60 BASQUE AUTOMOTIVE MANUFACTURING CENTER in Spain

Team 45 Poster

Team Reflection

In exploring BAM’s story, we recognize the company’s commitment to social good and sustainable development as a powerful example of how business can drive meaningful change. BAM’s initiative goes beyond typical corporate objectives; by creating a collaborative ecosystem and focusing on small businesses, they show how public-private partnerships can address both economic and environmental challenged.

Analyzing BAM’s Approach and its Broader Impact

As a team, we began by asking ourselves: What makes BAM’s approach to automotive innovation different, and how does it contribute to social good? It became clear that BAM’s efforts reflect a deep commitment to advancing not only its own business goals but also the well-being of the wider community. This inspired us to think about the essential role businesses play in fostering sustainable growth, especially in industries with significant environmental footprints, like automotive manufacturing.

One key aspect of BAM’s work is its focus on helping small automotive businesses integrate technology to become more efficient and competitive. By doing so, BAM is helping to bridge the technological gap that smaller companies often face, thereby leveling the playing field in the industry. We view this as an approach that aligns closely with SDG 9 (Industry, Innovation, and Infrastructure), as it promotes inclusivity within the market. This perspective led us to reflect on the importance of empowering smaller businesses—not just as a matter of fairness but as a strategic move to create a more resilient industry.

The Intersection of Innovation and Environmental Responsibility

BAM’s innovation isn’t limited to efficiency gains or productivity boosts; it’s grounded in sustainable practices that address pressing environmental issues. In particular, BAM’s work on electric vehicle (EV) technology is a clear nod to SDG 13 (Climate Action) and SDG 12 (Responsible Consumption and Production). The company’s emphasis on reducing waste and emissions aligns with global priorities on climate change, yet it also forces us to consider: Is sustainability in automotive manufacturing achievable on a large scale? BAM’s example suggests that it is possible, especially when businesses collaborate with suppliers and integrate eco-friendly technologies. As a team, we feel encouraged by BAM’s success and see it as proof that the industry can indeed move toward a greener future, though it will require a committed and unified approach.

Reflection on Business as a Force for Social Good

Through this project, we reflected on the role of businesses as agents of social good. BAM doesn’t just sell a product; it invests in research, partnerships, and ecosystems that promote broader societal benefits. We were particularly struck by the CEO’s remarks about the need to overcome resistance to change. This brought up questions about the responsibilities of leadership and the importance of empathy when implementing innovation. BAM’s approach to guiding hesitant businesses through digital transformation serves as a reminder that business leaders must understand their stakeholders’ fears and aspirations if they are to inspire real progress.

We found ourselves discussing how BAM’s public-private partnership model enhances its impact. With government support and alliances with companies like Mercedes-Benz and Siemens, BAM is better equipped to foster sustainable growth and create jobs. This model, we believe, is a compelling example of how collaborative structures can create more robust solutions to complex problems, including economic recovery and environmental sustainability.

The Takeaway: Business, Responsibility, and Long-term Value Creation

Our exploration of BAM’s innovation has deepened our understanding of what it means for businesses to prioritize social good. In reflecting on the story, we came to see that when companies go beyond profit and actively engage in solving societal issues, they not only contribute to a more stable economy but also create long-term value for themselves. For BAM, this means investing in sustainable technology and making sure that smaller companies aren’t left behind in the technological race. This approach not only strengthens BAM’s market position but also supports the broader goal of a sustainable, inclusive economy.

