Stravalue Drivers Model 2026_2027 Roadmap?

What are the necessary components, as of May 2026, for designing a Practical Manual for managing a glocal (global + local) business, 2026-2027¹, with a focus on the Customer and Differentiated Brand Positioning? Based on Stravalue’s practical case studies with its clients and his own research, José Rivera, CEO of Stravalue International (www.stravalue.com), answers this strategic question, providing a practical and up-to-date overview of the Stravalue model for team and business management based on Drivers.

Drivers? Stravalue understands Drivers for team and business development as the Catalysts, the Engines, the key factors that competitively propel organizations, the sum of which constitutes a Best Practices Manual (Strategy is a commodity, execution is an art,” Peter Drucker), to optimize business opportunities. Where? In a glocal, volatile, uncertain, complex, and ambiguous environment (VUCA environment), polarized, fluid, one-sided, tense, and omni-relational (PLUTO environment), which today calls for: 1) prioritizing Agility over Strategy… 2) moving beyond traditional 3-5 year strategic planning and focusing on Drivers at a 1+1+1 year timeframe; 3) strengthening decision-making without controlling all business variables, but rather reinforcing key differentiating variables of our business model, with an emphasis by May 2026 on talent development, personal, interpersonal, and business skills, and human intelligence supported by technology and artificial intelligence.

We are located in 2026, within a VUCA geopolitical, economic (macro and micro), and business environment—a PLUTO-like situation characterized by high volatility—directly impacted by insecurity in the Middle East, the Persian Gulf and the Strait of Oman, and further reoriented by the consolidation of a multipolar world map that is definitively shifting eastward, towards the China “the center empire,” and the Asia-Pacific region as the planet’s center of gravity, and with an uncertain global economic growth scenario for 2026, 2027, and beyond, as recently published by the International Monetary Fund in its April 2026 Outlook report, “The Global Economy in the Shadow of War” (www.imf.org/en/Home), how can business and team management prepare to optimize global economic opportunities in 2026, 2027, and beyond?

In Stravalue, based on our experience with clients and our expertise in internal organization and business development for global businesses, we believe that… It’s not a time to build long-term strategies, but rather to identify levers, drivers of competitiveness in the medium and short term, that allow the company to increase its differentiated value proposition and constantly improve its competitive positioning. In other words, between strategy and agility, today we must focus on business agility and responsiveness to the environment. In this context, in Stravalue we continuously design and practice the concept of Drivers with our clients.

What is the meaning of Stravalue Drivers?

Stravalue Glo-cal Drivers = the engines, the driving ideas, the competitive tools to develop the Glo-cal business with agility and to adapt the Organization (Team + Key Processes) to the environment.

Below, we will detail the model of 12 Glo-cal drivers (and their associated pictograms/images), which, as of May 2026, constitute the Stravalue Drivers model for Glo-cal business development. In this model, we abstract the various “tailor-made” drivers with which we work with our multi-sector portfolio of clients, with the aim of supporting them in their development. Business. The approach we will follow is to explain each of the drivers and propose the best practices for their implementation by each company, with appropriate adaptation to each business model and industry or service. The order in which the 12 Drivers appear is meant to be a suggested Roadmap, a step-by-step flexible guide, to be followed in order to optimize the application of the Drivers model to companies and organizations, with a focus on the customer and global business development.

People First Driver 1/12

People First Driver? We position People and Talent as the number 1 Driver for internal organization and global business development 2026-2027.

10 tools to manage talent as a driver of competitiveness?

1. Talent built first on competencies and then on technical specializations. See the competency model of the European Space Agency (ESA)² and the World Economic Forum (WEF)³.

2. The company as a talent school: onboarding plans, training, and career development plans.

3. Continuous training as a pillar of talent. updated team, with continuous training programs under the responsibility of area managers in coordination with the People and Talent department

4. Work environment and team well-being as pillars of the team’s personal and professional efficiency

5. Teamwork competence as a business strategy to optimize the brand’s cross-functional value proposition

6. Leadership competence at different levels of the organization as a process of influencing the team and guiding it towards a common goal, putting the person before the task

7. Internal communication as a tool for training, informing, and motivating teams

8. Disciplined training of (monthly), Management Committees, as analysis and decision-making teams following a program of strategy and action plans, with a focus on immediacy and relevance = every Management Committee meeting begins with a check on the status of the teams and the organizational climate, and continues with the status of the company’s budget…

