This dissertation studied the impact of organizational culture on the adoption of low-carbon innovations at Boots UK. Quantitative and qualitative data were collected through surveys and interviews. Key findings included some differences between the cultures of Boots' Nottingham office and London stores. Recommendations focused on creating a recognizable sustainability brand to unite initiatives, recruiting green ambassadors, and connecting sustainability to existing values. The goal is to better engage employees and facilitate behavior changes that reduce carbon.
Presentation by Michael Röhrig at the 1. INOC Meeting in Wiesloch/ Germany.
Based on the Ideas of Gervase R. Bushe and Robert J. Marshak, he presented insights concerning OD and own experiences in applying the Theory in real projects.
A video of the presentation is be available on:
https://www.youtube.com/watch?v=Hb5lkgHzWh8
Learning Organizations: Strategic ManagementTriune Global
A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment.
Women Matter 2012: Making the breakthrough, examines the gender-diversity programs of 235 large European companies. The report investigates what initiatives companies are taking, what is working well or less well, and why.
The research found that most companies are now taking gender diversity issues extremely seriously, devoting real resources to redressing the gender imbalance. But many companies also expressed frustration that their efforts do not always create the expected impact.
Presentation by Michael Röhrig at the 1. INOC Meeting in Wiesloch/ Germany.
Based on the Ideas of Gervase R. Bushe and Robert J. Marshak, he presented insights concerning OD and own experiences in applying the Theory in real projects.
A video of the presentation is be available on:
https://www.youtube.com/watch?v=Hb5lkgHzWh8
Learning Organizations: Strategic ManagementTriune Global
A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment.
Women Matter 2012: Making the breakthrough, examines the gender-diversity programs of 235 large European companies. The report investigates what initiatives companies are taking, what is working well or less well, and why.
The research found that most companies are now taking gender diversity issues extremely seriously, devoting real resources to redressing the gender imbalance. But many companies also expressed frustration that their efforts do not always create the expected impact.
Leading & Managing Transformational ChangeDavid Moon
Successful transformational change requires leaders throughout the organization to focus relentlessly and courageously in three areas: align the organization by building clarity and commitment, equip the organization for future success and maintain the diligence, courage and a bias for action to sustain the change
Future of Organizational Development - Organizational Change and Development...manumelwin
the following concerns remain constant for leaders and OD practitioners. How do we:
build a sustainable high-performance organization in which individual workers take an active part in achieving the required output?
Appropriately build engaged, proactive, empowered staff when there are limited reward levers organization can pull while needing to hold staff accountable?
Solve the problems of aligning and integrating diverse cultural elements?
WHY SOME ORGANISATIONAL CHANGES PERSIST,
WHILE OTHERS DECAY
This report has studied the theory and practice of change management and its constituent elements that are essential for change sustainability in an organization.
The work is focused on the study of people and their resistance to change as one of the integrated elements of the five categories influencing change sustainability: managerial; leadership; cultural; political; temporal.
In this study, an attempt was made to observe options to reduce this resistance, which basically means changing human behavior by creating a teamwork environment, motivation and participating in the change themselves.
Leading & Managing Transformational ChangeDavid Moon
Successful transformational change requires leaders throughout the organization to focus relentlessly and courageously in three areas: align the organization by building clarity and commitment, equip the organization for future success and maintain the diligence, courage and a bias for action to sustain the change
Future of Organizational Development - Organizational Change and Development...manumelwin
the following concerns remain constant for leaders and OD practitioners. How do we:
build a sustainable high-performance organization in which individual workers take an active part in achieving the required output?
Appropriately build engaged, proactive, empowered staff when there are limited reward levers organization can pull while needing to hold staff accountable?
Solve the problems of aligning and integrating diverse cultural elements?
WHY SOME ORGANISATIONAL CHANGES PERSIST,
WHILE OTHERS DECAY
This report has studied the theory and practice of change management and its constituent elements that are essential for change sustainability in an organization.
