The document outlines an agenda for a B Leaders event covering topics such as the B Corp value proposition, building the business case for B Corp certification, stakeholder engagement strategies, and telling the B Corp story. It includes sessions on how to build the business case for B Corp certification to stakeholders such as investors, employees, consumers, and discusses approaches for stakeholder engagement. There will also be practice pitches on the reasons for pursuing B Corp certification and a wrap-up question and answer session at the end.
Presentation on the Path to B Corp Certification geared towards Canadian companies.
This presentation was given on March 17th, 2016 by Joyce Sou, Director of B Lab Canada and hosted by Jessica Frieson from the B Lab Community Team.
Take a deep dive into the nuts and bolts of becoming a Certified B Corp including what to expect, the timeline for certification, and how you can prepare.
This presentation was given on July 14th, 2015 by Kara Peck, Katie Oberwager, and Jessica Friesen from B Lab.
Path to B Corp Certification - Part 1 (September)B Lab
Interested in B Corp Certification? This presentation is from the September Path to B Corp Certification webinar hosted by B Lab.
Watch the webinar recording here: https://attendee.gotowebinar.com/recording/4933086830584938242
Presentation on the Path to B Corp Certification geared towards Canadian companies.
This presentation was given on March 17th, 2016 by Joyce Sou, Director of B Lab Canada and hosted by Jessica Frieson from the B Lab Community Team.
Take a deep dive into the nuts and bolts of becoming a Certified B Corp including what to expect, the timeline for certification, and how you can prepare.
This presentation was given on July 14th, 2015 by Kara Peck, Katie Oberwager, and Jessica Friesen from B Lab.
Path to B Corp Certification - Part 1 (September)B Lab
Interested in B Corp Certification? This presentation is from the September Path to B Corp Certification webinar hosted by B Lab.
Watch the webinar recording here: https://attendee.gotowebinar.com/recording/4933086830584938242
What do you want from this session?
- first timers to employee research?
- some involvement – want to move forward?
- experienced: looking for new ideas?
Let’s look at how to jump the pitfalls
And join the stars
Cause Marketing: Find New Ways to Fully Embed CSR Initiative into your Brand ...Simba Events
CSR Leadership World 2014 committee, Simba Events, concentrates to bring the whole system from global network to review and exam CSR issues with 360 angle to discover the earnest ways toward a sustainable economy future!
2014全球企业社会责任领袖峰会组委会-上海辛巴商务咨询有限公司,致力于打造一个整合全球CSR体系资源力量,用360度的全视角审视及检测当前及未来的CSR发展议题,共同找到通往可持续发展的商业未来的最佳路径!
This was part of a pitch I made to Blue Orchid last year. It's a good example of what a business can expect from ImpSMART. We'll look at how your marketing supports your business goals and how we can make it more effective.
Strategies for Effective Training: How Collaboration Leads to a Win-Win Solution
Shui On Land / JETT customer experience
November 9, 2009
American Chambers of Commerce (Amcham) - Shanghai
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
What do you want from this session?
- first timers to employee research?
- some involvement – want to move forward?
- experienced: looking for new ideas?
Let’s look at how to jump the pitfalls
And join the stars
Cause Marketing: Find New Ways to Fully Embed CSR Initiative into your Brand ...Simba Events
CSR Leadership World 2014 committee, Simba Events, concentrates to bring the whole system from global network to review and exam CSR issues with 360 angle to discover the earnest ways toward a sustainable economy future!
2014全球企业社会责任领袖峰会组委会-上海辛巴商务咨询有限公司,致力于打造一个整合全球CSR体系资源力量,用360度的全视角审视及检测当前及未来的CSR发展议题,共同找到通往可持续发展的商业未来的最佳路径!
This was part of a pitch I made to Blue Orchid last year. It's a good example of what a business can expect from ImpSMART. We'll look at how your marketing supports your business goals and how we can make it more effective.
