The most recent research on the move to transformational sustainability suggests that organisations go through five stages:
Stage 1 – elementary
Stage 2 – engaged
Stage 3 – innovative
Stage 4 – integrated
Stage 5 – transforming
The stage that an organisation is at is determined by what they are doing on seven key dimensions. These are:
- How is sustainability defined within the organisation?
- What is the strategic purpose served by sustainability?
- Do leaders support and lead the sustainability effort?
- How are responsibilities for sustainability managed?
- How does the organisation deal with issues that arise?
- How does the organisation engage its stakeholders?
- How transparent is the organisation about its financial, social and environmental performance?
The Development Path to the Sustainability Revolution – the 4 “C”s.
Credibility
Credibility is in the eyes of the stakeholders. They are looking for evidence that the organisation is not just meeting lip service compliance but going beyond that. Some evidence of involvement in solving societal problems will also be sought. The key here is systems and processes.
Capacity
As the organisation moves beyond engagement it finds there is so much more to be done and needs to develop internal capacity to do more. The key here is education and coaching that builds on the increasingly sophisticated systems and processes.
Coherence
This is where the organisation’s leadership needs to pull all the various programmes together and match up the programmes to a coherent vision and strategy. Strategic change including appreciative inquiry are the key factors here.
Commitment
This is where the sustainability programmes become so ingrained they become “who we are”
The Operating Model
So who has to make sure what happens on Monday morning?
The following table summarises a number of points that will need to be addressed as you work through the 4Cs model, gives a quick ‘headline’ summary of the issue and suggests where in a business organisation each issue would fit from a responsibility perspective and from the perspective of what organisational officer/manager is responsible for delivering each issue.
For smaller businesses and non business organisations, most of the responsibility falls on the CEO and leadership team as they will be lacking access to the specialist departments tabulated below.
The new position of Chief Sustainability Officer reflects our belief that we are seeing a paradigm shift that will place sustainability at the core of the organisational model for the foreseeable future. The CSO is responsible for the setting the leadership position on sustainability, engaging the rest of the C suite and top reports in the organisation to provide compelling leadership in each of their areas, setting policy and putting in place systems and procedures for ensuring organisational action is embedded in day to day routines. The CSO will have significant organisational power as well as significant influencing skills to ensure others buy in to the Sustainability programme.
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