Why should start-ups consider environmental sustainability and how? Better by Measure, a class from the Products of Design masters program at the School of Visual Arts (http://productsofdesign.sva.edu), explores how startups can build value by critically embracing civic, environmental, and human health challenges. The course is taught by Jen van der Meer (@jenvandermeer) and Rebecca Silver (@rgsilver).
4. WHAT IS CORPORATE SUSTAINABILITY STRATEGY?!
What is sustainability strategy?!
!
Why is it important?!
!
How does it tie to your core business strategy?!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
4!
5. EVOLUTION OF SUSTAINABILITY STRATEGY!
From its origins: ENVIRONMENTAL HEALTH & SAFETY (EH&S)!
• Activities: Legislation compliance, safety, managing averse events!
• Structure: Separate department within companies; likely tied to legal department!
!
To current paradigm: CORPORATE SOCIAL RESPONSIBILITY (CSR)!
• Activities: Corporate Giving, risk avoidance & management, marketing (creation of
good will), influencing regulation, reporting, auditing of suppliers!
• Structure: Separate department in company under diverse array of functions; small
team or single actor!
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5!
6. WE’RE EVOLVING SUSTAINABLE STRATEGY TO MATCH
EVOLVING ECONOMIC THEORY!
FROM: “The social responsibility of
corporations is to increase profits.” !
– Milton Friedman, 1970!
!
!
TO: Businesses must reconnect company
success with social progress. Shared value is
not social responsibility, philanthropy, or even
sustainability, but a new way to achieve
economic success. It is not on the margin of
what companies do but at the center. We believe
that it can give rise to the next major
transformation of business thinking.!
– Michael Porter, Harvard, Author – Creating Shared Value!
!
$
FOR PROFIT!
for… profit!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
6!
$
FOR PROFIT!
out to change the world!
7. BETTER BY MEASURE’S APPROACH!
Future paradigm: SUSTAINABLE BY DESIGN!
• Activities: !
• Sustainability strategy tied to core company strategy & value proposition!
• Holistically engaging societal needs to better serve customer!
• Focusing on sustainability as an opportunity to innovate!
• De-coupling Resource use from financial growth!
• Designing for resiliency!
• Positively contributing to shareholder value!
!
• Structure: Priorities set by senior leadership; all departments responsible for ensuring
sustainability goals/values are met and for advancing agenda; suppliers aligned with
customer’s sustainability mission!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
7!
8. GOALS OF CORPORATE SUSTAINABILITY STRATEGY!
1. Maximizing positive impact, including:!
• Lens to develop new more sustainable products, services and revenue streams!
• Improving product/service quality!
• Saving money via efficiency!
• Building customer goodwill and attracting new customers!
• Building relationships with partners, i.e. suppliers!
• Building relationships with external stakeholders, i.e. NGOs, communities !
• Avoiding pending legislation & shaping legislation!
• Attracting and retaining employees!
2. Avoiding unintended consequences, including:!
• Supply chain disruptions!
• Negative financial impacts!
• Negative consumer perceptions!
• Lifecycle burden shifting & Jevons paradox (rebound effect)!
• Regulations/legislation!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
8!
9. LEAN APPROACH TO BUILDING SUSTAINABILITY STRATEGY!
ENVIRONMENTAL, SOCIAL, AND HUMAN HEALTH IMPACTS ARE AN
OPPORTUNITY FOR BUSINESS VALUE CREATION. THEREFORE: !
• Your sustainability goals should be considered upfront and intrinsically tied to your
value proposition!
• View of the customer (via customer discovery) must include holistic view of their
surrounding environment and community needs!
• You should pivot and shift your sustainability strategy in tandem with your business
strategy, in ways that are agile and resilient !
• As your company grows and your concept is proven your sustainability strategy should
also be refined and solidified!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
9!
10. BUILD SUSTAINABILITY INTO CUSTOMER DISCOVERY!
BETTER BY MEASURE CUSTOMER DEVELOPMENT MODEL!