Strategies for Effective Training: How Collaboration Leads to a Win-Win Solution
Shui On Land / JETT customer experience
November 9, 2009
American Chambers of Commerce (Amcham) - Shanghai
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
2. Agenda
The B Corp value
proposition
12.45pm – 1.15pm
How to build the
business case
1.15pm – 2.00pm
Take a
break
3.00pm – 3.15pm
Telling the
B Corp story
3.15pm – 4.15pm
Practice
session: Why
B?
2.00pm – 2.20pm
Pitch
and Q&A
2.20pm – 3.00pm
Big wrap up
and Q&A
5.00pm – 5.30pm
Working as a
B Leader
4.15pm – 5.00pm
3. What’s the
problem?
The role of
B Corps
Building the
business case
Engaging
stakeholders
Telling
the story
B Corp
stories
4. What going on in the market?
Investors
In an era of big data and greater transparency, investors increasingly want to understand
a company’s culture and values. They want to analyze its social behavior, not just its
share price. Harvard Business Review
Employees
Almost nine in 10 (87 percent) millennials believe that “the success of a business should
be measured in terms of more than just its financial performance”.
Deloitte Millennial Survey 2016
Consumers
32% of consumers will pay more for products or services that are committed to positive
social or environmental impact. Nielsen
Environment
For the first time, the global Sustainable Development Goals (SDGs) recognise the key role
of business and the finance community in achieving these ambitious targets, which aim to
alleviate poverty, advance equality and protect the environment.
International Union for Conservation of Nature
Durability
Conscious businesses excel at delivering exceptional financial performance over the long
term. For example, a representative sample of conscious firms outperformed the overall
stock market by a ratio of 10.5: 1 over a fifteen-year period Forbes
Find more data and research points on the B Leaders Resource Portal
5. How B Corps are tackling this
Investors
GIIRS rating Rigorous assessment Built in due diligence
Mission locked B Corp investors
Employees
Sense of purpose Improved engagement
Best practice Platform for change
Consumers
Trust and transparency Informed buying
Due diligence in supply (B2B) Whole business
Environment
Benchmark and improve Whole business
Inclusive of standards Best practice
Durability
Mission lock Two-year recertification Continuous improvement
Risk management All stakeholders – shared prosperity
7. On top of all of that…why be a B?
Tools
Measure, manage, improve,
benchmark, learn,
risk assessment
Mission lock
Protect your company’s mission,
stakeholder interests not
shareholder primacy
Global community
Best practice, peer to peer,
learning, collaboration
Collective voice
Leaders, getting the word out,
challenging business as usual
Trade with like-minded
businesses
Global trading, built in due
diligence, aligned values
11. Who do you need to engage and why?
Buy in
Mission and
values
Approval of new
initiatives
CEO
Governance
questions
Disclosure
Questionnaire
New reporting
requirements
Finance/CFO
Supplier
relationships,
logistics,
products,
procurement
Disclosure
Questionnaire
Operations/COO
Legal change
Social and env
practices / goals
Oversee
improvement and
accountability
Board
Essential content
for Workers and
Community
Knowledge of
policies / docs
New policies
HR
Engagement and
buy in
Coordinate
communications
Feedback on
campaigns
Marketing
Understand
purpose and
direction
Input on new
initiatives
Employee
satisfaction
Employees
Provide
information
Cooperate with
audits and visits
Buy in for
changes
Suppliers
Internal
environmental
practices e.g.
recycling,
resource use
Health & Safety
Office Mgmt
12. Value propositions
CEO
Work with mission-
aligned
organisations
Differentiating from
competitors
Access to a global
community of
businesses
Joining a
movement of
leaders
Protecting
company’s mission
13. Value propositions
Leading on increased
transparency
Potential to attract
new investors
Long-term business
resilience and
sustainability
Cost savings of
Environmental
management
PR opportunities
attract new
customers and
increase brand value Finance
/CFO
14. Value propositions
Strengthen supply chain
relationships
Risk management tool that
examines the whole
business
Long-term business
resilience and sustainability
Align operations with brand
values and identity
Opportunity to introduce
streamlined and
environmentally friendly
logistics, resulting in more
cost effective practices
Operations/
COO
15. Value propositions
Promotes a healthier
organisation, resulting in
employee retention,
stronger supplier
relations, new customers
Future - proofing
Commercial strength and
durability
Mission lock without
asset lock
Board
16. Value propositions
Frameworks for best
practice on employee
practices and
engagement
Values-aligned
employees
Employee engagement
HROpportunity to learn
from the global
community
Access to Best
Practice guides and
templates
17. Value propositions
Engage in new way
with existing / new
customers
Avoid
perception of
“greenwashing”
Marketing
Communicate your
values externally and
internally
Differentiate from
competitors
18. Value propositions
B Corp project = exciting
to get involved in
Get involved in the
community and build
global network
Advance expertise and
learn from some of the
best businesses in the
world
Employees
Have your voice heard.
