Stephen Yogi Rueff. stephenrueff.com

Transcription

1 Stephen Yogi Rueff stephenrueff.com

2 Facilitator Biography The Clean Campaign Sustainability Consulting emphasizing Strategy, Organizational Development and Change Management MBA in Leadership & Sustainability from Bainbridge Graduate Institute Experience: Corporate Marketing and Communications Performing Arts Management, Producing and Facilities Management

3 Overview Theory: Making the business case for sustainability in theatre Strategies: Whole Systems Thinking at all levels of the Organization Practice: Initiating and Maintaining

4 Making the Business Case for Sustainability Sustainability in Funding Streams - earned and unearned

5 Establish the Business Case Near-term Reduce your impacts Intermediateterm Create a viable transitional strategy Long-term Reinvent your business model

6 20 th Century Business Models M a k Make Money F ul fil l th e Mi ss io Save n Money e M o n e Save y Money Fulfill the Mission

7 21 st Century Business Model Fulfill the Mission Make Money Save Money

8 Integrating Sustainability

9 Organizational Benefits Reduce Operating Costs & Environmental Impacts Strategic Alignment across Organization Employee Satisfaction, Engagement & Retention Influence Supply Chain, Stakeholders and Patrons Employee Professional Development Demonstrate Organizational Leadership

10 Sustainability Strategies Whole Systems Thinking throughout the organization

11 The Sustainability Lens

12 Frameworks, Principles and Tools Natural Laws Agenda 21 Global Compact Talloires Equator Caux Frameworks PrinciplesSector General ToolsStandardization Reporting Analytical The Natural Step Triple bottom line Earth Charter LEED, FSC Food Alliance LCA/LCC Footprint ISO GHG Protocol GRI

13 Best Practices: Organizational Sustainability Evolution Awareness Sustainability is now inseparable from success Knowledge - The more people trained as whole systems Sustainability thinkers, the greater the program success Practice Sustainability must be reinforced from both the Top-Down and the Bottom-up Goals & Metrics What is measured is managed

14 Common vs Self Interests Source: 2008 Gallup Poll

15 More Fun in the Real World The Fun Theroy

16 What s in it for Us? Source: Zappos CEO Tony Hsieh

17 Organizational Alignment Source: Zappos CEO Tony Hsieh

18 Dealing with Resistance Resistance is normal; if you're not getting any, you're not changing much Go toward it instead of away from it Use it to uncover important information: readiness, problems, losses

19 Dealing with Resistance Resistance looks like...confusion, easy agreement, criticism, denial, malicious compliance, sabotage, deflection, silence, hostility Ineffective responses: power-plays, manipulation, reasoning, ignoring, play off relationships, make deals, kill the messenger, acquiesce

20 Dealing with Resistance Instead Involve people, keep the end in mind, take it seriously, treat people with respect Improve communication/listen, seek mutual gain Some sources are rational, some emotional

21 Best Practices: Organizationally Best start: Commitments from Top down & Bottom up Educate and Engage all Employees Start with Easy Wins and Celebrate Successes Incorporate Sustainability Practices into Strategic Planning Establish Baseline, then Set both Short-Term and Long- Term Goals Include Metrics as part of Performance Reviews

22 Sustainability Practice Initiating and Maintaining

23 3. Conduct an impacts assessment

24 Sustainability plans vs assessments Sustainability assessments: Have decided to pursue sustainability Have undertaken at least some prelimimary sustainability-related actions Need baseline data for those areas you have targeted for improvment Want a formal assessment of how you are doing and how far you have come Aren t sure what to work on next Sustainability planning: Have a clear organizational intention to pursue sustainability Need to make over-arching decisions that will help you manage the sustainability effort Need a shared understanding of what you are trying to achieve and why Lack a long-term plan for achieving your sustainability vision and goals.

25 Why write a sustainability plan? Focuses energies and resources Ensures coordinated and comprehensive approach Tracks progress Forms the basis for reports Reduces the chance you ll miss something important

26 What s the process? 1. Establish business case 2. Choose framework(s) 3. Conduct impacts assessment 4. Develop metrics & vision 5. Mock up report 6. Gather baseline data 7. Identify projects 8. Build support systems Structures Systems Communication/Training Sustainability Policy Sustainability Report Sustainability Plan

27 Stephen Yogi Rueff stephenrueff.com

28 2011 Sustainability Trends Sustainability Reporting Rises CFO's sustainability role increases Employees emerge as sustainability stakeholders Reporting up GHG emissions and water use -- despite regulatory uncertainty Growing concern about access to raw materials Special attention to outside rankings and ratings on the part of corporate executives Source: Ernst & Young 2011 Fall Report

29 2012 Sustainability Trends Sustainable Consumption Gets Buy-in Green Gamification Scores Points Cleantech Survives a Crisis of Confidence Energy Efficiency Gains Star Power "Big Data" Creates Big Opportunities Sustainable Cities Take Center Stage No News is Good News Source: GreenBiz State of Green Biz report 2012

30 Company Best Practices

31 Organizational Benefits