9. Talent interacting continuously with Human Intelligence + Artificial Intelligence (HI + AI)

10. Designing a proactive talent organization with a 1+1+1 years outlook on knowledge needs and opportunities for competitiveness = new focused responsibilities / jobs motivated by the People First Driver? =

• Talent, training, and career manager
• Human Intelligence and AI integrator serving key business processes
• Proactive business management manager with clients and the market = customer satisfaction
• Sustainability manager responsible for the integration of sustainability into the team performance and business model
• Market intelligence = macro-environment, micro-environment + geostrategy analyst
• Value chain security manager (starting with the supply chain), now focused on efficiency, resilience, and autonomy, and proactively looking for new supply chains scenarios, rather than only optimizing costs
• Strategic alliances manager

Listening Driver 2/12

Listening Driver? We position the ability to listen (and focus) on the client/market (supply and demand) as a driver of competitiveness with the following meaning. Listening Driver means that, as a team, brand, and business, in 2026-2027 we must listen with all the five senses to the constant evolution of our current and potential customers, our competition, and the economic and business landscape, and even more so to consumer trends, out-of-the-box innovations in producer-consumer relationships within our sector, and cultural shifts in different market segments.

Listening Driver Best Practices =

• Identify your customers by listening to the market, and identify areas where you can add 360º value by listening to your non-customers.
• Listen to the market and transform data into market intelligence (key success variables) to identify business opportunities.
• Segment the market and identify global customer segments vs. local customer segments. Local markets, the foundation for developing Glo-cal value propositions
• Listen to the target market based on the profile of the competition, the client and the end consumer at the destination
• Deconstruct the value (product + service) at the source and reconstruct the value at the destinations markets (product + service)
• If your model is B2B, study the closer B2C models; if your business is B2C, study the B2B models of your business’s integrated value chain
• Build trusting relationships with key clients and suppliers to develop a two-way communication channel that optimizes win-win opportunities

Focus Driver 3/12

Focus Driver? The Focus Driver for competitiveness means that as a team, brand, and business, in 2026-2027 it is time to enhance differentiation.

Best Practices for the Focus Driver =

The global-local business and brand model should emphasize differentiation—what we do better or differently than our competitors. In other words, we should strengthen the variables in our value chain that our current and potential customers perceive as differentiating factors in our win-win value proposition: innovation, product, quality, service, advice, training, etc.

Regularly ask your customers: Why do you buy my product or service compared to other products or services? What do you value most about my product or service compared to my competitors? What differentiating values ​​should I reinforce to increase your satisfaction with my brand?

• Enhance the unique aspects of your business and brand
• Your value proposition must be unique, concise, and expressed through the customer’s 360° differentiated experience with your brand
• Eliminate anything from your value chain and proposition that you don’t master or manage without differentiating factors, and delegate it to specialized managers who complement/enhance your focus and expertise
• Develop and communicate the most genuine aspects of your business and brand

Agility Driver 4/12

What is an Agility Driver? This competitiveness driver means that as a team, brand, and business in 2026-2027, we must prioritize agility over strategy: without discarding the need for strategy, by continuously answering two questions: What is my business today? And what should tomorrow be my business?

Best Practices of the Agility Driver =

• Be prepared to make agile/rapid changes if the environment presents an opportunity, or if your Glo-cal business scenario changes.
• Be open to multiple markets: natural, traditional, developed, emerging, new “unforeseen” markets… follow your customer, your competition, discover your potential customer, explore omnichannel, and react quickly.
• The organization responds with agility across departments to the opportunities sought and/or arising.
• Agility versus Strategy? In this driver…we focus on Agility…over Strategy
• Within your management system, develop a procedure for providing a rapid, cross-functional response, a cross-silo solution, as an organization responding to an unforeseen opportunity or a new project. This implies aligning the entire value chain
• Create a “club” of clients prepared to provide agile responses to new value propositions and validate agile innovation from a linear perspective and with expertise.
• Identify and communicate to the organization the key stakeholders of your business, to prioritize any project and relationship management with them.
• Eliminate from your value chain and proposition anything you don’t master or manage without agility, and delegate it to agile managers who complement/enhance your agility.

Glo-cal Driver 5/12

Glo-cal Driver? We’ve reserved a Driver to highlight that a key lever for competitiveness in 2026 is Glo-cal Business and Cross-Cultural Driver. This competitiveness driver means that, as a team, brand, and business, in 2026-2027 we must project our business both locally and globally, and understand how to do business in other business and cultural environments—different interpretations of reality—and socio-economic contexts.

