Incorporating Sustainability Strategies
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Transcript of Incorporating Sustainability Strategies
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Incorporating Sustainability Strategies
Jenine Serviolo Environmental Leadership Program (ELP) Senior Fellow,
PMP, SDI® Facilitator
SMART Management Consulting, LLC
February 16, 2013Sustainable Living Fair Workshop
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Introduction
ELP Senior Fellow/New England Regional Network 2012
Harvard Extension School• Masters in Sustainability
Management student
Project Management Institute (PMI) Involvement
• PMP• Portfolio Management for the PM• Managing Strategic Performance• Standard for PfM 3rd Edition
Other• SDI® Facilitator• Master’s Certificate in PM,
GWU• Performance Measure
Blueprint with Stacey Barr• Balanced Scorecard Strategic
(BSC) Execution with Kaplan and Norton
• LEED Green Associate (in progress)
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SMART Management Consulting
President & CEO Federal Government Clients Consulting, Training, and
Workshops• Strategic Planning, Execution,
and Managemento Strategic Planning using
Balanced Scorecard (BSC)
• Sustainable Leadership• Communication
o Mentoring and Coachingo Effective Collaboration
SMART Management Consulting, LLC
Member of US Green Building Council
Free Whitepapers
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Agenda
Levels of Sustainability Strategy
Sustainability Story• People, Planet, Profit• Balanced Scorecard
Concepts• Example Strategy Map
Engaging Staff• Commitment Level • Communication Matrix
Questions Contact Information References
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Levels of Sustainability
Stages 1-3 take-make-waste
Stages 4&5 borrow-use-return
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People, Planet, Profit
People• Internal - employees• External – customers, shareholders, community members
Planet• Environmental impacts
o Entire lifecycle for building (offices, plant), vehicles, products, etc.o Supply chain
Profit• Profits, sales, ROI, job creation• Budget allocation and donations• Fiscal responsibility
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Terminology Introduction
Strategic Core• Mission
o Enduring nature
• Visiono More ideal future place
• Valueso Attitudes, behaviors, thoughts – organizational way
Balanced Scorecard (BSC) Kaplan and Norton• Perspectives
o The key organizational components used to create value
• Objectiveso The organizational goals - to achieve the strategic core
• Strategy Mapo A visual tool for showing the cause/effect relationship between strategic
elementso Helps tell the strategy story
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Value of BSC & Strategy Map
Shows sustainability elements in relation to key organizational perspectives
• Financial shows owners, shareholders, donors, and citizens profit or financial responsibility
• Customer shows customers, consumers, and service recipients how their needs are being met
• Internal Processes show how business processes consider people, planet, and profit as resources are used to produce desired products and services
• Organizational Capacity shows how business infrastructure, information technology, community, culture, knowledge and skills provide the foundation to support internal processes
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Sample Strategy Map
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Snapshot retrieved from http://f2.washington.edu/ess/content/envionmental-stewardship-sustainability-strategy-map
Each row is a perspective
Each oval is an objective
Shows cause &
effect
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Strategic Core
SMART Management Consulting, LLC
Snapshot retrieved from http://f2.washington.edu/ess/content/envionmental-stewardship-sustainability-strategy-map
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Perspectives & Objectives
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Placement of People, Planet, Profit icons for discussion purposes only – inserted by SMART Management Consulting, LLC
Snapshot retrieved from http://f2.washington.edu/ess/content/envionmental-stewardship-sustainability-strategy-map
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Engaging Staff
Strategic planning is an instance of organizational change
To be successful, key stakeholders must not only understand the strategic plan but must embrace their role to executing the plan
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Individual Strategy Commitment
Conscious of
Cognizant of
Concur with
Champion for
Knows it’s there but can’t articulate it and doesn’t knowingly play an active role
Can articulate the strategy but doesn’t knowingly play an active role
Can articulate the strategy and plays active role as directed
Can articulate the strategy, plays an active role and consistently seeks out opportunities to further strategy
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Contrary to
Is at least conscious or cognizant of strategy but is opposed to it…
Also may be important to note…
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Assessing Strategy Commitment
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Commitment LevelChampionConcur XCognizant
Conscious OContrary
Current commitment level (O)? Target commitment level (X)?
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Building Strategy Commitment
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Discuss commitment to strategy with subordinates, peers, supervisor and/or strategy officer
• Consider influences ono Peerso Managerso Subordinateso Customerso Partnerso External agencies
• What is needed to get to target level?o Trainingo Awareness sessions
What do folks need to Start, Stop, or Continue doing to live up to their strategy commitment?
o Attitudeso Behaviorso Actions
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Communication Planning Matrix
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The Outreach and Communications Plan• Includes outline of stakeholders and
activities/communications that will be done to communicate strategy
• Use Communication Planning Matrix to help develop Outreach and Communications Plan
Communication Planning Matrix
Timing Audience Target Commitment
Level
Message Content
Methods Sender
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Timing
During what Strategic Planning Phase should this communication take place?• Planning• Development• Execution
Should the communication come before or after certain events?
