7.19.2010
Sustainability is on every corporate radar. The strength of the signal and distance from action vary. In some cases, internal task groups have been formed, sustainability risk assessments have been performed, and actions incorporated into operations and products and services. In other cases, none or some of these activities have been started, or actions have not gotten beyond PR drivers.
In the current MIT Sloan Management Review, Christopher Lueneburger and Daniel Goleman make a valuable contribution with a presentation of a sustainability implementation model and identification of different competencies needed at different phases of implementation. They also identify differences between traditional implementation techniques and practices in large corporate initiatives from those needed in a sustainability initiative. Lueneburger and Goleman say that a common mistake is approaching the implementation of a sustainability initiative with the same tools and mindset used in the past, stating that sustainability is “not your father’s corporate initiative.” Read More
Posted By Charles Redinger | in Emerging Issues, High Performance Teams, Innovation, Personal Mastery, Sustainability, Uncategorized | Tags: Change leadership, Cross-functional teams, Greenwashing, Integrated EHSMS, Seeing systems, Sustainability initiative, Sustainability leadership, Sustainability management system, sustainability risk assessment | No Comments »
5.19.2010
As a living system, a company’s risk profile is continually shifting. The growing attention on sustainability and corporate responsibility (CSR) has stretched companies as they wrestle with ways to characterize and manage their sustainability and CSR risks.
Integrated EHS, sustainability, and CSR management systems provide a robust structure to manage risks. A key concept in an integrated management system is “the management of change” (MOC), which focuses on identifying and managing risks as operations or the operating environment change. MOC procedures and process typically kick-in when new equipment or manufacturing lines are installed, during mergers & acquisitions, or during internal re-organizations. On the corporate responsibility front, forward-thinking companies include the monitoring of third-party monitoring criteria in their MOC process.
Strong MOC processes are part of a company’s front line defense for risk reduction. The MOC process should pick up most risks that arise in between formal risk assessments. Read More
Posted By Charles Redinger | in Corporate Social Responsibility, Emerging Issues, Innovation, Management Systems, Risk Management, Strategic Thinking & Planning, Sustainability | Tags: ANSI/AIHA Z10, Causal Loop Diagram, CSR, EHS Management System, Integrated EHSMS, ISO 14001, Management of Change, MOC, OHSAS 18001, Organizational Learning | No Comments »