STOP STOP STOP
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
10!
BETTER BY FOCUS!
MEASURE!
Eco/Social
Hypothesis
Testing:!
By delivering your
value proposition,
what ecological/
social values are
created/eroded and
how does this effect
the customer?!
Designing for
Sustainable
Growth:!
How might different
growth scenarios
affect ecological/
social value
creation/erosion? !
!
Measuring Eco/
Social Outcomes:!
How can we
measure and
sustain or improve
environmental/
social outcomes of
corporate
activities?!
Co-Creating Eco/
Social Solutions:!
Can you co-create
value which
addresses both
customer needs and
ecological/social
values?!
!
- The Four Steps to the Customer Epiphany by Steve Blank!
Customer
Discovery!
Customer
Creation!
Customer
Validation!
Company!
Building!
Pivot!
11. WHEN IN BUSINESS FORMATION & GROWTH SHOULD YOU
CONSIDER SUSTAINABILITY STRATEGY?!
Early Stage! IPO!
1
3
2
4
3
3
3
4
4
4
Revisit sustainability strategy at strategic inflection points: !
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11!
REVENUE!
TIME!
Break Even!
Later Stage!
1st!
2nd!
3rd!
Mezz-anine
!
Angels, FFF!
Seed Stage!
6
Public
Market!
VCs, Acquisitions & Mergers, !
Strategic Alliances !
Valley of Death!
Secondary
Offerings!
1. At launch, when determining value
proposition!
2. When pivoting your business strategy!
5
4. When planning for growth or making
major capital investments !
5. Before official public launch!
6. When considering 3. Before funding rounds! secondary offerings!
12. IDENTIFYING KEY IMPACTS WITHIN YOUR BUSINESS MODEL!
BASE OF T: WHAT A COMPANY DOES!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
IMPACTS FROM HOW A !
COMPANY DOES WHAT THEY DO!
12!
TOP OF T: HOW A COMPANY DOES WHAT THEY DO!
Initiatives which allow value proposition to be delivered:!
• Positive impacts a company is is intentionally or
unintentionally creating, or !
• Negative impacts a company is intentionally or
unintentionally mitigating or adapting to!
• Ideally sustainability initiatives/positive impacts should
reinforce value proposition!
• Prevention of impact creation in other areas of business!
IMPACTS FROM !
WHAT A COMPANY DOES!
Initiatives embedded in value proposition:!
• Positive impacts a company is intentionally creating, or !
• Negative impacts a company is intentionally mitigating
or adapting to!
13. METHODOLOGY ALIGNS WITH BUSINESS MODEL CANVAS!
BASE OF T: WHAT A COMPANY DOES!
!
Value Proposition: As function of product or
service delivered to customers!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
IMPACTS FROM HOW A !
COMPANY DOES WHAT THEY DO!
13!
TOP OF T: HOW A COMPANY DOES WHAT THEY DO!
Revenues & Customer Segments: As
(un)intended behavior change resulting from
customer use/consumption of service!
Distribution Channels & Key Activities:
Embedded in operations (supply chain &
facilities)!
Key Resources & Strategic Partners:
Investment (via direct investment or
purchase of goods/services)!
Cost Structure & Corporate
Relationships: Corporate giving & policy!
IMPACTS FROM !
WHAT A COMPANY DOES!
14. WHEN A SUSTAINABILITY STRATEGY FAILS!
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14!
“Greenwashing” rather than
developing full strategy!
Example: British Petroleum’s
troubled rebrand as “Beyond
Petroleum”!
Sustainability isn’t tied to core
product offering/value
proposition!
Example: Boxed water focuses
on sustainable packaging
attributes rather than on their
core product: “water”;
concentrated laundry detergent
incentivizes over dosing!
15. WHEN A SUSTAINABILITY STRATEGY FAILS!
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15!
Primary sustainable goals
set, but other impacts
created across operations!
Example: Walmart’s positive
environmental force but
negative labor issues, the poor
eROI of corn ethanol!