The work is focused on the study of people and their resistance to change as one of the integrated elements of the five categories influencing change sustainability: managerial; leadership; cultural; political; temporal.
In this study, an attempt was made to observe options to reduce this resistance, which basically means changing human behavior by creating a teamwork environment, motivation and participating in the change themselves.
Appreciative Governance: Engagement and Innovation Throughout The Organization4Good.org
Boards of Directors and Executive Management committees come to mind whenever we mention organizational governance. This premise that those at the top are the only ones “governing” has less and less face validity. Wherever people work together, they make choices which influence the organizations direction, choices that set standards of relationship, behavior and accountability and choices that shape fulfillment of the organizations purpose. In other words, they govern. Why not then engage them in governance processes that support sustainable value for all?
Appreciative Governance is such a process. Appreciative Governance (AG) refers to governance structures, practices, and processes that increase the organization’s capacity for innovation, engagement and productivity by systematically engaging more of the system's strengths.
This interactive webinar will explore this new form of governance and invite participants to consider the life-giving structures and processes which would enhance their organization’s capacity to work together in positive, dynamic, and generative ways that enact their purpose.
Corporate Strategy or Strategic Management
Concepts and Cases by Fred R. David,
Francis Marion University, Florence, South Carolina, &
Forest R. David,
Strategic Planning Consultant
Term project ethics ethical business leadership ppt-fall 2016-business polici...Muhammad Asif Khan Awan
it describes the qualities that has been required to become an ethical leader while managing businesses. And how to take most morally valued business decisions which help you attainment of your vision.
Dive deep into the heart of your organizational! Explore what shapes your organizational culture and its impact on employee satisfaction, productivity, and success. Learn how to leverage it for a thriving workplace.
SAP Sapphire 2024 - ASUG301 building better apps with SAP Fiori.pdfPeter Spielvogel
Building better applications for business users with SAP Fiori.
• What is SAP Fiori and why it matters to you
• How a better user experience drives measurable business benefits
• How to get started with SAP Fiori today
• How SAP Fiori elements accelerates application development
• How SAP Build Code includes SAP Fiori tools and other generative artificial intelligence capabilities
• How SAP Fiori paves the way for using AI in SAP apps
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Essentials of Automations: The Art of Triggers and Actions in FME
Dissertation Summary
1. Creating a Culture
for Low-Carbon
Innovation Adoption:
A Case Study of Boots UK
Dissertation Summary
Presented by
Adrian Erlenbach
MSc in Corporate Social Responsibility
Nottingham University Business School
Email: adrianerl@gmail.com
3. Objective & Research Questions
• Objective: To explore the management of
corporate sustainability in large organizations
by investigating the cultural aspects that
facilitate the adoption of low-carbon
innovations at Boots UK.
• Recent carbon reduction/energy efficiency innovations
have failed to reach their full impact
• Launching employee engagement program with the goal
of embedding carbon reduction into the working culture
of the business.
4. Objective & Research Questions
• The overarching question this study addressed was:
How does organizational culture impact the
adoption of low-carbon innovations at Boots?
This broad question was broken down into three subquestions:
1. Do subcultures exist within Boots’ organizational culture? If so,
how do they differ?
2. If subcultures do exist at Boots, how should sustainability
messages be communicated among these groups?
3. How does the organizational culture at Boots impact the adoption
of low-carbon innovations throughout the organization, particularly
in terms of energy conservation behavior among employees? And
how could Boots’ culture be changed to facilitate desired behavior
changes?