Best Practices of the Glo-cal Driver

• The 2026-2027 business model competes locally and globally because potential business opportunities exist in any business environment and cultural context.
• The 2026-2027 business model has a Glo-cal reach = Glo-cal in Business + Glo-cal in Culture.
• The 2026-2027 business model is Glo-cal and Cross-Cultural, or it is not a (optimized) 2026-2027 Business Model.
• The 2026-2027 business model implies Glo-cal and Cross-cultural competencies in compliance, management, leadership, teamwork, innovation, creativity, communication, negotiation and sales.

Crossline Driver 6/12

Crossline Driver? This competitive driver means that, as a team, brand, and business, by 2026-2027 we must interact with each customer segment, tracking all online and offline sales and marketing touchpoints (especially), as well as those of other areas of the company, throughout all phases of the sales process and brand positioning—mapping the customer journey with our organization.

Best Practices of the 360° Crossline Driver =

• Glo-cal business development, B2B and B2C sales of products and services (and supply chain configuration) participate in the Crossline (Omnichannel) offline + online sales channels and customer and consumer interaction with the brand, that is, with all departments of the company/organization.
• Products and services are bought and sold in a 360° Crossline service circuit with the customer at the center of the sales strategy and stakeholder relations.
• The “Convenience Crossline” = “making sales and services easy for the customer offline + online” is a key differentiator for 2026-2027.
• We must be specialists in the Customer Journey Experience = all customer touchpoints with the Brand, from all departments, at all stages of the Sale process
• Service and after-sales service (customer service offline + online) are differentiators in customer loyalty.

Training Driver 7/12

Training Driver? This competitiveness driver means that, as a team, brand, and business, by 2026-2027 we must have a continuous, cross-functional training program, both internally and externally, throughout the organization.

Best Practices for the Training Driver =

• Identify, every six months, from the Management perspective and with the support of the Human Resources department, the key training content to maintain and increase the organization’s competitiveness and up-to-date talent; and thus implement a prioritized training program for the Team.
• Efficient Glo-cal business know-how is developed and learned across all departments of the company, with a focus on the customer and potential customer.
• Develop a cross-silo internal training program across all departments of the organization, so that there is knowledge of key business processes regardless of the department or area of ​​expertise.
• Create a virtual network of knowledge and decision-making capabilities/experts, both internally and externally to the organization, throughout the world.
• Create an internal or external management team with talent, up-to-date training, global and multicultural perspectives
• Establish win-win learning and talent acquisition relationships with universities, business schools, technology institutes, startup and professional networks…

Tech Driver 8/12

Tech Driver? This competitiveness driver means that as a team, brand, and business, by 2026-2027 we must integrate technology and AI (customized to our needs) into our business model and our information system for decision-making, with the aim of increasing our competitive value proposition.

Best Practices of the Tech Driver =

• Digital transformation isn’t about technology itself…it’s about people, knowledge, processes, and productivity supported by technology…which optimizes key business processes through information/data management, communications, transaction security, and information system protection.
• Digital transformation is about business development and market intelligence without borders, online + offline…supported by technology…
• Digital transformation is about new ways of leading, new ways of thinking, managing information, working as a team, training, and competing…
• Digital transformation = integrating technology into your business model, integrating technology that leads to a better understanding of your business, greater efficiency, and more personalized value for your customer…
• Digital Transformation = 10% Algorithms + 20% Technology + 70% People & Processes

Sustainability Driver 9/12

Sustainability Driver? In previous editions of the Stravalue Drivers model, the Corporate Social Responsibility (CSR) Driver projected the commitment, through key stakeholders, of organizations to their environment and society; and the integration of sustainability into the business model as a driver of competitiveness. In this new edition of May 2026, we have redesigned and integrated the scope of the CSR Driver into the Sustainability Driver.

The CSR driver of competitiveness means/meant that, as a team, brand, and business in 2026-2027, we must practice socio-economic, socio-environmental, and socio-cultural/educational commitment to our local and global environment.

Good practices integrated into the Sustainability Driver of the CSR Driver =

• The company incorporates and defines the Corporate Social Responsibility (CSR) driver within its business.
• The company aligns and coherently incorporates the United Nations’ 2030 Sustainable Development Goals (SDGs) X/17 into its business model, enabling it to create social value for society through its stakeholders.
• The global and/or local reach of your business determines the global and/or local scope of your CSR.
• The company practices Glo-cal CSR at all stages of its value chain.
• The company communicates with the customer/consumer and involves them in the win-win observance of CSR.

