Organizational Change

Top 3 Myths of Why CSR Strategies Fail?

“If you fail to plan, you plan to fail”… right?

Failure of a businessman due to crisis

I used to believe that the right plan would always yield the right result. Just follow the steps, stay the course, and celebrate the win. I then learned that people are unwieldy; if they don’t have a say in the plan, they won’t see how it pertains to them, and they don’t follow through. Easy solution: start with an environmental scan, adjust the plan to the people, and then you’re back on track – stay the course, celebrate the win.

But even after all that, my plans seemed to fail. And still, the problem seemed to be the people. I gave them a great plan, so why couldn’t they just fall in line?

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Also posted in Behaviour Change, Business and Sustainability, Culture and Leadership, Leadership & Culture, The Hub | Tagged , , , | Leave a comment

Incrementalism is Too Slow. What Does Real Disruption Look Like?

disruptive-thinkingThe CSRwire community recently participated in a Twitter chat in response to this query: “What will disrupt your year?” Leading experts gathered to discuss CSR and sustainability trends in 2014. Over an hour’s time, a range of assumptions and common frames emerged. In spite of the challenge to explore the concept of disruption, please judge for yourself whether most of the responses were disruptive or best described as incremental.

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Also posted in Business and Sustainability, Capitalism 2.0, Culture Change, Innovation, Leadership | Tagged , , , , , , , , , | Comments closed

Is Capitalism as we know on its way to Extinction? A Conversation about Capitalism 2.0

Francesca RheannonWhen John Elkington coined the term “the Triple Bottom Line [TBL],” many hoped it would provide the lodestar for steering capitalism into a more just, sustainable future. Twenty years have passed since and that future seems as far away today as it did then—while the time to make that transition before Total Systems Collapse grows ever short.

Elkington himself has moved beyond TBL to Zeronauts – a vision of a zero carbon emissions market economy – and called for “Breakthrough Capitalism” to bring about a “market revolution.

It’s not that there hasn’t been progress toward this goal.

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Also posted in Behaviour Change, Capitalism 2.0, Interviews, Leadership & Culture, sustainability trends, systemic change, The Hub, Video | Tagged , , , | Comments closed

Four Green Team Tactics That Can Be Readily Adapted To Your Organization

team_green_hatSmall green teams tasked with transforming large corporations, governments, cities, and neighborhoods face some tough challenges. TD Bank’s three-person green team employed a range of strategies to inject sustainability thinking into 27,000 employees dispersed in 1,300 locations. I find four of their tactics very smart and can be readily adapted by green teams everywhere.

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Also posted in Behaviour Change, Business and Sustainability, Case Study, Communication, Culture Change, Employee Engagement, Employee Engagement, Green Communications, Organizational Culture, The Hub, Thought Leader | Tagged , , , , , , , | Comments closed

The B Corp Advantage in 5 Easy Steps

Alex BaldwinPart 1: Social Entrepreneurship is Business’ Savior and Nemesis

“A – always B – be C – Closing. Always be closing… You close, or you hit the bricks.”

Blake’s diatribe against ineffectuality reverberates in the eardrums of anyone who has dialed for dollars or worked the walk-in beat in a sales job. And for decades, revenue, and its even sexier cousin, profit, has been the object of managerial desire.

But somewhere in the rigor of sales, the greed of ambition and the lust for growth, the pursuits of private enterprise have pushed markets and managers to look beyond the bottom line to achieve competitive victory. Capitalism has evolved both its nemesis and its savior, called social entrepreneurship.

Bookshelves and business publications are rife with references to new age concepts and terminology – “Conscious Capitalism,” “The New Economy,” “The Shared Economy,” “Transformational Leadership,” and dozens of others that exemplify a new generation of popular business management literature (and managers) obsessed with making the case for doing well by doing good – or at least doing good while doing well.

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Also posted in Business and Sustainability, Capitalism 2.0, Leadership & Culture, Organizational Culture, Social Impact, systemic change | Tagged , , , , , , , , , , , , , | Comments closed
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