5. Key Concepts
The Boots Case
Innovation Corporate Organizational
Adoption Sustainability Culture
Theoretical Foundation
6. Key Concepts: Innovation Adoption
• Innovation Adoption = the process of putting
new technologies and behaviors to use in an
organization
Adoption Continued Organizational
Decision Use Acceptance
“We’re going “We’re trying
“We did it!”
to do this” to do this”
7. Key Concepts: Corporate Sustainability
• Corporate
Sustainability =
the management of Environment
business in a way that
recognizes and Society
accounts for a
company’s Economy
embeddedness in
social, environmental
and economic systems
8. Key Concepts: Organizational Culture
• Organizational Culture =
an interdependent set of
values and ways of
behaving that are
common in a community
and that tend to
perpetuate themselves,
sometimes over long
periods of time; it’s just
‘the way things are done
here’
9. Key Concepts: Organizational Culture
• A strong culture can be good or bad for a
company, it all depends on its contents.
10. Key Concepts: Organizational Culture
• Although companies
like to portray their
cultures as strong and
united, subcultures
often exist based on
differences such as
employee
background, job
function and location.
11. Key Concepts: Organizational Culture
• Cultural fragmentation can inhibit sustainability
implementation, as cultures with different
values and beliefs will interpret sustainability
messages differently.
12. Theoretical Framework
• This study used two recognized culture
frameworks to study the Boots Case
1. Competing Values Framework (CVF)
2. Schein’s 3 Levels of Organizational Culture
14. Theoretical Framework: CVF
• Collaborate Culture Flexibility
A very friendly place to work where
people share a lot of themselves. It is
like an extended family. The leaders,
or head of the organization, are Collaborate Create
considered to be mentors and, maybe
even, parent figures. The organization
is held together by loyalty or tradition.
External
Internal
Commitment is high. The organization
emphasizes the long-term benefit of
human resource development and
Control Compete
attaches great importance to
cohesion and morale. Success is
defined in terms of sensitivity to
customers and concern for people. Control
The organization places a premium on
teamwork, participation, and
consensus.
15. Theoretical Framework: CVF
• Create Culture Flexibility
A dynamic, entrepreneurial, and
creative place to work. People stick
their necks out and take risks. The
leaders are considered to be Collaborate Create
innovators and risk takers. The glue
that holds the organization together is
commitment to experimentation and
External
Internal
innovation. The emphasis is on being
on the leading edge. The
organization’s long-term emphasis is
Control Compete
on growth and acquiring new
resources. Success means gaining
unique and new products or services.
Being a product or service leader is Control
important. The organization
encourages individual initiative and
freedom.
16. Theoretical Framework: CVF
• Compete Culture Flexibility
A results-oriented organization. The
major concern is getting the job done.
People are competitive and goal-
oriented. The leaders are hard drivers, Collaborate Create
producers, and competitors. They are
tough and demanding. The glue that
holds the organization together is an
External
Internal
emphasis on winning. Reputation and
success are common concerns. The
long-term focus is on competitive
Control Compete
actions and achievement of
measurable goals and targets.
Success is defined in terms of market
share and penetration. Competitive Control
pricing and market leadership are
important. The organizational style is
hard-driving competitiveness.
17. Theoretical Framework: CVF
• Control Culture Flexibility
A very formalized and structured place
to work. Procedures govern what
people do. The leaders pride
themselves on being good Collaborate Create
coordinators and organizers, who are
efficiency- minded. Maintaining a
smooth- running organization is most
External
Internal
critical. Formal rules and policies hold
the organization together. The long-
term concern is on stability and
Control Compete
performance with efficient, smooth
operations. Success is defined in
terms of dependable delivery, smooth
scheduling, and low cost. The Control
management of employees is
concerned with secure employment
and predictability.
19. Theoretical Framework: Schein
• Artifacts
Observable items such as physical
objects, organizational structures and
policies such as its management
structure, dress code and physical work
environment. Artifacts
Example:
“At Digital Equipment Corp. people were
constantly in meetings with each other, Espoused Values
there were no walls or closed doors, they
dressed informally, there was an intensity
of feeling all around, and you got a sense
of fast-paced action”
Underlying Assumptions
20. Theoretical Framework: Schein
• Espoused Values
Beliefs and principles that a company
supports, either directly through its stated
strategies, goals and philosophies, or
indirectly through the actions of leaders
Artifacts
Example:
“At Digital Equipment Corp. you were told
that they believe in teamwork, that you
cannot get good decisions without arguing
out what everyone’s point of view is and Espoused Values
obtaining buy-in from those who have to
implement decisions. Therefore they had to
make it easy for people to communicate
with each other. You may even have been
Underlying Assumptions
told that these values came directly from
Ken Olsen, the founder of the company
and that at one time in the company’s
history he had even forbidden having
doors on offices.”