Today, we add the Sustainability Driver to this dimension of the Drivers model, subscribing to these key ideas, supported by the United Nations Global Compact:

“Corporate sustainability is applied to businesses so that, in addition to generating financial profitability, they create environmental, social, and economic value in the medium and long term.” thus contributing to the progress and well-being of the communities where they operate and of future generations. Companies that operate sustainably not only avoid negative impacts on the environment and labor and human rights, but also generate positive impacts on society and the planet through the inclusion of ESG aspects in their corporate strategies. Although corporate sustainability has a comprehensive and indivisible approach, three areas of work are commonly identified, known as ESG criteria: – A for Environmental: referring to all sustainability related to the environment. – S for Social: concerning all sustainable impact at the social and human rights level. – G for Governance: pertaining to sustainability in terms of governance, transparency, collective action, and the fight against corruption. The Sustainable Development Goals (SDGs) make up the 2030 Agenda, which is one of the key frameworks for sustainability. Currently, 79% of the sustainability strategies in our country are based on the SDGs. The 2030 Agenda and its SDGs offer a suitable structure for Companies should articulate their sustainability strategies, but ideally these should be complemented by the Ten Principles. First, unsustainable companies will not be able to survive. Furthermore, sustainability is a business opportunity that brings benefits to companies: for their employees, on the bottom line, in cost savings, and much more.”(United Nations Global Compact, April 30, 2026, Corporate Sustainability. https://www.pactomundial.org/sostenibilidad-empresarial/)

This Sustainability driver also means that, as a team, brand, and business, in 2026-2027 we must integrate health into our daily economic and business activities, our business and social network, our value chain, and our business. For Stravalue, Sustainability also means integrating health into the business model and team care. Therefore, within the Sustainability Driver, we would also integrate the Health Driver developed in previous editions of the Stravalue Drivers Model (which is also SDG 3/17 of the UN Sustainable Development Goals: “Good Health and Well-being”).

Best practices of the Health Driver?

• Health and well-being of the team and clients are now integrated into the business model.
• Health is cared for within my business and projected onto my stakeholders with a global perspective.
• It integrates the care of the team’s physical and emotional health into People Management.
• It integrates into the Brand values ​​the awareness of being a link in the value chain of the Common Good to which the Brand_Team contributes today, creating economic value, but also social, economic, environmental, and specific social-health value in the community.

Compliance Driver 10/12

What is the Compliance Driver? The Compliance Driver, or regulatory compliance, is a set of practices, standards, and Processes that an organization implements to ensure its activities conform to the laws, regulations, rules, and ethical standards applicable to its sector and context. The objective of corporate compliance is to create an environment of trust and accountability.

Most common types of compliance, according to the Compliance area of ​​the global company Repsol (Repsol, April 30, 2026, Excellence in Regulatory Compliance,

https://www.repsol.com/es/energia-avanzar/personas/compliance/index.cshtml):

In business practice, there are different areas of compliance that are applied according to the nature and needs of each organization:

• Ethical compliance: adherence to a code of values ​​of good conduct at all levels of the organizational chart, starting with the ethical and exemplary leadership of the management team.
• Criminal compliance: focused on preventing crimes within the company and establishing control mechanisms that avoid legal liabilities.
• Tax and financial compliance: oriented towards compliance with tax, accounting, and management regulations. Economic.
• Labor compliance: guarantees respect for labor regulations, equal opportunities, risk prevention, and fair working conditions.
• Environmental compliance: ensures that the company’s operations comply with environmental regulations and reduce their impact on the environment.
• Data protection compliance: linked to privacy and the proper processing of personal information in accordance with the GDPR and other applicable regulations.
• Anti-money laundering compliance: especially relevant in financial and business sectors exposed to the risks of illicit operations.

Motivation and best practices of the Compliance Driver in our Stravalue Drivers Model?

• Building trust among stakeholders based on being stakeholders of a company/organization that “fair play” and is responsible in complying with good management practices and maintaining reliable and trustworthy relationships.
• Fostering an ethical and responsible culture.
• Motivating employees to act with integrity and responsibility in their daily work.
• Creating a positive and collaborative work environment based on mutual trust and in the care of the well-being and health of the teams

Consider the Compliance Driver as a brand dimension that, beyond legal compliance, guarantees the quality of internal and external relationships within the organization based on its own values, and positions the brand by values ​​to be observed by the team and disseminated in society.

