Using Sustainability to Enhance Organisational Teamwork
23.08.23
Investing in sustainability-oriented firm projects continues to rise because business leaders acknowledge the dual advantages of long-term value creation through effective environmental stewardship. The sustainability phenomenon goes beyond the environment and comprises three additional human, economic, and social pillars.
The United Nations Sustainable Development Goals (SDGs), with their 17 sustainable goals, provide an array of strategic options for the firm. These are the outcomes of the strategic planning exercise. The strategic plan must be implemented eventually. But in today’s marketplace, strategy implementation needs to take less time; “doing more with fewer resources” is the corporate mantra.
This article will outline how the sustainability phenomenon, with authenticity throughout, can enhance organisational teamwork.
As sustainability takes centre stage, any firm must incorporate an explicit sustainability agenda and raise challenging questions. These include “How can the firm prove that it's genuinely pursuing a sustainability agenda and being an excellent employer?”.
For decades, Western businesses have measured success predominantly by financial gain. However, a shift is underway, fuelled by a new generation of socially aware employees and other stakeholders. Sustainability embodies this shift, compelling firms to redefine their success metrics beyond profit margins. Help is at hand with the SDGs. They can be embedded in the overall strategy and placed at the core of the firm's business operations.
Yet, commentators are increasingly writing about how SDGs progress by firms need to get back on track. The majority of Gen Z, Millennials, and an increasing number of Baby Boomer employees feel that creating a world free from inequality should be embraced by employers. With hunger, poverty, and inequality eliminated, decent education, health, and jobs are available. Encouragingly, progress is being made with SDG No. 5 on Gender Equality, leading to more women in leadership positions in the C-suite than ever.
So, the next big question is, “Does your firm genuinely invest in the well-being of its workforce?” But, the line between altruism and self-interest blurs as we dissect the intentions behind these endeavours.
To enhance organisational teamwork, firms need a plan for real change. This will support the implementation, governance, and managing the transition to a sustainability culture. SDGs can help achieve such a goal.
The SDGs serve as a global roadmap for addressing the world's most pressing challenges by 2030. Interestingly, since its launch in 2015, we are halfway through 2030. SDGs face a midpoint timeline dilemma; firm reflections on progress are pertinent and necessary.
By embracing sustainability as a shared objective, employees can challenge the firm’s status quo and advocate for a broader definition of success. One that harmonises economic growth with social and environmental impact, avoiding being exposed to accusations of "SDG washing."
As a starting point, Leadership teams should perform a benchmarking exercise to identify key levers and provide answers to some challenging questions, including:
1. Does the leadership team understand the firm's positive and negative impacts on its people and the external environment? Are we prepared to be open and transparent about them?"
2. Is our firm doing anything differently to help achieve the SDGs? What is our evidence? Have we objectively benchmarked our progress?
3. Can we authentically demonstrate that we have shifted our attention towards fostering an environment where sustainability and employee well-being are valued as integral components of any strategy? Have we created the necessary mindset of employees to embrace a team-based culture?
As firms address the above tough questions, they will cultivate a more robust culture of team collaboration, empathy, and purpose-driven innovation among employees. By embracing the SDGs, organisations contribute to a sustainable future and unleash their employees' true potential, fostering a collective force that drives positive change and shapes a better world for future generations.
ENDS
Recommended Read
Dr Richard Rumelt, the world's leading authority on strategy, has once again demonstrated his intellectual prowess with his book "The Crux.”
The book's resonance lies in its capacity to guide leaders to the essence of their challenges, enabling them to discern The Crux. This is the pivotal point that leaders should focus on to deliver the optimal payoff for their stakeholders. In a world where resource constraints are commonplace, his guidance is invaluable for maximising value.
Dr Rumelt's guidance becomes a compass, steering leaders toward those critical choices that deliver unparalleled value to stakeholders. In The Crux, Dr Rumelt has provided a compelling and comprehensive exploration of how to turn any leader into a strategist.
The book bridges the gap between academic theory and practical application, offering business leaders a roadmap for navigating today’s complexity and uncertainty.
You are encouraged to read The Crux as it will empower you to extract lessons from Dr Rumelt’s experiences, which will help you in your future strategic endeavours.
PAP
16/8/23