Companies with full T strategy
Example: Patagonia’s
comprehensive approach to
environmental sustainability!
16. FOCI OF SUSTAINABLE STRATEGY!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
16!
2. DIRECTLY
MITIGATE
NEGATIVE !
IMPACTS!
1. HELPS
SOCIETY ADAPT
TO NEGATIVE
IMPACTS
(CAUSED BY
OTHERS) !
3. INDIRECTLY
MITIGATE
NEGATIVE!
IMPACTS!
6. AND AVOID
CREATION OF !
NEGATIVE
IMPACTS!
4. DIRECTLY
CONTRIBUTES
TO POSITIVE
IMPACTS!
5. INDIRECTLY
CONTRIBUTES
TO POSITIVE
IMPACTS!
17. CREATING POSITIVE AND ABATING NEGATIVE IMPACTS!
1. HELPS SOCIETY ADAPT TO NEGATIVE IMPACTS (CAUSED BY OTHERS) !
• Example: “Agro-Ecology” can adapt agricultural systems in readiness for climate change!
2. DIRECTLY MITIGATE NEGATIVE IMPACTS!
• Example: Wello’s WaterWheel eases burden on women!
3. INDIRECTLY MITIGATE NEGATIVE IMPACTS!
• Example: Space sharing via Airbnb may lead to energy, water & waste impact reductions!
4. DIRECTLY CONTRIBUTES TO POSITIVE IMPACTS!
• Example: Voluntourism projects benefit communities in host communities!
5. INDIRECTLY CONTRIBUTES TO POSITIVE IMPACTS!
• Example: Twitter & Facebook facilitate “Arab Spring”!
6. AND AVOID CREATION OF NEGATIVE IMPACTS (BOTH DIRECT & INDIRECT)!
• Example: CVS and other pharmacies ban sales of tobacco products!
!
!
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17!
18. BRINGING IT BACK TO THE CUSTOMER!
Your overall sustainability strategy must positively
reinforce your core value proposition (creating virtuous
feedback loops) and focus on benefits to the customer.!
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18!
19. START BY BUILDING HYPOTHESES ABOUT YOUR IMPACTS !
BUILDING THE BASE OF YOUR T BY INTEGRATING FRAMEWORKS: !
Exploring impact categories as opportunity for
improvement (presented last week)!
!
Using value proposition canvas to look for strategic
opportunities for positive sustainable impact!
!
Set goals using changing values framework &
systems map!
!
!
!
Using adapted business model canvas !
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
19!
SOCIAL !
IMPACTS!
HEALTH!
IMPACTS!
ENVIRONMENTAL !
IMPACTS!
BUILDING THE TOP OF YOUR T !
!
20. WHAT IMPACTS SHOULD YOUR BUSINESS FOCUS ON?!
SOCIAL !
IMPACTS!
HEALTH!
IMPACTS!
ENVIRONMENTAL !
IMPACTS!
AIR POLLUTION!
ENERGY & CLIMATE CHANGE!
LAND/BIODIVERSITY LOSS!
RESOURCE USE & WASTE!
WATER POLLUTION!
WATER USE!
ECONOMY & FINANCE!
EDUCATION!
EMPOLYMENT & WORKERS’ RIGHTS!
HUMAN RIGHTS & JUSTICE!
POLICY & ADVOCACY!
SOCIAL RIGHTS & SAFETY!
COMMUNICABLE DISEASE!
FOOD & NUTRITION!
MATERNAL & CHILD HEALTH!
NON-COMMUNICABLE DISEASE!
OCUPATIONAL & !
ENVIRONMENTAL HEALTH!
WATER & SANITATION!
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21. BASE OF YOUR T: VALUE PROPOSITION CANVAS!
BY DELIVERING YOUR VALUE PROPOSITION, WHAT WOULD BE THE
IMPLICATIONS FOR SOCIETY, HEALTH, THE ENVIRONMENT !
