The rural sector in Colombia faces significant challenges in terms of strategic planning and productivity, which translate into high rates of multidimensional poverty. According to the DANE, only 17% of the productive population receives technical assistance, and more than 85% are small producers, indicating that planning tools at the national and departmental levels suffer from ineffective implementation and their applicability is insufficient to drive significant growth in the national GDP indicators, which barely exceed 7%. It is important to highlight that in Colombia, there are few successful cases of associativity that achieve a prominent business level and fulfill the social purpose for which they were created. This is due to a lack of professionalism in the administrative management of resources and sound decision-making. It is crucial to understand that associations are businesses and, as such, must be managed to compete in the market and achieve sustainable annual growth, all in compliance with new government regulations, for which many associations are unprepared. Additionally, it is necessary to adapt to changes arising from tax reform, free trade agreements, and the commercial challenges of globalization dynamics. In this context, cooperativism has emerged as a strategy to generate value and productivity in the rural sector, contributing to the efficiency of production costs for its members, technification, and access to public-private cooperation resources. In my presentation, I will focus on this latter part, drawing on my work experience in the solidarity sector (associations and cooperatives). Considering multiple factors that influence the success of the associative model, I will prioritize the most relevant ones. The Colombian solidarity sector is fundamental and becomes an opportunity for the country's development, and it is in this context that territorial foresight with an agro-industrial focus gains great importance. In seeking to contribute professionally to the rural sector, the need arises to establish a differential cooperative model that has a significant impact on its development. The impact of this cooperative organization goes beyond improving the quality of life of its members, as it aims to meet the needs of the territories and community organizations by creating a useful and productive organization, facilitating the cohesion of community interests, thus strengthening governance systems, conflict resolution, and building trust to positively impact the action environment. These aspects, along with professional practices focused on administrative and economic systems, are fundamental to ensuring the sustainability of associative models. Additionally, special attention must be given to the transversal factors that ensure the viability of these models, such as marketing and setting fair prices. In summary, the solidarity sector plays a crucial role in rural development by promoting cooperation, sustainability, productive equity, and fair trade for the dignity of rural labor. A key factor for the success of the cooperative model is its ability to articulate with public, private, and ONG entities, which becomes a distinctive competitive advantage. However, it is essential to recognize the crucial role of the human factor, management, and leadership in understanding the needs of communities or organizations. This involves knowledge in budget planning, action plans, and investment evaluation, to measure the economic impact and return on investments made in agricultural organizations. It is essential to understand that economic sustainability does not solely depend on management and project formulation with external resources. Therefore, strategies for autonomy must be generated and continuous internal strengthening processes carried out. Experience in the associative sector reveals the diversity of cooperative and associative models, and public policies encourage rural communities to opt for this system to organize themselves. However, this model cannot function in isolation; professional leadership is required that understands, from a technical, administrative, and financial perspective. In a country with multiple needs in rural areas, such as generational succession problems, access road limitations, production costs, and labor availability, it is crucial that agricultural professionals recognize the opportunity to participate in administrative, financial activities, and project formulation. Rural entrepreneurship led by communities, which represent the majority, not only offers professional growth opportunities but also highlights the low economic valuation of professionals in this field. It is often perceived that the best professional scenario is found in the commercial activities of large companies, without considering that the Colombian rural sector possesses a great opportunity from the global food demand and conservation of productive activities. It is recognized that the Colombian productive sector is in a stage of evolution towards technification and specialization. Therefore, it requires interdisciplinary professionals accompanied by associative models to jointly enhance the sector's opportunities. [ABSTRACT FROM AUTHOR]