Opportunity to share
opinions and be part of
something outside your
normal role
19. Value propositions
B Corp principles
emphasise the value of
strong partnerships
Gives suppliers
confidence in the
stability and direction of
the company
Advance expertise and
learn from some of the
best businesses in the
world
Suppliers
More transparency for
suppliers – they get a
better understanding of
the business
20. How to approach each stakeholder
Often driven by CEO
Reasons could include:
- Protecting company’s
mission
- Joining a movement of
leaders
- Differentiating from
competitors
- Accessing a global
community of businesses
- Working with mission-
aligned organisations
CEO
Risk management:
- Make the business more
resilient, protect the long-
term sustainability
Cost / benefits of
environmental management
Potential to attract new
investors
Increase in value of brand
through PR and new
customers
Leading the way in increased
transparency
Risk management tool that
examines the whole business
Opportunity to introduce
streamlined and
environmentally friendly
logistics, resulting in more
cost effective practices
Align operations with brand
values and identity
Secure relations with values-
aligned suppliers and
strengthen supply chain
relationships
Operations/COOFinance/ CFO
21. How to approach each stakeholder
Adds to the commercial
strength and durability of the
business
Future-proofs the business –
mitigating risk and focuses on
the long term
Protects the mission without
asset lock restrictions
Promotes a healthier
organisation resulting in
employee retention, stronger
supplier relations, new
customers
Board
Improved employee
engagement
More values-aligned
employees
Framework for best practices
around employee practices
and engagement
Access to Best Practice
guides and templates
Opportunity to learn from the
global community
HR
Opportunity to celebrate and
communicate your values
with both internal and external
audiences
Chance to engage with
existing customers or attract
new customers
Avoid perception of
“greenwashing”
Opportunity to differentiate
from competitors
Marketing
22. How to approach each stakeholder
Present the B Corp
certification process as an
exciting project to get
involved in:
- Advance expertise and
learn from some of the best
businesses in the world
- Get involved in the
community and build global
network
- Have your voice heard.
Opportunity to share
opinions and be part of
something outside your
normal role
Employees
Clear demonstration of the
company’s commitment to
long-term focus
B Corp principles emphasise
the value of strong
partnerships
More transparency for
suppliers – they get a better
understanding of the
business
Gives suppliers confidence in
the stability and direction of
the company
Opportunity to learn best
practice
Suppliers
25. Two approaches to engagement
Each department assigns a “B Corp Champion”
BIA questions assigned to each Champion
B Corp Champion meets regularly with Lead to
discuss BIA progress, set goals, develop strategies
and embed new initiatives
Pros:
- Creates ownership and accountability
- Add B Corp progress as a bolt-on to team meetings
- B Corp Champion is known and trusted in the
business
Cons:
- Less control and direction from Lead
- Time spent liaising with each B Corp Champion
Project Lead runs the “All Questions” report and
breaks down questions for each department.
Meetings then held with each department to discuss
approach and assign tasks to individuals.
Regular catch ups with each individual.
