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Ensuring Corporate Success in Sustainability at the Cross Section of Innovation and Technology
Manage episode 373245455 series 2910096
Key Takeaways:
- Building corporate sustainability is not about “being responsible for” but rather recognizing “how to work in concert with” a broader group of stakeholders to reduce friction and produce better results.
- Innovation in a staid industry requires:
- Creation of an environment to embrace and enable change – first speak about what will remain the same and season in what the change will be.
- Recognition that incumbency is NOT powerful (i.e., faulty assumption that formulas in the past will work in the future)
- Innovate by embracing what is evolving – e.g., technology
- Adopt a simple "Measure/Report/Reduce” framework – allows managements to act and the board to make informed decisions based on data-driven metrics to drive accountability and achieve whatever the “reduction” goals are – e.g., emissions, talent attrition, customer loss, use of resources, barriers to entry, etc.
- Don’t make the mistake of focusing heavily on low hanging fruit instead of looking broadly at both risk and opportunity
- Oversight tool: Instead of asking management “How do we make this?” consider the asking “How do we make this better?”
Resources:
83集单集
Manage episode 373245455 series 2910096
Key Takeaways:
- Building corporate sustainability is not about “being responsible for” but rather recognizing “how to work in concert with” a broader group of stakeholders to reduce friction and produce better results.
- Innovation in a staid industry requires:
- Creation of an environment to embrace and enable change – first speak about what will remain the same and season in what the change will be.
- Recognition that incumbency is NOT powerful (i.e., faulty assumption that formulas in the past will work in the future)
- Innovate by embracing what is evolving – e.g., technology
- Adopt a simple "Measure/Report/Reduce” framework – allows managements to act and the board to make informed decisions based on data-driven metrics to drive accountability and achieve whatever the “reduction” goals are – e.g., emissions, talent attrition, customer loss, use of resources, barriers to entry, etc.
- Don’t make the mistake of focusing heavily on low hanging fruit instead of looking broadly at both risk and opportunity
- Oversight tool: Instead of asking management “How do we make this?” consider the asking “How do we make this better?”
Resources:
83集单集
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