Collaborating for Sustainability
- Making the Difference –
The Past, Present & Future of
Alliances for Sustainable
Capital...
Collaboration
Hannah Jones: Nike's global head
of sustainability and innovation
"We believe that the innovations

required to create the...
Mark Parker: CEO, Nike
"Our future depends heavily
on innovation, collaboration
and transparency."

4
Paul Polman, CEO Unilever

“In areas where big breakthroughs

are needed, we must step up joint
working with others.”

5
Business-led CR coalitions
 “independent, non-profit distributing membership
organisations that are composed mainly or ex...
8
Coalitions by 1990

Business-led CR coalitions by 1990

9
Global field builders

10
Business-led CR coalitions by 2000

11
Business-led CR coalitions today

12
Industry and issue-specific

13
Industry and issue-specific
coalitions:
 Incubated by or hosted within generalist coalitions
 Within a broader trade and...
Multi-stakeholder initiatives
 “Non-profit distributing organisations concerned
with corporate responsibility in which bu...
Roles coalitions typically play
 Make business case
 Develop agenda
 Identify and disseminate good practice

 Build-ca...
Strategic Focus of Organisation

A very important focus (4 + 5)

Not at all a focus (1 + 2)

Business operations

85

Supp...
Safe space to think through extreme
events: Telecommunications Industry
Dialogue on Freedom of Expression and
Privacy

18
Agenda for action
 Helping individual companies to overcome
the “performance gap” and to embed
responsible business polic...
Agenda for action
 Working with governments and
advocating for progressive
public-policy reforms
 Improving the financia...
How can member companies
make most of their membership
of coalitions?
 Map and segment
 Prioritise
 Regularly review wi...
Characteristics of a good partner

What does it take to be a good
partner?
The Partnering Initiative

22
Partnering is an ‘Art’ and a
‘Science’






Insight / imagination / feeling
Vision (of the future)
People skills
Rel...
A partnering mindset...
Requires an openness to move from your own individual needs /
constraints / issues towards conside...
A partnering mindset...
 Flexibility and a willingness to compromise where possible
(while being clear about boundaries)....
A partnering skill set...
 Ability to listen actively, put yourself into other people‟s
shoes, and understand the real in...
David Grayson - Corporate Responsibility Coalitions - Oct 2013
David Grayson - Corporate Responsibility Coalitions - Oct 2013
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David Grayson - Corporate Responsibility Coalitions - Oct 2013

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The Past, Present, and Future of Alliances for Sustainable Capitalism

Prof David Grayson CBE
Director: The Doughty Centre for Corporate Responsibility,
Cranfield School of Management, UK

University of Surrey - Lunchtime Seminar, 23 Oct 2013

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David Grayson - Corporate Responsibility Coalitions - Oct 2013

  1. 1. Collaborating for Sustainability - Making the Difference – The Past, Present & Future of Alliances for Sustainable Capitalism David Grayson University of Surrey Oct 2013
  2. 2. Collaboration
  3. 3. Hannah Jones: Nike's global head of sustainability and innovation "We believe that the innovations required to create the future won't come from a single source. Not from science. Not from technology. Not from governments. Not from business. But from all of us. We must harness the collective power of unconventional partnerships to dramatically redefine the way we thrive in the future." 3
  4. 4. Mark Parker: CEO, Nike "Our future depends heavily on innovation, collaboration and transparency." 4
  5. 5. Paul Polman, CEO Unilever “In areas where big breakthroughs are needed, we must step up joint working with others.” 5
  6. 6. Business-led CR coalitions  “independent, non-profit distributing membership organisations that are composed mainly or exclusively of forprofit businesses;  that have a board of directors composed predominantly or only of business people;  that are core-funded primarily (or totally) from business;  and whose dedicated purpose is to promote responsible business practice.” 7
  7. 7. 8
  8. 8. Coalitions by 1990 Business-led CR coalitions by 1990 9
  9. 9. Global field builders 10
  10. 10. Business-led CR coalitions by 2000 11
  11. 11. Business-led CR coalitions today 12
  12. 12. Industry and issue-specific 13
  13. 13. Industry and issue-specific coalitions:  Incubated by or hosted within generalist coalitions  Within a broader trade and industry association  Independent business-led coalitions dedicated to specific industry or issue  Multi-stakeholder issue-specific coalition with strong business leadership 14
  14. 14. Multi-stakeholder initiatives  “Non-profit distributing organisations concerned with corporate responsibility in which businesses are involved but are not predominant in membership, funding and/ or governance and accountability.”  e.g. Marine Stewardship Council, Extractives Industry Transparency Initiative, Refrigerants Naturally 15
  15. 15. Roles coalitions typically play  Make business case  Develop agenda  Identify and disseminate good practice  Build-capacity  Broker  Direct delivery 16
  16. 16. Strategic Focus of Organisation A very important focus (4 + 5) Not at all a focus (1 + 2) Business operations 85 Supply chain 75 Environment 10 75 Workplace practices 15 71 Community 10 65 Responsible marketing Philanthropy 8 8 37 15 38 71 Q3aa. Please rate how much of a strategic focus your organisation has in each of the following areas. Please use the 5-point scale provided, where 1 is “not at all a focus” and 5 is “a very important focus”. 17
  17. 17. Safe space to think through extreme events: Telecommunications Industry Dialogue on Freedom of Expression and Privacy 18
  18. 18. Agenda for action  Helping individual companies to overcome the “performance gap” and to embed responsible business policies and practices into the core of their corporate strategy, operations and value chains  Promoting pre-competitive collective action within specific industry sectors, geographies and value chains to drive scale and systemic impact  Convening companies to be part of more systemic and large-scale multi-sector collaboration between business, government and civil society organizations  Spreading innovation from key emerging markets  Engaging with small and medium enterprises 19
  19. 19. Agenda for action  Working with governments and advocating for progressive public-policy reforms  Improving the financial enabling environment  Partnering with business schools and universities  Raising public awareness and spreading the practice of sustainable consumption  Promoting a new vision for sustainable capitalism 20
  20. 20. How can member companies make most of their membership of coalitions?  Map and segment  Prioritise  Regularly review with each coalition  Link to management development  But – all depends on CR function being integrated within business! 21
  21. 21. Characteristics of a good partner What does it take to be a good partner? The Partnering Initiative 22
  22. 22. Partnering is an ‘Art’ and a ‘Science’      Insight / imagination / feeling Vision (of the future) People skills Relationship building Personal engagement • • • • Technical knowledge Critical analysis / thinking Measurement Admin / project / financial management 23
  23. 23. A partnering mindset... Requires an openness to move from your own individual needs / constraints / issues towards consideration from the perspective of the partnership as a whole 24
  24. 24. A partnering mindset...  Flexibility and a willingness to compromise where possible (while being clear about boundaries).  A willingness to work outside „business as usual‟ and open to more innovative ideas  Ability to be transparent about real interests, needs, and constraints  Openness to self-reflection and to change  A humility that others may have better answers than you  Being comfortable to give up autonomous decision-making  Drive / tenacity  Self-awareness 25
  25. 25. A partnering skill set...  Ability to listen actively, put yourself into other people‟s shoes, and understand the real interests, needs, and constraints of the others  Ability to communicate your organisation‟s own interests, needs, and constraints  Relationship-building and trust-building ability  Ability to distil and synthesize views  Achieving balance between your organisation‟s own interests and the furtherment of the partnership  Interest-based negotiation  Well-researched about other partners and context 26

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