Pros:
- Questions are assigned to the individual best
placed to address them
- Work spread more evenly between team members
- More minds working on assessment and strategies
together
Cons:
- Less inclusive of departments not involved
CHAMPION TEAM
26. Your turn to have a go!
Split into 4 groups and pick one of the four scenarios
1. Board/CEO 2. Marketing 3. Investor/Finance 4. CSR
For 15 minutes, design a 3-4 minute pitch to your target audience,
with the help of your expert
Pick one person from your team to pitch to the group
Pitch for 3-4 minutes to the group
Feedback and Q&A for 5-6 minutes
- What went well / Even Better If
27. Learning outcomes
By the end of this module, you will be able to:
Understand systemic issues and how the B Corp certification
addresses these
Articulate the value proposition of the B Corp certification
Appreciate which stakeholders to engage with, why and how to
approach them
Recognise the pros and cons of two stakeholder engagement
approaches
28. Agenda
The B Corp value
proposition
12.45pm – 1.15pm
How to build the
business case
1.15pm – 2.00pm
Take a
break
3.00pm – 3.15pm
Telling the
B Corp story
3.15pm – 4.15pm
Practice
session: Why
B?
2.00pm – 2.20pm
Pitch
and Q&A
2.20pm – 3.00pm
Big wrap up
and Q&A
5.00pm – 5.30pm
Working as a
B Leader
4.15pm – 5.00pm
Editor's Notes
12.30 – 12.45: Recap and icebreaker
12.45 – 1.15: B Corps tackle the market failure
1.15 – 2.00: Building the biz case with stakeholders
2.00 – 2.20: Group chat on value proposition
2.20 – 2.30: Feedback to the group
2.30 – 2.45: One person pitches to the group
2.45 – 3.00: Feedback and Q&A
System issues across investors, consumers, employees, environment, durability.
These forces prove that business has to shift. That the current paradigm is broken. That business as usual is no longer fit for purpose.
B Corps provide a solution to these issues and the B Corp community are leaders in this shift in BAU.
B Corps provide a solution to these issues and the B Corp community are leaders in this shift in BAU.
To bring all of those points together and add a few more new ones…
Our experience
Notes more ideas in room
Not everything is in pack
10 MINS
flipchart
When we have names
Talk briefly about why for each . Don’t write down
25 MINS TOTAL BRAINSTORMS
ab
cs
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cs
ab
cs
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5 MINS
Involving a range of employees in the certification process is important for ensuring the process is inclusive and integrated in the day to day activities of the company. The knowledge and experience of these employees is also invaluable when it comes to completing the BIA and creating strategies for improvement. How a company chooses to include employees in the process is their choice, but two suggestions for approaches are:
Champion approach
A champion from each department is selected (ideally through volunteering but could also be by being nominated for role) as a “B Corp Champion”. The BIA questions can be broken down and assigned to individual champions. The B Corp Champions then meet regularly to discuss the BIA progression, take responsibility for particular BIA questions and work together to set goals, and develop improvement strategies and new/existing initiatives.
Pros
Each department is involved in the process, creating an inclusive atmosphere
Champions can feedback BCorp progress reports to their team as a bolt-on to their own team meetings, rather than creating extra meetings with full teams just for B Corp
Employee mobility: Having representation from each department present for discussions and strategy sessions means champions have the opportunity to weigh in on decisions which may not usually be their responsibility but that affect them and/or their organisation
Cons
Certain departments have less to do with the BIA questions (which are quite HR and Ops heavy) and therefore assignments to Champions from these teams can seem token and prove to be time consuming to brief and monitor
Vs
Team approach
The person running the BIA runs an ‘All Questions Report’ and breaks down every question into the relevant department. Meetings are then held with departments to discuss how they will tackle the questions and assign tasks to individuals within the department
Pros
More effective as questions are assigned to those who are best positioned to address them
Work can be spread more evenly between team members rather than fall onto one ‘Champion’
More minds (with relevant knowledge and experience) working on assessments and strategies together
Cons
Less inclusive for departments who are not involved in as many tasks
It can be really beneficial to spend time with individual departments discussing how the BIA affects them - especially where there is info to mine and changes to be made
After group presentation, perhaps arrange meeting with dep head and key team members to highlight section of BIA that is relevant to them
Explain areas of existing strength , potential for improvement
Agree areas to chase, explain what needs to be collected?
