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Analyzing and Implementing Sustainability

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John Friedman
John Friedman

Overview of the key elements, and some of the opportunities and pitfalls of implementing sustainability programs.

1 of 31
Analyzing and Implementing Sustainability Solutions in Global Businesses July 15, 2009
“ Shocking” Fact # 1 Many companies and organizations are really bad at communicating what it is that they actually do.
The Key Question: What Does Your Company (or organization) REALLY do? ,[object Object],[object Object],[object Object]
The Key Question: What Does Your Company (or organization) REALLY do? ,[object Object],[object Object],[object Object],[object Object],[object Object]
The Key Elements of a Successful Program ,[object Object],[object Object],[object Object],[object Object],[object Object]
Alignment with Core Business Model ,[object Object],[object Object],[object Object],[object Object]
“ Shocking” Fact # 2 Actually, most companies and organizations do have a long-range plan and are not only concerned the next quarter’s financial returns.
Our Vision 2020 Financial Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],Operational Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Sales Objectives ,[object Object],[object Object],[object Object],[object Object],Cultural Objectives ,[object Object],[object Object],[object Object],[object Object],[object Object]
 
 
“ Shocking” Fact #3 Not everything you do will be ‘green’ or ‘greenable’ – and that’s okay.
Integrate into Day to Day Operations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Employee Engagement And Empowerment ,[object Object],[object Object],[object Object],[object Object]
Employee Engagement And Empowerment ,[object Object],[object Object],[object Object],[object Object],[object Object]
“ Shocking” Fact # 4 They (customers/consumers) don’t always know what you think they know.
 
 
 
 
Tangible (Local) Benefits ,[object Object],[object Object],[object Object],[object Object],[object Object]
Maximize Stakeholder Engagement ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Examples that are ‘on’ message
“ Shocking” Fact # 5 Large size does not make you a leader. It just means you have the opportunity to have a bigger impact (both positive and negative)
When Size is an Advantage ,[object Object],[object Object],[object Object]
The Supply Chain
What Does It Take To Be A Leader? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
“ Shocking” Fact # 6 It’s not always that simple to do the ‘right’ thing.
Hallmarks of Global (Large/Decentralized) Organizations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Who defines what the ‘right thing’ is?
Considerations/Thoughts for Discussion ,[object Object],[object Object],[object Object],[object Object]
On the Wealth of Nations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
How to Get Started ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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Analyzing and Implementing Sustainability

Editor's Notes

  1. Here is a sample – modified to remove any specifics for the company – of a strategic plan…
  2. For each of the sections, you can develop a metric of what activities you can engage in each of the elements that make up the plan.
  3. Bertrand Collomb, Global Agenda Magazine in 2003: “ A very one-dimensional view of business, with considerable importance given to short-term value creation as measured by immediate stock market performance. The crisis of 2001-2002 showed the limits and the excesses of this approach. Markets do not always give an accurate forecast of the economic and business situation. Long-term shareholder value requires a stakeholder approach. This crisis, which we are still experiencing, highlights the inconsistencies between short-term shareholder value and true stakeholder value. It has made civil society and companies even more aware that sustainable development is the only way for a company to thrive in the long run. Companies have to take into account their impact on the societies in which they operate and the environment that surrounds them.”