21. Theoretical Framework: Schein
• Underlying Assumptions
Unconscious, taken-for-granted beliefs,
perceptions, thoughts and feelings that
drive values and action in an organization.
Artifacts
Example:
“Ken Olsen, the founder of Digital Espoused Values
Equipment Corp., believed that, to obtain
good decisions and implementation of
those decisions, people must argue things
out and get buy-in on all decisions, and
that the imposition of this way of working Underlying Assumptions
created a set of products that were
successful. ”
22. Data Collection: Quantitative
• The Organizational Culture Assessment
Instrument (OCAI) provides an established,
survey-based tool for diagnosing corporate
culture under the CVF.
• Administered to 22 employees in the Nottingham office,
18 employees in four of Boots’ London stores
• ‘Cultural maps’ resulting from this exercise provide a visual
representation of the degree of cultural alignment between
these two cultures
23. Data Collection: Qualitative
• Semi-structured employee interviews were
used to further characterize these cultural
systems and their compatibility with
sustainable innovation adoption
• Interviewed nine employees in the Nottingham office, nine
employees in the London stores
• Questions were based around Schein’s three-level model
of organizational culture (artifacts, values and
assumptions).
24. Quantitative Findings: Current Culture
• Overall high degree of cultural alignment between
Nottingham and London employees.
'())*+(,*-."
&#"
&!"
%#"
%!"
Nott. London $#"
Current Current
$!"
Collaborate (2nd Weakest) 22.29 23.63
#"
Create (Weakest) 19.37 17.04
'(1-,()" !" ',.*-."
Compete (Strongest) 31.77 33.27
Control (2nd Strongest 26.67 26.17
(N=22) (N=18)
2(3145*/"'6,,.1-"
7(18(1"'6,,.1-"
'(/0.-."
25. xternal
Intern
Quantitative Findings: Desired Culture
➡ revealed when the ‘preferred’
➡
Control Compete
• Greater differences were
cultures of the Nottingham office and London stores were
Control
compared.
Flexibility Flexibility
Collaborate Create Collaborate Create
External
=
External
Internal
Internal
Nottingham London
➡ ➡ ➡
Control Compete Control Compete
=
Control Control
Degrees of Change Desired: Significant /➡ = difference more than 10; Slight /➡ = difference
more than 3 and less than 10; Maintain (=) = difference less than three
Flexibility
26. Qualitative Findings
• The employee interviews allowed greater
insight into the cultural context surrounding
Boots’ sustainability efforts.
Location and # Date Job Title Location and # Date Job Title
Nottingham 1 10 Oct Project Engineer London (Kew Gardens) 1 20 Oct Team Manager
Nottingham 2 10 Oct Group Energy officer London (Kew Gardens) 2 20 Oct Beauty Advisor
Nottingham 3 10 Oct Principal Engineer London (Liverpool St.) 3 20 Oct Operations manager
Nottingham 4 10 Oct CSR Analyst London (Liverpool St.) 4 20 Oct Healthcare Manager
Nottingham 5 10 Oct Brand Manager London (Liverpool St.) 5 20 Oct Team Manager
Nottingham 6 10 Oct CSR Assistant London (Hounslow) 6 21 Oct Pharmacy Manager
Nottingham 7 14 Oct Retail Development London (Hounslow) 7 21 Oct Care Service
Manager Manager
Nottingham 8 14 Oct Head of Engineering London (Putney) 8 21 Oct Sales Assistant
and Energy
London (Putney) 9 21 Oct Training Manager
Nottingham 9 25 Oct Organizational
Development
Manager
27. Qualitative Findings: Artifacts
• Nottingham colleagues were able to name far more
artifacts related to sustainability and energy,
indicating a higher level of awareness
Nottingham Office London Stores
• CSR/Sustainability: Recycling and rubbish bins; • CSR/Sustainability: Recycling and waste
two-step printing system; Green Ambassadors separation processes; carrier bag policy;
program; on-site organic garden; product portfolio environmentally friendly products
and evaluation system; Macmillan partnership; • Energy and Carbon: carbon reduction
CSR training materials technologies (i.e. lights, EMS); posters and
• Energy and Carbon: Annual Pavilion event for signs; controllable expenses; petrol-saving
Energy Week; Mayday Network participation and policy for pharmacy deliveries; dedicated e-
carbon reduction commitments; on-site energy learning module.
