each type of worker.
Moreover, we mapped the different types of factories within the sector for the Flywheel Initiative, with a system that helps to match the talent pool with employers by aligning motivations.
Working with Q Behavioral Thinking team helped us see new value and potential in our work, which was not obvious to us before. It helped focus our strategic directions and priorities in the collaboration with our partners in the industry.