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The SB Brand Transformation Roadmap: Exploring a New Version and Its Relationship to Leading Tools

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Many responsible brands are by now committed to benefiting both our planet and its people, but becoming a truly sustainable brand takes courageous leadership and a commitment to continuous improvement over time. At Sustainable Brands® we’ve worked with some of the world’s most respected brands and thought leaders to create a framework by which all brands can now navigate their journeys and measure their progress, regardless of their industry type or stage of the sustainability journey. We have summed up this work in a new tool – The SB Brand Transformation Roadmap. We unveiled it for the first time in June 2018, and at New Metrics ’18 we will be introducing version 2.0 – complete with a user guide and details on how this Roadmap relates to a big number of other leading tools and frameworks.

Published in: Leadership & Management
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The SB Brand Transformation Roadmap: Exploring a New Version and Its Relationship to Leading Tools

  1. 1. The SB Brand Transformation Roadmap: Exploring a New Version and Its Relationship to Leading Tools Dimitar Vlahov Director of Content Development SUSTAINABLE BRANDS @dvlahov Kevin Hagen VP Environmental, Social & Governance ( ESG) Strategy IRON MOUNTAIN @kevinhagen
  2. 2. The SB Brand Transformation RoadmapSM SBRoadmap.com #SBRoadmap
  3. 3. Dimitar Vlahov Sustainable Brands Kevin Hagen Iron Mountain Virginie Helias Procter & Gamble Laura Palmeiro Danone & UN Global Compact Dave Stangis Campbell Soup Company Kevin Moss World Resources Institute Daniel Aronson Valutus Gil Friend Natural Logic Sally Uren Forum for the Future Helen Ripmeester Oxfam
  4. 4. Challenges Getting started is hard Progress tends to plateau Too many dialects of the same language Authentic change vs. responding to a fad Solution Easy-to-use orientation map and self-assessment User-friendly navigation of all levels of maturity Accessible language applicable to any industry and company size Pointers to existing tools and solution providers Enabler of more effective internal engagement with management
  5. 5. 5 Key Characteristics of a Sustainable Brand 1 Purpose Beyond Profit 2 System-wide Brand Influence 3 Regenerative Operations 4 Net Positive Products and Services 5 Transparent and Proactive Governance
  6. 6. 5 Levels of Progress (Quick Guide) Level 1 Conventional Level 2 Getting Started Level 3 Promising Progress Level 4 Emerging Leader Level 5 Sustainable Brand “Business as usual” Driven by compliance One-off or fragmented efficiency programs Conventional financial decisions Benefits: Law-abiding citizen. Some marginal risk and cost reduction. Notable initiatives and “feel good” results Endorsed internal change agent driving “Ask for forgiveness, not permission.” Basic sust’y goals, metrics and reporting Benefits: Momentum in demonstrating value, but not company-wide. Some brand benefits. Some employee pride. Streamlined strategy and processes, C-Suite nod, partial marketing support Strong metrics and accountability to targets Delivering some win-win outcomes Moving the needle on some material issues Benefits: Significant company-wide risk and cost reduction. Visible brand advocates. Contribution to employee retention and recruitment. Sust’y is among top company priorities; Sector leader Proactive innovation with a focus on decoupling growth from negative impacts Science-based goals Strong and consistent support from C-Suite, Board, marketing and finance Benefits: Driving business growth, strong customer relationships and strong brand “license to operate.” Profitable net positive business model Deep external collaboration seeking system-wide solutions Actively trying to shift unsustainable societal norms Intentionally cultivates breakthrough leaders Benefits: A thriving business delivering strong economic, environmental and social benefits in a changing world.
  7. 7. 5 Levels of Progress (Quick Guide) Level 1 Conventional Level 2 Getting Started Level 3 Promising Progress Level 4 Emerging Leader Level 5 Sustainable Brand Be Compliant Start Journey Do Less Bad Do More Good Be Regenerative
  8. 8. Level 1 Conventional Level 2 Getting Started Level 3 Promising Progress Level 4 Emerging Leader Level 5 Sustainable Brand 1 Purpose 2 Brand Influence 3 Operations 4 Products & Services 5 Governance 5 x 5
  9. 9. Group Exercise and Discussion
  10. 10. Level 1 Conventional Level 2 Getting Started Level 3 Promising Progress Level 4 Emerging Leader Level 5 Sustainable Brand - No clearly defined positive purpose. - Purpose defined in product terms, e.g. “we make the best widgets,” is not useful. - Purpose is clearly defined and articulated. - Purpose is not embedded in strategy, product innovation or marketing. - Employee engagement is sporadic or non- existent. - Purpose is prioritized in corporate communications. - Purpose is connected to business strategy and planning. - Employee education is available but not prioritized. - Purpose is still not a company- wide leading driver of product strategy or marketing strategy. - Purpose is a top priority, leading business strategy, marketing and product innovation. - Most employees are demonstrably engaged as a norm. - Strong external recognition for being on a purpose-driven journey. - Purpose is successfully activated across all touchpoints both externally and internally. - Employees, customers and suppliers feel a sense of ownership of the purpose and its journey. - The brand is deliberately acting as a catalyst for system- wide purpose-driven change. Purpose