Will it be recurring?
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Communication Planning MatrixTiming Audience Target
Commitment Level
Message Content
Methods Sender
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Audience
Who are the key stakeholders?• Executive team• Operational managers• Employees• Customers/consumers• Partners• Community members• Regulator/oversight committees
Communication Planning MatrixTiming Audience Target
Commitment Level
Message Content
Methods Sender
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Commitment Level
What commitment level is needed from the audience and how can you help them get there?
ChampionConcurCognizant
Conscious
Also consider the current commitment level of the Audience - especially if they are contrary
Communication Planning MatrixTiming Audience Target
Commitment Level
Message Content
Methods Sender
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Message Content
What content should your message have to achieve the desired response?
• Clarifying strategy, process, procedures• Identifying alignment• Responses to concerns, especially those surrounding ‘competing
objectives’• What’s in it for me (WIFM)?• Measures and reporting• Organizational culture• Recognition and awards• Data, people, task, team themes (Relationship Awareness Theory®)
Communication Planning MatrixTiming Audience Target
Commitment Level
Message Content
Methods Sender
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Methods
Brochures Pocket cards Wall posters Company newsletters Broadcast emails Video Website
Company meeting Staff meetings Special training sessions Other educational events Face to face discussions
What methods should be used to achieve the desired response?
Communication Planning MatrixTiming Audience Target
Commitment Level
Message Content
Methods Sender
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Sender
Who should deliver the message?
• Person at the ‘top of the change’o Business issueso Reasons for change
• Direct supervisoro Daily impact of changeo What do I need to
Start doing Stop doing Continue doing
Communication Planning MatrixTiming Audience Target
Commitment Level
Message Content
Methods Sender
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Using the Communication Matrix…
1. Identify the timing, sequencing, and frequency of communication2. Identify the target audiences (by role or name) that are important for
successful strategy achievement3. Identify the commitment needed from each target audience4. Choose message content appropriate for that timing, target audience and
commitment level5. Define best methods to deliver the message 6. Identify who should send the message
Identify what information needs to be provided to key stakeholders throughout the strategic planning lifecycle to make strategic planning successful . Use this information to complete the Outreach & Communications Plan.
Communication Planning MatrixTiming Audience Target
Commitment Level
Message Content
Methods Sender
This is often an iterative process!!
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Questions
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Contact Information
Jenine Serviolo, PMP | SDI Facilitator | ELP SENIOR FELLOWPRESIDENT & CEO SMART MANAGEMENT CONSULTING Get-SMART.com757.615.6865 | 1231 Boissevain Ave, Norfolk, VA 23507 | [email protected]
TRAINING AND CONSULTING IN SUSTAINABLE STRATEGIC PLANNING, LEADERSHIP, AND COMMUNICATION
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APPLICATIONS FOR 2013 PROGRAMS ARE NOW OPENELP is one of the only leadership organizations bringing together environmental and social change leaders from academia, business, government and the non-profit sector.
• Take your career to the next level• Find balance in work and in life• Expand your network to include some of the most innovative
people in the country
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References
Strategic Planning with Balanced Scorecard• Kaplan and Norton Books • Palladium Group• Balanced Scorecard Institute• University of Washington Environmental Stewardship & Sustainability Office Strat
egy Map
Sustainability in organizations• Bob Willard
o Website: http://www.sustainabilityadvantage.com/o Quoted Book http://
www.amazon.com/New-Sustainability-Advantage-Business-Benefits/dp/0865717125/ref=sr_1_1
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Organizational Strategy Elements
MISSION: explains why an organization exists• Communicates the organization’s enduring nature, its grand purpose - to people
both inside and outside the organization
CORE VALUES: a set of guiding principles• Reflects the organization’s collective attitudes, behaviors, decisions and actions
VALUE PROPOSITION: underscores the organization’s unique blend of products, services, relationships, and image.
• Differentiates the organization from competitors
VISION: describes a more ideal future place • Captures where we will be once we achieve our current strategy. It answers the
question, where are we going? Why are we changing? Sometimes captured in a BHAG (Big Hairy Audacious Goal) or strategic themes
GOALS, OBJECTIVES, MEASURES, AND TARGETS: typically the first major step to operationalizing strategy
• Goals & objectives are made up of initiatives, programs, projects, and activities• They should be SMART…
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Backup Slide
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