Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program,...
-
Upload
sustainable-brands -
Category
Business
-
view
23 -
download
0
Transcript of Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program,...
![Page 1: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/1.jpg)
![Page 2: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/2.jpg)
Kevin WilhelmSustainable Business Consulting@SBC_Consulting
Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates
#SB16SD #ActivatingPurpose
Kevin HagenIron Mountain@KevinHagen
![Page 3: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/3.jpg)
Making SustainabilityStick
Using the Hagen-Wilhelm Matrix To Affect Change
Kevin WilhelmCEO, Sustainable Business Consulting @KevinatSBC
Kevin HagenCSR Director, Iron Mountain @KevinHagen
![Page 4: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/4.jpg)
What we are going to do today• Intros? Who are these guys?
• Into to the Hagen-Wilhelm Change Matrix
• 3 Main Secrets
• Small Group Activity 1 – Self Assessment and Discussion
• Break
• Case Studies, Lessons learned and the Scars to prove it
• Small Group Activity 2 – Rolling up our Sleeves
• Final Thoughts, Conclusion
![Page 5: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/5.jpg)
Common Barriers to Change
Overworked
No perceived senior buy-in
Boss doesn’t appreciate additional time
Don’t know what to do
No budget
Don’t feel empoweredMiddle management
![Page 6: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/6.jpg)
Change Management MethodsCollaborate Oriented
Facilitate group brainstorming sessions
Develop or improve the employeesuggestion and feedback system
Develop an online internalcollaboration platform
Create OrientedUse social media and crowd sourcingto generate new ideas faster
Create a training program tocultivate creative thinking
Empowered intrapreneurs
Control OrientedUnderstand relevant regulations and associated risk exposure
Analyze or audit existing processes andenvironmental impacts (e.g., life cycleanalysis)
Review existing policies for proceduralinefficiencies and opportunities forsustainability
Compete Oriented
Establish goals, objectives, and measuresbased on company vision and standards
Benchmark performance against initiatives of key competitors
Use competitive means for project ideageneration, such as a contest between individuals and teams
![Page 7: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/7.jpg)
Fundamentals in Place
In order to incorporate sustainability into your corporate Change Management Initiative, you first need the six fundamentals.
1. Define Sustainability2. Business Case3. Stakeholder Engagement4. Baseline 5. Set Vision and Goals6. Management Support
![Page 8: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/8.jpg)
Marks & Spenser PLAN A Stages
Via Mike Barry @PlanAMikeBarry
![Page 9: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/9.jpg)
Hagen-Wilhelm MatrixDesigned to visually help a person or organization understand what the dominant characteristics and
drivers are in each stage of sustainability.
It will help you map out your Change
Mgmt Initiative and implementation
steps to be successful.
![Page 10: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/10.jpg)
Type ofChange: Random Systemic
Phase I (Status Quo)
Phase II Phase III Phase IV
Growth & Value Creation
Environmental& Social Negatives
Radical Collaboration Systems view
Industrial Ecology
Hero(martyr)
PersonalInfluence
MetricsProcess
Eco-Efficiency
StructuralCollaborative
Game changing
IndividualTeam/
DepartmentDivision/ Function
Company BusinessSystem
Costs more Investments/ROI Top LineFinancialDrivers:
DominantCharacteristics:
Who:
Environmental& Social Benefits
Phase V
Value creation
Fundamentals Engagement and Value Creation
BreakthroughIncremental
![Page 11: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/11.jpg)
![Page 12: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/12.jpg)
![Page 13: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/13.jpg)
3 secrets to success
![Page 14: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/14.jpg)
There’s Another Step
![Page 15: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/15.jpg)
What got you here won’t get you there;
It will probably stop you
![Page 16: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/16.jpg)
You have to learn
what you have to learn when you have to learn it
![Page 17: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/17.jpg)
Decision Management
All have different drivers, communication styles, and funding mechanisms.
Each Sustainability opportunity may be one of 3 things:
Strategic (Executives)
Tactical (Directors / Division Heads)
Operational (Managers)
![Page 18: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/18.jpg)
The Five Phases of the Hagen-Wilhelm Matrix
![Page 19: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/19.jpg)
Type ofChange: Random Systemic
Phase I (Status Quo)
Phase II Phase III Phase IV
Growth & Value Creation
Environmental& Social Negatives
Radical Collaboration Systems view
Industrial Ecology
Hero(martyr)
PersonalInfluence
MetricsProcess
Eco-Efficiency
StructuralCollaborative
Game changing
IndividualTeam/
DepartmentDivision/ Function
Company BusinessSystem
Costs more Investments/ROI Top LineFinancialDrivers:
DominantCharacteristics:
Who:
Environmental& Social Benefits
Phase V
Value creation
Fundamentals Engagement and Value Creation
BreakthroughIncremental
![Page 20: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/20.jpg)
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
Doing business as usual.
Doing less bad instead of doing good.
Focusing on cost mitigation and bottom line results.
Beginning to focus on top line.
Shifting and delivering new solutions.
Challenging the business model and value proposition of company’s products, services.
Using industrial ecology.
Offering regenerative products and services.
Changing the world!