BAMs innovations within the automotive industry directly minimizes their impact on Anthropocene as they work to improve upon the efficiency and sustainability of automotive manufacturing. Not only does the Basque company build innovative technology to improve their development of vehicles, but they also facilitate collaboration and exchange of knowledge within the automotive industry. This exhibits the Basque leaders’ complete understanding of who their stakeholders are. By choosing to support and improve other automotive manufacturers, they reveal their understanding that these companies are necessary stakeholders (Shrivastava et al. 2019). By appreciating these stakeholders and providing them with innovative technologies to improve their sustainable consumption while improving their efficiency, Basque is supporting a more economically sustainable society. It is a common ply to appease potential customers that a company should be trusted and used due to their promises of implementing sustainable development goals within their operations. However, this is often just a façade as most organizations prioritize their profit and do not use the required resources to improve the companies SDGs (Cho et al. 2015). Shockingly, Basque is a company who not only acts upon their promises to improve the sustainability of automotive manufacturing by developing cutting-edge technologies. They also share these innovations amongst industry competitors to improve the overall quality of SDG implementation. The commitment to developing new techniques and technologies with the purpose of sharing them with other organizations indicates Basque’s ability to apply triple loop learning (Kurucz et al. 2013). Rather than primarily focusing on the improvement and incorporation of SDGs within BAM’s organizational practices, Basque takes it a step further to impact the entire automotive industry by changing the way in which all manufacturers operate. The Aim2Flourish global initiative for highlighting sustainable innovations within local organizations is an inspiring project, full of many mind-opening stories. However, perhaps the most impactful characteristic of the project is the opportunity to work with a group of students from across the globe. Culturally, certain differences were notable amongst the students within group 45. Primarily, there were varying degrees of professionalism with inter-group communication. Some students are straightforward and task-oriented when talking within the group while others are more expressive with their personality.Thankfully, all interactions within the group remained respectful and accommodating. With three different time zones, meetings were often difficult to organize. However, all team members made a strong effort to attend all meetings, relying on WhatsApp communications to supplement any lack of attendance. Group meetings were kept short in duration and focused on equally assigning tasks among group members, while allowing opportunities for any questions regarding the project requirements. An open line of communication was maintained on WhatsApp which provided a space for any questions or issues that arose throughout the project. This platform also allowed members to update the group with any time conflicts and the ability to reach out for help in completing a section of the project whenever necessary. Our understanding is that the businesses cannot only be self-serving; it also brings out challenges in what we do as there are some social aspects that need to be integrated into our business strategies. Our perspective is that sustainability is an aspect that should be built further within the strategies rather than be advanced towards as a secondary aspect when conducting a business. There are a lot of examples of businesses that succeed because they do the right thing and they can be told through our networks as we aim to dispute the whole idea of businesses prospering solely because of profits. The way we think encompasses what they would like to see in a couple of years when they take up positions of business leaders who make sure there is an ethical business culture with room for creativity and working across boundaries. In AIM2Flourish stories, we were coming from different backgrounds but it was inclusive and caring as we were working towards one goal. As part of the learning process, we have developed Individual Development Plans that are focused on effective communications, leadership and creative thinking with the endorsement of AIM2Flourish as having greatly contributed to the process. The transparent nature of the materials contributed to our comprehension and the readings about the innovative ideas aimed towards improvement of the society and environmental resources motivated us. In general, we believe that our study of the AIM2Flourish stories will significantly impact our decisions and activities as prospective entrepreneurs as they will always have a focus on society and not just profits.

Individual Reflections 

Naiara Caballero:

Working with this multicultural team has been a very enriching experience. At first, coordinating schedules among teammates in different time zones (Canada, Saudi Arabia, and Spain) was challenging, but we managed to organize ourselves by setting up a clear calendar that made teamwork easier. For Francisca and me, who share the same class schedule in Spain, it was simpler to coordinate with others and adapt to the time differences.

Virtual communication also presented some challenges. We had connection issues, and at times, some teammates took longer to join meetings, which occasionally affected the team’s rhythm. However, we stayed connected and managed to resolve all pending issues together, progressing without major difficulties.

Working with teammates from different cultures, such as Joud and Demma from Princess Noura University and Keira and Connor from the University of Guelph, brought fresh ideas and new perspectives. These diverse viewpoints made our solutions more creative and well-rounded. Additionally, having Francisca from my own university helped streamline coordination by sharing references and experiences in common.

I am truly enjoying this experience, and I look forward to seeing how our project develops. Not only have we collaborated effectively, but we’ve also had the chance to get to know each other and introduce ourselves. Working with my mother’s company has also made this experience both rewarding and special; it has been easier since we have direct contact and can access any necessary information quickly.

Francisca Montero:  

Participating in this AIM2FLOURISH project has been an eye-opening experience in both teamwork and global collaboration. One of the main challenges was managing the logistics of time zones and communication. It required flexibility and respect for everyone’s availability, which helped us develop an efficient rhythm for coordinating meetings. Creating a shared calendar and sticking to it was crucial in helping us overcome this hurdle, allowing us to maintain a clear communication despite language barriers.