(THE POSITIVE AND NEGATIVE OUTCOMES OF THE SYSTEM)!
SOCIAL IMPACTS! HEALTH IMPACTS!
GAIN CREATORS!
ENVIRONMENTAL !
IMPACTS!
Describe how your products and services create
customer gains.!
!
How do they create benefits your customer
expects, desires or would be surprised by,
including functional utility, social gains, positive
emotions, and cost savings?!
!
Rank each gain your products and services
create according to its relevance to your
customer. Is it substantial or insignificant? For
each gain indicate how often it occurs.!
PAIN REIEVERS!
GAINS!
PAINS!
Describe what a specific
trying to get done. It could
complete, the problems
they are trying to solve, or
the needs they are trying
CUSTOMER JOB(S) !
List all the products !
and services your value
proposition is built around.!
!
Rank all products and
services according to their
importance to your
customer. Are they crucial
or trivial to your customer?!
PRODUCTS & SERVICES!
Describe how your products and services
alleviate customer pains. How do they eliminate
or reduce negative emotions, undesired costs
and situations, and risks your customer
experiences or could experience before, during,
and after getting the job done?!
!
Rank each pain your products and services kill
according to their intensity for your customer. Is it
very intense or very light?!
!
For each pain indicate how often it occurs. Risks
your customer experiences or could experience
before, during, and after getting the job done?!
Which products and services
do you offer that help your
customer get either a
functional, social, or emotional
job done, or help him/her
satisfy basic needs?!
!
Which ancillary products and
services help your customer
perform the roles of:!
• Buyer!
• Co-creator!
• Transferrer!
Describe the benefits your customer expects,
desires or would be surprised by. This
includes functional utility, social gains,
positive emotions, and cost savings.!
!
Rank each gain according to its relevance to!
your customer. Is it substantial or is it
insignificant? For each gain indicate how
often it occurs.!
Describe negative emotions, undesired costs
and situations, and risks that your!
customer experiences or could experience
before, during, and after getting the job done.!
!
Rank each pain according to the intensity it!
represents for your customer.!
Is it very intense or is it very light.?!
For each pain indicate how often it occurs.!
customer segment is
be the tasks they are
trying to perform and
to satisfy.!
Besides trying to get a core job done, your
customer performs ancillary jobs in different
roles. Describe the jobs your customer is
trying to get done as: Buyer, Co-creator,
Transferrer!
!
Rank each job according to its !
significance to your customer. !
Is it crucial or is it trivial? !
For each job indicate !
how often it occurs.!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 ! 21!
22. BASE OF YOUR T: VALUE PROPOSITION CANVAS!
GAIN CREATORS!
How do your products &
services create positive
environmental, social and
health gains?!
!
How do they create benefits
for your customers (either
directly or indirectly)?!
PAIN REIEVERS!
Which !
products &
services do you
offer that help
the environment,
society, or
human health?!
PRODUCTS &
SERVICES!
How do your products &
services mitigate/help
customers adapt to negative
environmental, social and
health impacts or eliminate
risks for customers (either
directly or indirectly)?!
SOURCE: Canvas concepts developed by Alexander Osterwalder!
GAINS!
PAINS!
Describe the
specific
environmental,
social and
health problems
they are trying
to solve or…!
CUSTOMER JOB(S) !
Describe the environmental,
social and health benefits
your customers expect,
desire or would be
surprised by.!
Describe the negative
environmental, social and
health impacts your
customer experiences or
could experience before,
during, or after getting the
job done.!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 ! 22!
!
!
needs they are
trying to satisfy.!
23. BASE OF YOUR T: CHANGING VALUES FRAMEWORK!
GOAL: Designing with the end in mind; USEFUL FOR: Long-term goal setting!
!
1. Map the system for your product/service!
2. Define goals: Outline your desired financial, environmental, social and health
outcomes/goals. Be specific in terms of what social/environmental/health issues you
think you might be able to address and how these can POSITIVELY relate to each
other (these should inherently align with your company’s values & value
proposition).!