Prevailing Mindsets
![Page 21: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/21.jpg)
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
A maverick challenges the norm or current mindset.
Employees operate within the company norms.
Trying to get sustainability done where they can.
Rules begin to get tested.
Employees encouraged to make positive changes in their role.
Rules are being broken.
Employees become more engaged.
Leaders make room for innovation.
Sustainability and innovation become the new rule.
Rules
![Page 22: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/22.jpg)
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
Only raw data (utility bills, etc).
Not organized.
Asking about social and environmental data.
Gathering and tracking social and environmental data.
Matching costs and savings.
Developing systems beyond Excel (includes metrics and KPIs).
Looking at ROI and cost savings info.
Integrating sustainability into ERP systems.
Doing future forecasting and planning.
Using data in management and long-term planning.
Data
![Page 23: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/23.jpg)
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
HR is not involved with green team.
Employees have no pride of being in their organization.
Rewarding positive actions.
Hiring CSR/sustainability directors.
HR is formally involved with CSR/sustainability department.
Starting to hire sustainability experts in all departments.
Incorporating sustainability in compensation, job description, and evaluation.
“Gaming” issue arises.
Sustainability becomes fully embedded in HR.
“Gaming” concern is resolved.
Human Resources
![Page 24: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/24.jpg)
Activity 1 – Self Assessment1) Share with the people around you the visual.
2) Then take 5-10 minutes to self assess where you are in EACH category. You will likely be in different phases across categories.
After the Assessment What did you find? What surprised you? Were you better or worse? This is a good check, to balance against other leaders in the room. Also a way to assess others (if benchmarking or if a consultant) What do you do when between two phases (2.5?)
![Page 25: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/25.jpg)
Understanding the Table• Company does not move in lock step- there will
always be folks ahead/behind the curve
• Each phase has valuable learnings necessary for success both in the ST and LT
• You don’t check a box and move between phases- it requires both cultural and operational shifts
• Expect small dips in productivity between each phase
• Tensions arise when you get to that trade-off conversation in Phase 3. This is okay, that’s when innovation & rule breaking occurs
• Start working with NGOs and industry partners early. You will need these relationships later
• WARNING: The dominant behaviors of the leader that are needed for success in one phase are derailers in the next
![Page 26: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/26.jpg)
The Four Hagen-Wilhelm Matrix Questions
• What did you measure?
• How did you share it?
• What did you learn?
• What changed?
![Page 27: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/27.jpg)
Activity 2 – Rolling up your sleeves1) Now flip over your worksheet, and begin working on your action plan for
each category
Specifically:
Now that you know which phase you are in for each category, what are you going to do?
Identify 2 specific actions in each category.
Determine who you need to talk to. Who are the decision makers?
Who’s support do you need? What resources?
Now choose the top 3 things you are going to do to move the needle !
![Page 28: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/28.jpg)
Tailor your messagePerson/Department Explain How Sustainability Will:
Accounting and Finance Save and make the company money
Facilities Make operations more efficient and save resources and costs
Fleets Answer SRI/CDP investor questions, shareholder resolutions
Office Manager Make the office more efficient
Travel Coordinator Reduce business travel and costs
CEO Improve her or his own legacy and peer reputation
PR and Marketing Create brand value and positive press
Sales and Business Development Generate new leads, products, and sales opportunities
CSR and Green Team Become corporate culture
Logistics Improve efficiency
Human Resources Attract better talent and improve retention
Supply Chain Lead to a better understanding of opportunities in value chain
Legal and Issuance Reduce risk and improve resiliency
Think through your organization where you have a skeptic or a personal who doesn’t understand
![Page 29: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/29.jpg)
Extroverts:• Enjoy generating energy and ideas from other people
and prefer socializing and working in groups.• Learn from teaching others how to solve a problem,
appreciate collaborative work, and employ problem-based learning.
• Enjoy working with others in groups and learn best through direct experience.
• Willing to lead, participate, and offer opinions regardless of experience.
• Jump right in without guidance from others.
And Don’t Forget Learning Styles
![Page 30: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/30.jpg)
• Prefer to solve problems on their own and work alone.
• Enjoy generating energy and ideas from internal sources, such as brainstorming and personal reflection.
• Listen, watch, and reflect. They enjoy quiet, solitary work.
• Like to think about things and choose to observe others before attempting a new skill.
• Prefer to read materials beforehand so that they have time to process and reflect on discussion points.
Learning StylesIntroverts:
![Page 31: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/31.jpg)
Conclusion
Making it Personal and Engaging all Learning Styles
Foundations and methods for “doing” change
Obstacles to expect around change management
Hagen-Wilhelm Matrix for sustainable change
Lessons Learned
![Page 33: Making Sustainability Stick Internally: Understanding Maturity Levels of a Sustainability Program, Getting Unstuck When Progress Stalls, and Turning Naysayers into Advocates](https://reader035.fdocuments.net/reader035/viewer/2022081604/58898dfc1a28ab330e8b4ad7/html5/thumbnails/33.jpg)
THANK YOU!
#SB16SD #ActivatingPurpose
Please take a few moments to complete the feedback survey in the SB’16 mobile app