What stood out most for me was the value of working within a culturally diverse team. Each teammate brought unique insights and approaches, enriching our discussions and making our final analysis of BAM’s sustainable initiatives more comprehensive. This diversity of perspectives broadened my understanding of the importance of sustainability, especially in an industry as impactful as automotive manufacturing. Analyzing BAM’s support for small businesses and its commitment to environmental practices allowed me to see firsthand how companies can contribute to both economic and environmental well-being. These discussions pushed me to think more critically about how businesses can create positive social change beyond profit.

Despite some technical issues and occasional delays, we found ways to stay connected and collaborative. The team’s adaptability and supportive nature made this experience fulfilling. I’m grateful to have been part of a project that not only expanded my perspective on sustainability but also strengthened my skills in global teamwork and cross-cultural communication. This experience has shown me the power of collaboration and has made me optimistic about the potential for business to be a force for good in the world

Joud Alrashed: I learned through AIM2FLOURISH experience that communication with cross-cultural teammates is difficult, especially when your linking language isn’t good enough. However, communication through WhatsApp makes it easier because you can translate the text. Also, my teammates were highly active ,I appreciate working with them, and we always give tips to each other, and not only my teammates made the whole experience easy, but also my professor and my classmates. I learned from them, especially the interview training class. I was able to help my other teammates with the interview questions, and the AIM2FLOURISH website has all the details that help us a lot through this experience. Also, I participated in the story part; it was fun, and I enjoyed learning more about cross-cultural companies, and I learned from others stories on the website about how to be creative and why sustainability is important for business.

Deema Alqahtani:

The virtual teamwork experience was both rich and challenging, as I had to navigate the complexities of cross-cultural communication and time zone differences. The initial process of coordinating the schedule was challenging; it taught me to be flexible, patient, and respect each member’s availability. The diversity of our team influenced the discussions as each individual had a different perspective that shaped our approach. When cultural influences left their mark on our interpretations, there were moments of conflict at times, but we faced those moments openly, which fostered deeper understanding and stronger collaboration. I learned the importance of active listening and clear, concise communication, things that have become truly critical to the foundation of our team’s success. Adapting to new tools and methods for virtual teamwork has made me more adaptable and confident in tackling such projects in the future. Overall, the experience taught me to embrace diversity and remain open-minded, skills that will carry over to future collaboration efforts.

Keira Reeves:

My experience within the Aim2Flourish project was positive overall. Communication was understandably the most difficult factor as navigating three different time zones as well as language barriers were often difficult. As a native English speaker, I wanted to ensure that my communications were clear and lacked any slang or unnecessary language. Although my teammates did not seem to have any issues understanding me, it has been an interesting experience that I will reflect on while working with any future international teams. To accommodate the differing time zones, group 45 heavily relied on WhatsApp to communicate as it allowed group members to speak without the active presence of the rest of the group. This allowed members to work on their sections of the project on their own timeline while allowing the rest of the team to catch up on any developments or conflicts once they were available. Although this was a fairly effective method of sharing information 24 hours a day, it quickly became disorganized. With multiple questions being asked at once it became difficult to streamline responses in a logical manner, resulting in the repetition of questions and answers. Ultimately, I am very grateful for the group I was placed in as I met some fantastic people who were committed to creating a high-quality product.

References

Shrivastava, P., Zsolnai, L., Wasieleski, D., Stafford-Smith, M., Walker, T., Weber, O., Krosinsky, C., & Oram, D. (2019). Finance and Management for the Anthropocene. Organization and Environment, 32(1), 26-40.

https://doi.org/10.1177/1086026619831451

Cho, C. H., Laine, M., Roberts, R. W., & Rodrigue, M. (2015). Organized hypocrisy, organizational façades, and sustainability reporting. Accounting, Organizations and Society, 40, 78-94. https://doi.org/10.1016/j.aos.2014.12.003

Kurucz, E., Colbert, B. A., & Wheeler, D. (2013). Reconstructing Value. Toronto, ON: University of Toronto Press. Chapter 3.