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

Fostering Sustainable Strategies for Mission-driven Organizations

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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


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


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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http://f2.washington.edu/ess/content/envionmental-stewardship-sustainability-strategy-map


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Strategic Core





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Perspectives & Objectives


Placement of People, Planet, Profit icons for discussion purposes only – inserted by SMART Management Consulting, LLC




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


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


Commitment LevelChampionConcur XCognizant

Conscious OContrary

Current commitment level (O)? Target commitment level (X)?

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Building Strategy Commitment


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


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?


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


Commitment Level

Message Content

Methods Sender



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


Commitment Level

Message Content

Methods Sender



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®)


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?


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


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.


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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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


http://www.amazon.com/s/ref=nb_sb_noss_1?url=search-alias=stripbooks&field-keywords=kaplan%20and%20Norton

http://www.thepalladiumgroup.com/Pages/Welcome.aspx

http://www.balancedscorecard.org/



http://www.sustainabilityadvantage.com/



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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Incorporating Sustainability Strategies