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  • 1. Snapshot on Sustainability and Organisational Change 1 “The views expressed herein are not necessarily the views of the Commonwealth, and the Commonwealth does not accept responsibility for any information or advice contained herein”.
  • 2. Contents • Steps on the journey: 3 A. Vision, Strategy and Commitment 5 B. Systems and Frameworks 7 C. Bottom-up and Ownership 9 D. Shared Responsibility and Values 11 • To Realise a Sustainability Strategy Staff Behaviour Needs to Change 13 • Behaviour Change is Achieved Through: Knowing, Wanting and Empowering 14 • Staff Engagement Ideas 15 • References/ Read more 16 2
  • 3. Steps on the journey A. Vision, Strategy and Commitment B. Systems and Frameworks C. Bottom-up Approach and Ownership D. Shared Responsibility and Values 3
  • 4. A. Vision, Commitment and Strategy Where do you want to go? How does this relate to sustainability? 4
  • 5. A. Vision, Strategy and Commitment • Develop a stimulating sustainability vision and a clear sustainability strategy connected to the company’s core business • Be totally committed to the vision and strategy 5
  • 6. B. Systems and Frameworks How are the building blocks related to the sustainability strategy? And to the motivations of employees? 6
  • 7. B. Systems and Frameworks Structure Strategy System Shared Values Unwritten Rules Style/ Skill Leadership Staff 7 The 7S McKinsey model
  • 8. B. Systems and Frameworks • Senior Management needs to develop systems and frameworks that enable sustainability • Systems thinking needs to be stimulated • Build in reporting and measuring • Celebrate, reward and shame 8
  • 9. C. Bottom-up approach and ownership 11 9
  • 10. C. Bottom-up approach and ownership • Drive a bottom-up approach • Respect/trust staff to give them the space/authority to integrate sustainability into their normal work • Harness people’s enthusiasm and focus their attention • Respect what has been done historically 10
  • 11. D. Shared Responsibility and Values 13 11
  • 12. D. Shared Responsibility and Values • To be successful you need a connection and input from everyone • Use creative internal communication • Align sustainability programs with company’s values and core business programs 12
  • 13. To activate your sustainability strategy, staff behaviour needs to change Vision Strategic Target Groups: Priorities What behaviour is required? Values Managers Change Agents Staff … … … Innovation … … … … … … Team work … … … … … … Etc. … … … 13 Based on ‘’Culture Trainings Workshop” Boer and Croon Oct 2003
  • 14. Behaviour Change is Achieved Through: Knowing, Wanting and Empowering Mobilising Talent: Knowing, Wanting, Being empowered Knowing Talent Mix: •Does the organisation have clear strategic priorities? Recruiting, Retaining and Dismissing •Are these priorities clearly communicated? •Do staff understand what the strategic priorities mean for their daily work? Are they internalised in KPI’s? Recruiting Are staff recruited with the right values and skills Wanting at the right levels? •Do staff want to make the desired shift? •Are staff involved with the formulation of targets? •Do senior staff provide the right example? Retaining •Does the company’s culture support behavioural change? Are people retained within the organisation? •Are staff rewarded in line with the priorities? (through material and/or emotional means) Being empowered •Which skills and tools are necessary? Dismissing •Do employees have correct and sufficient responsibilities? Is the company dismissing people who are •Do the company’s systems and structure empower employees opposing the sustainability strategy? to execute the strategic priorities? •Does the organisation have the right staff to realise the sustainability strategy? 14 Based on ‘’Culture Trainings Workshop’ Boer and Croon Oct 2003
  • 15. Staff Engagement Ideas - examples from business • Ecological footprint calculations Invited staff to participate for the past 2 years - there was a significant increase in participation the second year and the average footprint decreased - it was also a good measure for individual staff to drive change. • Harvest day Staff organised a harvest lunch where they asked all staff to bring in produce they had grown at home, fruit, vegetables, flowers. It was a successful way to encourage discussion about their gardens, worm farms, sharing of ideas and food and increase staff morale. • Hired actors to do a skit about paper consumption in the office – this was a great engaging activity – element of surprise and even staff who missed out heard about it. • Example of a disincentive for behaviour change After auditing over a month and reminding staff to turn off computers one evening a black balloon was left on the desk of any staff member who didn’t turn off their computer at night – the balloon represented a kilo of CO2 and followed a public campaign with a similar icon. This was an obvious disincentive for staff and the reduction in energy consumption was significant. 15
  • 16. References/ Reading more • Baker, Angela and Andrew Stanton. How Organisational Change is Contributing to a Sustainable Bushfire Program. Nature Conservation Council of NSW. Feb. 2004 • Dunphy, D., A. Griffıths and S. Benn. Organizational Change For Corporate Sustainability: A Guide For Leaders and Change Agents of The Future. London: Routledge. 2003 • Hechtman, M. Candidates now searching for greener pastures. The Australian Financial Review 29 Feb. 2008. p. 68 • Hunting, SA and D. Tilbury. Shifting Towards Sustainability. Six Insights into successful organisational change for sustainability. Australian Research Institute in Education for Sustainability (ARIES) for the Australian Government Department of the Environment and Heritage. 2006 • Lyon, David. How can you help organization change to meet the corporate responsibility agenda? In: Corporate Social Responsibility and Environmental Management. Volume 11, Issue 3 , 3 Sep 2004. P.133-139 • Schein, Edgar H. The Corporate Culture Survival Guide: Sense and Nonsense about Culture Change. San Francisco: Jossey-Bass. 1999 • Scott-Morgan, Peter B. Removing Barriers to Change: The Unwritten Rules of the Game. Prisim, Q4, pp.5-18, 1993 • Smythe, John. The democratization of strategy and change: headlines from a recent study into employee engagement. Communication World, March-April, 2005 • The McKinsey 7S Framework. Ensuring that all parts of your organization work in harmony. For more information please contact: Total Environment Centre - Green Capital Irmine van der Geest/ Danielle Domone +61 2 9261 3566 16