generation facility; technical upgrades such as
automatic lights; training materials on the
company intranet; delivery policies to save petrol;
employee ride-sharing scheme.
28. Qualitative Findings: Values
• Greater degree of overlap between 2 groups
in values with two exceptions:
• Nottingham valued heritage and brand value
• London valued top-down processes and controls
Nottingham Office London Stores
• Customer care, health and trust • Customer care, health and trust
• Heritage and brand value • Employee development
• Employee development • Top-Down Processes and
controls
29. Qualitative Findings: Values
Nottingham employees say: London employees say:
• “I think it was the good reputation more • “If the company says to do something
than anything that first got me we do it. We don’t actively seek things
interested [in working at Boots].” to do. As a manager a lot of the things I
do are about implementing company
• “…a lot of what Boots UK does gets processes. I don’t create the
down to the legacy our founder...So we processes.”
have that story which we can tell, and
we have that tradition of staying true to • “It’s a good company to work for in the
the values that Jesse Boot set up for sense that they do everything by the
us 160 years ago book...there’s a process to support you
in everything you do.”
30. Qualitative Findings: Assumptions
• Nottingham and London employees held both similar
and differing assumptions.
• Both saw energy/carbon as inseperable from other
CSR issues.
• Nottingham employees more likely to see
normative reasons for pursuing sustainability
Nottingham Office London Stores
Environmental issues are usually viewed as a Energy and carbon are just one part of the
peripheral concern, but this is starting to larger sustainability picture.
change.
If my manager cares about sustainability,
The motivations behind Boots’ sustainability then so do I.
efforts are both economic and normative.
Sustainability is not part of my job
Issues and events outside of my department description.
are not a major concern for me.
The motivation for Boots’ sustainability
Energy and carbon are just one part of the efforts is mostly financial.
larger sustainability picture.
31. Recommendations
• This study concluded with three
recommendations for Boots’ employee
engagement efforts.
• Recommendation 1: Create a Recognizable
Brand to Unite All Sustainability Initiatives at
Boots
• Recommendation 2: Recruit and Train ‘Green
Ambassadors’
• Recommendation 3: Connect Boots’
Sustainability Efforts to Existing Normative Values
32. Recommendation 1
Create a Recognizable Brand to Unite All
Sustainability Initiatives at Boots
• Tendency among Boots employees to group
carbon and energy management issues with the
wider sustainability agenda
• A recognizable brand would increase salience of
less-known initiatives by connecting them with
more popular ones
• Example: Marks & Spencer’s Plan A Campaign
37. Recommendation 2
Recruit and Train ‘Green Ambassadors’
• Current Managers
• Leadership style should match existing and desired
culture
• Embraces existing employee development competency
• Enable top-down and bottom-up communication
38. Recommendation 3
Connect Boots’ Sustainability Efforts to
Existing Normative Values
• Combat assumption that ‘sustainability is not in
my job description’
• Find a way to connect with customer care in
stores, heritage/brand value in head office
39. Any Questions?
?http://adrianerlenbach.com/wp-content/uploa
Resume-May-10-201