3. Determine preconditions: Via your systems map and through customer discovery,
determining which preconditions need to be achieved to reach the desired outcome.
Consider where tradeoffs might occur.!
4. Define interventions: Evaluate the preconditions to see which leverage points are
ripe for business intervention; build a hypothesis about which opportunity should your
company/organization should engage in and test it.!
5. Define metrics: Determine which metrics or indicators you’ll use to test your
hypothesis, to measure progress toward the outcome.!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
23!
24. TOP OF YOUR T: BUSINESS MODEL CANVAS!
BY DELIVERING YOUR VALUE PROPOSITION, WHAT WOULD BE THE
IMPLICATIONS FOR SOCIETY, HEALTH, THE ENVIRONMENT !
(THE POSITIVE AND NEGATIVE OUTCOMES OF THE SYSTEM)!
SOCIAL IMPACTS! HEALTH IMPACTS!
ENVIRONMENTAL !
IMPACTS!
KEY PARTNERS! KEY ACTIVITIES! VALUE PROPOSITIONS!
CUSTOMER
RELATIONSHIPS!
• What key activities do our
value propositions require?!
• Our distribution channels?!
• Customer relationships?!
• Revenue Streams?!
KEY RESOURCES!
• How do we get, keep, and
grow customers?!
• Which customer
relationships have we
established?!
• How are they integrated
with the rest of our
business model?!
• How costly are they?!
CHANNELS!
• Who are our key partners?!
• Who are our key suppliers?!
• Which key resources are
we acquiring from our
partners?!
• Which key activities do our
partners perform?!
• What value do we deliver to
the customer?!
• Which one of our
customers’ problems are
we helping to solve?!
• What bundles of products
and services are we
offering to each segment?!
• Which customer needs are
we satisfying?!
• What is the minimum viable
product?!
• What key resources do our
value propositions require?!
• Our distribution channels?!
• Customer relationships?!
• Revenue Streams?!
• Through which channels do
our customer segments
want to be reached?!
• How do other companies
reach them now?!
• Which ones work best?!
• Which ones are most cost-effective
• How are we integrating
them with customer
routines?!
COST STRUCTURE! REVENUE STREAMS!
CUSTOMER SEGMENTS!
• For whom are we creating
value?!
• Who are our most important
customers?!
• What are the customer
archetypes?!
!
• What are the most important costs
inherent to our business model?!
• Which key resources are most
expensive?!
• Which key activities are most
expensive?! • For what value are our customers really
willing to pay?!
• For what do they currently pay?!
• What is the revenue model?!
• What are the pricing tactics?!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 ! 24!
25. ADAPTED BUSINESS MODEL CANVAS!
KEY PARTNERS! KEY ACTIVITIES! VALUE PROPOSITIONS!
CUSTOMER
RELATIONSHIPS!
What environmental
and social externalities
might the key activities
drive?!
KEY RESOURCES!
• Will customer
acquisition/retention
drive ecological and
social impact?!
• Can positive
ecological and social
value be used to
acquire customers?!
CHANNELS!
What key environmental
and and societal
stakeholders might our
activities effect?!
What ecological and
social value could be
embedded in the core
value proposition to
customers?!
What environmental
and social externalities
might resource use
create?!
What environmental
and social externalities
might these channels
drive?!
• Which of these externalities is
likely to become future
economic costs to our
business, and by what
mechanism (policy, public
demand etc.)?!
COST STRUCTURE! REVENUE STREAMS!
CUSTOMER
SEGMENTS!
What are the ecological/
social values and
behaviors of our
customers? What do
they care about?!
• What key costs to the
environment and civic society
are driven by our business
model? !
What customer behaviors will
revenue generation drive which
may affect the environment,
health and society, and how?!
SOURCE: www.businessmodelgeneration.com//canvas | Canvas concepts developed by Alexander Osterwalder and Yves Pigneur.!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 ! 25!
26. WHICH IMPACTS ARE THE MOST RELEVANT TO YOUR
BUSINESS?!
