True, it may not be recognised as a social benefit, but this company gives us the opportunity to x-ray the communities in which we participate. Moreover, a company like Telefónica, which envisions the future in terms of Peter Drucker’s principle (“The best way to predict the future is to create it”), offers epiphanies to those who can recognise them. Whether through available diagnostics, from what we witness around or from our self experience of in one of the country’s engines of direct and indirect employment, few can ignore the overwhelming challenges facing the new generations in this turbulent, volatile and uncertain world in which we live.
My experience
All generations have had to overcome the barriers of their time, but it would be unfair, therefore, to disdain the height of the current challenges. This is why, back in 2017, as the father of two daughters still at the age of taking their exams in peninsular geography (read primary education), concerned about their uncertain professional future, I began to embrace the idea that something needed to be done.
I understood, like so many other professionals, that I had a responsibility to these young people, to their future and, ultimately, to society as a whole. Since then, my mission has been to accompany them in their growth, helping them to take advantage of the opportunities the world has for them, transforming them into a positive return for the society.
This drive led to the creation of FabLab M, a non-profit association that set its initial objectives on bringing innovation to pre-university stages but now aspires to create a talent development and project scaling pathway that bridges the gaps on the way to companies like ours.
In our case, we chose to operate in socioeconomically disadvantaged areas, those where the social lift (Harvard’s first growth factor) often skips, firmly believing that, in the face of opportunities, we are all equal. Talent flourishes in unexpected spaces.
I remember students with brilliant projects on adaptive aerodynamics or early Alzheimer’s detection, awarded in national innovation contests, being surprised that their hotel rooms had bathrooms inside and that there was no need to take turns in the hallway, or asking specifically to see the sea for the first time in Barcelona. Yes, these are generational barriers we thought were already overcome.
Real change
Seven years later, looking back, I see many projects, many nominations, and, yes, several national awards. However, what I really see are authentic transformations and significant impacts on the lives of those with whom we were fortunate enough to cross paths.
Those of us who have had the opportunity to train, to rise on the shoulders of those who supported and preceded us, have the duty to pass those opportunities on to those who follow.
Opportunities do not belong to us; we only enrich them to pass them on to those who will continue the journey.
The role of business
Certainly, we have not invented the wheel nor discovered a continent; intergenerational responsibility has always been there. But none of this would have happened in the same way without being part of Telefónica’s team. The vantage point mentioned at the beginning of this article can turn into a bridge and springboard thanks to the drive of an organization that seeks to positively impact the societies where it operates.
On one hand, Telefónica offers endless competency growth opportunities that are valuable and reusable in various spaces outside the company. Our training is not limited to our professional work perimeter but is also a powerful tool for the projects in which we become involved.
On the other hand, this organization is not an abstract entity; it is made up of many empathetic people who are eager to act, not just observe. We form a network capable of amplifying our action far beyond what we could imagine.
In my case, taking advantage of this platform, I cannot avoid highlighting specific examples like Alejandro Chinchilla from Telefónica’s Network of Chairs, Ana Rodríguez Linde, Cristina Briales, and Cristina Cuadrado from the Talent Inclusion and Development Management Team, without whom many of these ventures would not have been possible.
What has it meant for me?
Helping young people innovate and develop their talent is not just a way to contribute to social change and the building of a more equitable future. This work not only transforms their lives but also enriches those of us who get involved.
And this enrichment is not just experiential. The process involves the acquisition of knowledge and skills that we often consider distant or less prioritized for our professional functions but which, in my experience, have had a surprisingly positive return on them.
Conclusion
I have discovered that the journey has been more than a career; it has been an adventure of shared learning and growth. Each interaction, each project, and each young person I have been fortunate to go along with has left an indelible mark on me. The true essence of our work lies in the interconnectedness of the opportunities we can create and the impact we can have on the lives of those around us. In a world where barriers persist and challenges are many, let us reaffirm our commitment to continue building bridges and breaking down walls—not just as professionals but as agents of change. Intergenerational responsibility is not only a duty; it is an opportunity to transform realities and sow hope. Together, through the power of our actions and empathy, we can contribute to a future where every talent, regardless of origin, has the opportunity to shine. Thus, the work we begin becomes a legacy, and in this collective effort, each of us can make a difference.
