Putting it into Action Vision, baseline and creating a plan

Creating a vision / statement of intent Baseline – Where are you now? Brainstorming actions Creating a Plan Now do...

” Backcasting” from your vision Time Vision Purpose Core values Sustainability principles Strategic goals Action program Part-time goals TIME? Backcasting

Baseline - where are you now? Enable you to see what your organisation or business looks like today. Analyse current operations as part of the larger system. Compile information about the patterns and resource flow in relation to and through your organisation or business. Copyright © BusinessLAB Ltd 2008, adapted from The Natural Step Understand Vision Baseline Plan / do Measure

Enable you to see what your organisation or business looks like today.

Analyse current operations as part of the larger system.

Compile information about the patterns and resource flow in relation to and through your organisation or business.

Common approach Source: Qualmark Green Self Assessment for Business

Copyright © The Natural Step Supply chain systems Whole System Seeing the whole picture

The Organisational System Copyright © The Natural Step What is left from the customer? What do we deliver? Earlier stages in the supplier chain Use of product/service What do we depend on? What is left? 2 3 Energy Water Transport Land, Building, Equipment Investment People Products Services Waste By-products 1

Energy

Water

Transport

Land, Building, Equipment

Investment

People

Products

Services

Waste

By-products

How to re-design Identify the potential to work towards eliminating the violations to the systems conditions. Identify where the business can change it’s process of business and production from a linear to a cyclical process. Understand the demand from the consumer to ensure that the business is fulfilling the demand and eliminating waste from it’s processes.

Identify the potential to work towards eliminating the violations to the systems conditions.

Identify where the business can change it’s process of business and production from a linear to a cyclical process.

Understand the demand from the consumer to ensure that the business is fulfilling the demand and eliminating waste from it’s processes.

Case study: Interface Carpets Global company – Interface Inc NZ franchise – Interface NZ Sustainable, design-led flooring systems http://www.interfacenz.com/

Global company – Interface Inc

NZ franchise – Interface NZ

Sustainable, design-led flooring systems

http://www.interfacenz.com/

Providing sustainable, design led flooring solutions Goals – Interface Carpets

Towards Sustainable Practice Plan / Do

Outline Plan - set strategy Designing Prioritising Questions Case Study: Whistler Pipe Line Prioritising Actions Short term, medium term and long term Do – take action Understand Vision Baseline Plan / do Measure

Plan - set strategy

Designing

Prioritising Questions

Case Study: Whistler Pipe Line

Prioritising Actions

Short term, medium term and long term

Do – take action

Four Prioritising Questions (Criteria) Does this initiative move us toward our shared Vision of Success and Sustainability objectives ? Will this initiative deliver change in time ? Is the initiative a good investment ? Does the initiative present a flexible platform for further movement toward Success in the future? 2 3 1 4 1 3 2 4

Do – Take Action! Don’t get stuck in strategy. Step by step take action towards your vision. Strategic planning is only helpful as long as the strategy is implemented. Please note, although it is not covered in this course it is not only important in understand the framework for sustainable practice but also the management practices and processes that must be used for the application of the framework. As recommended at the front of the course and available in M5: Optional Reading, the 5 th Discipline by Peter Senge is particularly helpful.

Don’t get stuck in strategy. Step by step take action towards your vision.

Strategic planning is only helpful as long as the strategy is implemented.

Please note, although it is not covered in this course it is not only important in understand the framework for sustainable practice but also the management practices and processes that must be used for the application of the framework.

As recommended at the front of the course and available in M5: Optional Reading, the 5 th Discipline by Peter Senge is particularly helpful.