Post on 27-Jun-2015
transcript
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Successfully Implementing a Sustainable Development Initiative
Or how to achieve behavioural change
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Setting the scene:
organisations are bombarded with changes
* IBM « The enterprise of the future » survey, 2009** last survey to date: McKinsey, 2008
How to implement in-depth change and avoid « greenwashing »?
80% of CEO’s* see significant changes ahead.
Surveys regularly show that only 30%** of change initiatives actually succeed.
The failure causes are known: lack of leadership support, “project of the month” syndrome, lack of staff engagement, poor communication of project benefits, all of which can potentially also jeopardise a sustainable development initiative.
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Company culture:« The way we do things around here »
Habits:- Switch off lights and equipment when leaving premises- Travel by train rather than by plane - Put SD on the agenda of every staff meeting- Meet virtually rather than physicallyDecisions:- Set ambitious CO2 reduction targets - Invest in a more environmentally friendly production tool
Sustainable Development Culture
Behaviours that contribute to improve the environnemental impact of the business
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“…I see my managers and peers going through their personal change process ”
“…I see my managers and peers going through their personal change process ”
“…I understand the meaning and the benefits of a SD initiative, for me, my team and the company ”
“…I understand the meaning and the benefits of a SD initiative, for me, my team and the company ”
“…I can acquire the skills that will enable me to carry out my new SD responsibilities and tasks”
“…I can acquire the skills that will enable me to carry out my new SD responsibilities and tasks”
“…our organisation, systems and tools enable me to operate and carry out specific SD tasks ”
“…our organisation, systems and tools enable me to operate and carry out specific SD tasks ”
Role-modeling
Understanding
Mechanisms
“I’ll change my behaviour if …”
Skills
What makes people change behaviour?
Behavioural change requires a joint top-down and bottom-up approach
Communication, recognition Training & Development
Process & Systems Engineering Leadership
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Assess the chances of success of your SD initiative:
Change Capacity®
iCC =Ih
S
+
A
Change Capacity Index= your chances
of success
Human impact of the SD initiative/policy
Strategic Fit of the SD initiative/policy
Attractiveness of the SD initiative/policy to the
stakeholders
Io
Organisational impact of the SD initiative/policy
x
Compared to other business projects, a sustainable development initiative has the advantage of being generally attractive to stakeholders and increasingly in line with the business strategy.
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Performance Management
People EngagementProject Steering Organisational
Alignment
Realising Change
Structuring your SD initiative
Visioning Change
Make the change a project with a team, objectives and results planning
Involve, empower and train people
Measure, monitor and analyse the results of the change
Adapt the organisational structure, processes and systems to the change
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Contact+33 (0)6 14 03 96 69
christophe@appetiteforchange.net
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