Sustainable development Initiative

Successfully Implementing a Sustainable Development Initiative Or how to achieve behavioural change

Setting the scene: organisations are bombarded with changes * IBM « The enterprise of the future » survey, 2009 ** last survey to date: McKinsey, 2008 How to implement in-depth change and avoid « greenwashing »? 80% of CEO’s* see significant changes ahead. Surveys regularly show that only 30% ** of change initiatives actually succeed. The failure causes are known: lack of leadership support, “project of the month” syndrome, lack of staff engagement , poor communication of project benefits, all of which can potentially also jeopardise a sustainable development initiative.

Company culture:
« The way we do things around here »
Habits:
Switch off lights and equipment when leaving premises
Travel by train rather than by plane
Put SD on the agenda of every staff meeting
Meet virtually rather than physically
Decisions:
Set ambitious CO2 reduction targets
Invest in a more environmentally friendly production tool
Sustainable Development Culture Behaviours that contribute to improve the environnemental impact of the business

“… I see my managers and peers going through their personal change process ” “… I understand the meaning and the benefits of a SD initiative, for me, my team and the company ” “… I can acquire the skills that will enable me to carry out my new SD responsibilities and tasks” “… our organisation, systems and tools enable me to operate and carry out specific SD tasks ” Role-modeling Understanding Mechanisms “ I’ll change my behaviour if …” Skills What makes people change behaviour? Behavioural change requires a joint top-down and bottom-up approach Communication, recognition Training & Development Process & Systems Engineering Leadership

Assess the chances of success of your SD initiative: Change Capacity® iCC = Ih S + A Change Capacity Index= your chances of success Human impact of the SD initiative/policy Strategic Fit of the SD initiative/policy Attractiveness of the SD initiative/policy to the stakeholders Io Organisational impact of the SD initiative/policy x Compared to other business projects, a sustainable development initiative has the advantage of being generally attractive to stakeholders and increasingly in line with the business strategy.

Performance Management People Engagement Project Steering Organisational Alignment Realising Change Structuring your SD initiative Visioning Change Make the change a project with a team, objectives and results planning Involve, empower and train people Measure, monitor and analyse the results of the change Adapt the organisational structure, processes and systems to the change

Contact Lyon Plaza, 93 rue de la Villette, 69003 Lyon, France +33 (0)4 20 10 25 25 / +33 (0)6 14 03 96 69 [email_address] www.appetiteforchange.net Good practices, cases, interviews, methods and tools change management blog Get in Touch

Sustainable development Initiative

by Christophe Lastennet on Nov 16, 2009

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