DETERMINE WHAT’S SALIENT BY PERFORMING A “MATERIALITY ASSESSMENT”!
This is a dominant framework used by corporations who have done a comprehensive
assessment of their environmental and social impacts and risks.!
!
Goal One: Help you determine where you should focus so you don’t waste valuable time
and resources addressing negative or creating positive impacts which are of little concern
or relevance to stakeholders & shareholders (i.e. non material factors).!
!
Goal Two: Lays the groundwork for a plan you (your company) can take to address
negative or create positive impacts.!
!
Goal Three: To communicate the most material impacts to stakeholders and shareholders
so that they can better assess your financial value, corporate values and risks now and
into the future.!
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26!
27. MATERIALITY ASSESSMENT FRAMEWORK!
Impacts of!
High !
Materiality!
Low! High!
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27!
RELEVANCE TO YOUR BUSINESS!
High!
RELEVANCE TO SOCIETY!
Impacts of!
Low Materiality!
Impacts of !
Moderate Materiality!
28. MATERIALITY ASSESSMENT FRAMEWORK!
RELEVANCE TO YOUR BUSINESS: Is an (each) impact material to your business? Make
a list of top criteria important to stakeholders representing your business to assess this,
and evaluate against criteria (can be stakeholder specific):!
• How might each environmental/social impact identified directly/indirectly affect
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
28!
business and customers both now and in the future?!
• How relevant is the impact to the financial success of your business both now and
in the future?!
• Why do you believe the above to be true (under what conditions? how would you
test or validate?).!
!
RELEVANCE TO SOCIETY: Is an (each) impact material to society? Make a list of top
criteria important to stakeholders representing society to assess this, and evaluate against
criteria (can be stakeholder specific):!
• How might the environmental/social impact directly/indirectly affect society? !
• How relevant is this to society (what signals would allow you to gage this)?!
• Why do you believe the above to be true (under what conditions? how would you
test or validate?).!
29. WHO REPRESENTS THE COMPANY VIEW? SOCIETAL VIEW?!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
29!
COMPANY VIEW!
Lenses!
• Growth!
• Profit!
• Financial return!
!
SOCIETAL VIEW!
Lenses!
• The trees & bees!
• Jane Jacobs!
• The body!
Stakeholder representatives: !
• Founders (you)!
• Employees!
• Board!
• Shareholders/investors!
• Customers!
• Strategic suppliers (influential suppliers)!
Stakeholder representatives: !
• Citizens !
• Activists!
• NGOs!
• Legislation/legislators!
• Communities!
• The broader environment (flora & fauna)!
• Suppliers & labor (those with less of a
voice)!
30. VETTING YOUR MATERIALITY STUDY!
How do you know if you’ve correctly identified the impacts which are the most
material?!
• Using gut checks - testing the system dynamics by seeing how the impacts you identify
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30!
as material fit into the systems map you made!
• Reading the market, identifying trends & megatrends !
• Reviewing regulations, both current and forthcoming!
• Via scientific, academic and valid media sources!
• Getting expert guidance from scientists, academics, and others, i.e. talking to people!
• Looking at key measurement & reporting frameworks including IIRC, SASB, and GRI
(introduced next week)!
!
31. WHAT’S THE RIGHT TIME HORIZON? WHAT ABOUT GAPS?!
How far in the future can you reliably make predictions about your impacts?!
• Set some semi-fixed long-term goals: Which CORE sustainability values/positive impacts
(the base of your T) you want to build your business around, which should only change if
your business fundamentally pivots – use the Changing Values framework & Value
Proposition Canvas to help you plan for these key goals!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
31!
• Other projections can be more agile: For other impacts select a specific, common
timeframe to assess your impacts against (though you can pick multiple time horizons if
relevant)!
• Carefully document assumptions you make about predicting impacts!
!
What key gaps in information are there (elements of your business model that are very
uncertain) which prevent you from assessing your potential impacts? !