  11. 11. Level 1 Conventional Level 2 Getting Started Level 3 Promising Progress Level 4 Emerging Leader Level 5 Sustainable Brand - No marketing campaigns or other customer engagement. - Internal actions are siloed and not visible or communicated from the top. - External collaboration is limited to philanthropy. - Sust’y values missing in most marketing and communications. - Early steps to identify or measure brand risks and opportunities. - Employee engagement is sporadic, led by self-selected champions or heroes. - External collaboration on one-off or fragmented basis, not tied to a larger strategy. - Sust’y values among top several priorities in marketing and communications. - Employee engagement is well organized, but not a priority company-wide. - External stakeholder engagement processes are in place. - External collaboration is strategic. - Sust’y values among top three priorities in marketing, communications and public policy positions. - Employee engagement programs are comprehensive and company-wide. - External collaboration demonstrates sector leadership. - Catalyzing sector and market transformation. - Actively trying to shift societal norms toward sustainable levels. - Takes public stances on important societal and cultural issues. - Driving deep external collaboration seeking system-wide solutions and change. Brand Influence
  12. 12. Level 1 Conventional Level 2 Getting Started Level 3 Promising Progress Level 4 Emerging Leader Level 5 Sustainable Brand - Compliance with laws and regulations. - No specific sust’y goals or reporting. - One-off or fragmented efficiency programs. - Scope of work includes only own operations. - Sust’y goals are public but arbitrary. - Public sust’y reporting. - A proper materiality assessment is missing. - Employee engagement is sporadic, led by self- selected heroes. - Scope of work includes tier one or more of supply chain. - Periodic materiality assessment in place. - Sust’y goals are material, but not science based. - Moving the needle on some material issues. - Employee engagement is well organized, but not a priority company-wide. - Scope of work includes the whole value chain. - Sust’y goals are science based, but not context sensitive. - New shared value based on systemic changes. - Employee engagement programs are comprehensive and company-wide. - Scope of work is beyond value chain, includes future generations. - Working to change industry- wide operational norms. - Sust’y goals are science based and context sensitive. - Publicly on a journey to a regenerative, net positive presence in the world. Operations
  13. 13. Level 1 Conventional Level 2 Getting Started Level 3 Promising Progress Level 4 Emerging Leader Level 5 Sustainable Brand - Delivers safe, valuable products. - Compliance with safety, IP and social regulations. - LCA or LCA-like analysis of a small number of products. - Assessed products not representative of company portfolio. - No product innovation strategy based on impact assessment. - LCA or LCA-like analysis of a representative set of products. - Continuous improvement to materially reduce negative impacts on per-unit basis. - A clear product innovation strategy and process based on LCA. - New products have an end- of-life strategy. - LCA or LCA-like analysis of most or all products. - Redesigning existing products, and/or developing new ones to achieve superior sust’y performance. - New or redesigned products help solve environmental or social problems in the use phase. - Net positive product strategy that seeks industry-wide impact at scale. - All products create conditions conducive for all life and keep closed-loop material flows. - Demonstrated leadership in catalyzing system-wide innovation and collaboration toward a sustainable economy. Products & Services
  14. 14. Level 1 Conventional Level 2 Getting Started Level 3 Promising Progress Level 4 Emerging Leader Level 5 Sustainable Brand - Compliance with financial, legal, governance, ethics and anticorruption standards. - Annual public reporting to recognized standards (e.g. GRI, SASB). - - - Open and timely responses to NGOs, activists and or other inquiries. - Public commitments around diversity, inclusion, equity and transparency. - C-Suite is engaged and supportive; The Board is aware. - Lobbying and policy positions are consistent with sust’y strategy. - Continuous progress on diversity, inclusion, equity and transparency targets. - Participation in trade associations and other similar bodies aligns with sust’y priorities. - The Board is engaged and supportive, “owning” the journey. - Active engagement with broad stakeholder groups, including around relevant public policy. - Public recognition that treating nature as a stakeholder leads to more sustainable performance. - Partially integrated sust’y and financial reporting, and/or a stated commitment to adopt integrated reporting. - Active in collaborations seeking systemic progress toward a sustainable economy. - Convening the broader economic ecosystem in an effort to “change the rules of the game.” - Intentional cultivation of breakthrough leaders seeking positive systemic change. - Fully integrated sust’y and financial reporting. Governance
  15. 15. Additional Resources For SB Members Web-based self-assessment tool powered by Valutus Carefully curated lists of existing tools, expanded organically over time Carefully curated lists of internal skills and capacities needed to advance
  16. 16. 1 Purpose The Practice of Purpose Project; We First Purpose Integration; Unilever Personal Purpose Tool 2 Brand Influence SB Brands for Good Initiative; Utopies Local Positive Hubs; BBMG Five Human Aspirations 3 Operations Valutus Materiality Assessment; The Future-Fit Business Benchmark; The MultiCapital Scorecard 4 Products & Services IDEO Circular Design Guide; Biomimicry Innovation Guide; WRI Business Models of Tomorrow 5 Governance SASB; IIRC; Leaders on Purpose Project Examples of Helpful Tools
  17. 17. SB Roadmap vs. The Embedding Project SB Roadmap vs. SHIFT

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