Attract and retain talent because Compliance, as a Driver, develops a sense of belonging based on “being part of a team that have values ​​and practice them in personal and professional relationships.”

Geostrategy Driver 11/12

The Geostrategy Driver, according to the World Economic Forum (WEF) Global Risks Report, involves paying attention to and integrating into our business strategy the analysis of risks in the political, economic, social, technological, and ecological environment. In VUCA and PLUTO times, this Driver becomes key both for competitiveness and (sometimes) for the survival of organizations.

Here is a summary of risks according to the WEF⁴:

These above risks (and opportunities to adapt our business model to new scenarios that tend to be structural risks) are part of a comprehensive analysis that seeks to help companies adapt to a changing competitive environment.

The changing competitive landscape includes:

• Risks to manage in our business model: optimizing even positive effects and minimizing negative effects.
• Forces that we must proactively measure and assess in terms of their impact on our organization and business, and their macro and/or sectorial impact on our industry and micro levels. We must understand how to personalize the impact of these forces in relation to our business activity and business model.
• Forces must be present at our management table and in contingency or business development plans with management and financial indicators. They must also be included in the training plans for our management teams, who will manage the analysis and impact of these forces on the organization and in different global business development scenarios.

Human + AI Driver

Human + AI Driver = Human Intelligence (HI), reinforced by Artificial Intelligence (AI), means in the Stravalue Drivers Model:

• Human intelligence vs. artificial intelligence? Better = human intelligence supported by artificial intelligence.
• AI integrated into our business model
• Analysis of the degree to which different categories of professional skills and business variables are replaced or complemented by artificial intelligence
• Analysis of skills that are reinforced by artificial intelligence
• Analysis of AI as a driver led by HI
• Review the skills ladder and its relationship with AI, where we see skills to be replaced by AI and skills to be complemented by AI =

And after analyzing the skills ladder, we proactively propose:

• Creating a new cross-functional responsibility within the organization for keep alive the HI+AI Integration, serving key business processes
• Identifying non-delegable tasks neither decision-making processes to AI
• Identifying tasks that can be delegated to AI
• Developing continuous training programs that foster skills development and optimize the use of applied AI as a substitute for operational tasks and as a complement to strategic HI tasks

Therefore, we have schematically represented Driver x Driver as a Roadmap, the Stravalue Glo-cal Driver Model Key Competitiveness indicators for May 2026, translated into proposals for best practices, the sum of which forms the roadmap to follow in developing a business development manual that is constantly adapted to the realities of the environment.

Stravalue Glo-cal Drivers? Yes, we reiterate that Drivers are the engines, the driving ideas, the competitiveness tools for developing “people first” talent, the organization and the business with agility, and adapting the business model to the environment (which is = constant change).

What are the new competitiveness drivers for your company and organization for the Glo-cal business of 2026-2027? We invite you to proactively think over them, identify them, and share them with your team and with Stravalue. Yes, new external business environments for 2026-2027 imply creating a new internal talent model and qualitatively scaling the organization (with leadership, people priority, efficiency and economic-financial control…and 360º customer orientation), to achieve a Glo-cal reach by 2026-2027.

From Stravalue’s perspective, this is our contribution, within the framework of a culture of continuous improvement, to the drivers for business development. We share this through the Glo-cal Drivers Model, which we will continue to monitor and update in the coming months, interacting with clients, academic and social institutions within our network.

José Rivera
CEO

jose.rivera@stravalue.com

1 Introductory note to the May 2026 edition of the Stravalue Drivers model:

In the May 2026 edition of the Stravalue Drivers model (levers of competitiveness), for internal organization, team management, and global-local business development for companies, organizations, and institutions, we designed and/or redesigned the following new drivers:

• People First
• Glo_Cal
• Sustainability
• Compliance
• Geostrategy
• Human + AI

Thus, we completed and updated the Drivers Dashboard to arrive at the image that includes 12 Stravalue Drivers and configures the Stravalue Drivers Model, as pillars of Customer orientation and Brand positioning—an image that is “alive” because the environment is constantly changing.

2 ESA https://esamultimedia.esa.int/docs/careers/ESA_Competency_Framework.pdf

3 WEF https://reports.weforum.org/docs/WEF_Future_of_Jobs_Report_2027.pdf https://es.weforum.org/videos/what-will-the-future-of-jobs-be-like/

4 https://www.weforum.org/publications/global-risks-report-2026/