• Carefully document gaps and uncertainties you identify so you can revisit them once these
elements of your business solidify!
!
NEXT STEPS (over next two weeks): Using tools to quantify materiality and scenario planning!
32. ASSESSING MATERIALITY ACROSS IMPACTS!
Rank top potential impacts according to highest level of materiality. Organize your
findings via a matrix, spreadsheet or diagram illustrating:!
!
For top 10 positive and/or negative impacts, place into a single framework:!
• Identify the impact and why you believe this is (will be) an impact !
• Gage how much the impact matters to your business!
• Gage how much the impact matters to society!
Document all sources, assumptions and gaps within this framework.!
!
Have a discussion about your findings. Rank the positive and negative impacts in
your diagram/spreadsheet to determine which impacts are the most “material?” !
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
32!
33. EXAMPLE: MATERIALITY ASSESSMENT FRAMEWORK!
Impacts of!
High !
Materiality!
Evaluate these top impacts for
which should be your core focus
as the base of your T; assess
which other key impacts to focus
on (the top of your T)!
!
Low! High!
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33!
RELEVANCE TO YOUR BUSINESS!
High!
RELEVANCE TO SOCIETY!
Impacts of!
Low Materiality!
Impacts of !
Moderate Materiality!
Evaluate these impacts and select
a few to focus on as your develop
your business model as the top of
your T; All of these impacts should
be carefully documented and
reviewed at key milestones!
!
These impacts should be revisited
at a later time, but for now don’t
need to be disclosed or considered!
!
34. ASSESSING MATERIALITY ACROSS IMPACTS!
Tips for narrowing down top impacts: !
• Create a decision tree with the top impacts, !
• At different branching points in the decision tree, ask a key question which can help you
narrow your results or select a pathway (related to the the resources/services you’d
have to provide to manage/foster the impact etc.)!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
34!
35. HOMEWORK PART 1!
1. Identify impacts: For a TOP competitor to your company, look for where they have
WEAK impacts. Use the adapted Value Proposition Canvas, Business Model Canvas,
and Changing Values Framework to hypothesize about their core impacts (positive and
negative).!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
35!
2. Asses materiality: Estimate how “material” each impact is - build out first-draft
materiality matrix/diagram.!
36. HOMEWORK PART 2!
1. Prepare a presentation – guidelines below:!
• Cover slide – describe your business concept concisely!!
• Latest version of Adapted Business Model Canvas (with social/environmental impact
factors) with changes marked before and after !
• Latest version of Adapted Value Proposition Canvas with social/environmental impact
factors) with changes marked before and after !
• Updates to market size !
• Propose 2 experiments to test elements of your business model, starting with the value
proposition and customer segments. Talk to at least 10 people in your intended segment.
What constitutes a pass/fail signal for each test?!
2. Social/environmental values:!
• Refine core goals (bottom of the T): outline your desired financial, environmental,
social and health outcomes/goals. !
• Build a hypothesis: by delivering your value proposition, what ecological/social values
are created/eroded and how does this effect the customer? (be specific in terms of what
social/environmental/health issues you think you might be able to address; these should
align with your company’s values & value proposition). (Note we will explore how to
quantify and test these next week)!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
36!
37. ADVANCED TOOLS FOR SUSTAINABILITY STRATEGY
DEVELOPMENT!
BETTER BY MEASURE | WEEK 5: OCTOBER 2, 2014 !
37!
READ: “Navigating the Materiality Muddle”!
!
(Next week) Measure your impacts (positive and negative) using:!
• Core reporting frameworks: !
• International Integrated Reporting Council (IIRC) !
• Global Reporting Initiative (GRI) !
• Sustainability Accounting Standards Board (SASB)!
• Risk - benefit analysis!
• Life Cycle Assessment!
• Environmental/Social Footprinting!
• eROI!
!
(For midterm presentation) Build a business case with sustainability embedded using:!
• Scenario planning and quantitative projections (using above tools)!
• Presenting case!