5MINS
Involving a range of employees in the certification process is important for ensuring the process is inclusive and integrated in the day to day activities of the company. The knowledge and experience of these employees is also invaluable when it comes to completing the BIA and creating strategies for improvement. How a company chooses to include employees in the process is their choice, but two suggestions for approaches are:
Champion approach
A champion from each department is selected (ideally through volunteering but could also be by being nominated for role) as a “B Corp Champion”. The BIA questions can be broken down and assigned to individual champions. The B Corp Champions then meet regularly to discuss the BIA progression, take responsibility for particular BIA questions and work together to set goals, and develop improvement strategies and new/existing initiatives.
Pros
Each department is involved in the process, creating an inclusive atmosphere
Champions can feedback BCorp progress reports to their team as a bolt-on to their own team meetings, rather than creating extra meetings with full teams just for B Corp
Employee mobility: Having representation from each department present for discussions and strategy sessions means champions have the opportunity to weigh in on decisions which may not usually be their responsibility but that affect them and/or their organisation
Cons
Certain departments have less to do with the BIA questions (which are quite HR and Ops heavy) and therefore assignments to Champions from these teams can seem token and prove to be time consuming to brief and monitor
Vs
Team approach
The person running the BIA runs an ‘All Questions Report’ and breaks down every question into the relevant department. Meetings are then held with departments to discuss how they will tackle the questions and assign tasks to individuals within the department
Pros
More effective as questions are assigned to those who are best positioned to address them
Work can be spread more evenly between team members rather than fall onto one ‘Champion’
More minds (with relevant knowledge and experience) working on assessments and strategies together
Cons
Less inclusive for departments who are not involved in as many tasks
It can be really beneficial to spend time with individual departments discussing how the BIA affects them - especially where there is info to mine and changes to be made
After group presentation, perhaps arrange meeting with dep head and key team members to highlight section of BIA that is relevant to them
Explain areas of existing strength , potential for improvement
Agree areas to chase, explain what needs to be collected?
Involving a range of employees in the certification process is important for ensuring the process is inclusive and integrated in the day to day activities of the company. The knowledge and experience of these employees is also invaluable when it comes to completing the BIA and creating strategies for improvement. How a company chooses to include employees in the process is their choice, but two suggestions for approaches are:
Champion approach
A champion from each department is selected (ideally through volunteering but could also be by being nominated for role) as a “B Corp Champion”. The BIA questions can be broken down and assigned to individual champions. The B Corp Champions then meet regularly to discuss the BIA progression, take responsibility for particular BIA questions and work together to set goals, and develop improvement strategies and new/existing initiatives.
Pros
Each department is involved in the process, creating an inclusive atmosphere
Champions can feedback BCorp progress reports to their team as a bolt-on to their own team meetings, rather than creating extra meetings with full teams just for B Corp
Employee mobility: Having representation from each department present for discussions and strategy sessions means champions have the opportunity to weigh in on decisions which may not usually be their responsibility but that affect them and/or their organisation
Cons
Certain departments have less to do with the BIA questions (which are quite HR and Ops heavy) and therefore assignments to Champions from these teams can seem token and prove to be time consuming to brief and monitor
Vs
Team approach
The person running the BIA runs an ‘All Questions Report’ and breaks down every question into the relevant department. Meetings are then held with departments to discuss how they will tackle the questions and assign tasks to individuals within the department
Pros
More effective as questions are assigned to those who are best positioned to address them
Work can be spread more evenly between team members rather than fall onto one ‘Champion’
More minds (with relevant knowledge and experience) working on assessments and strategies together
Cons
Less inclusive for departments who are not involved in as many tasks
It can be really beneficial to spend time with individual departments discussing how the BIA affects them - especially where there is info to mine and changes to be made
After group presentation, perhaps arrange meeting with dep head and key team members to highlight section of BIA that is relevant to them
Explain areas of existing strength , potential for improvement
Agree areas to chase, explain what needs to be collected?
2.00 – 2.30
2.00 – 2.30
12.30 – 12.45: Recap and icebreaker
12.45 – 1.15: B Corps tackle the market failure
1.15 – 2.00: Building the biz case with stakeholders
2.00 – 2.20: Group chat on value proposition
2.20 – 2.30: Feedback to the group
2.30 – 2.45: One person pitches to the group
2.45 – 3.00: Feedback and Q&A