“Sustainability” – What Does This Mean?
A. The business corporation: profit AND social responsibility!
Sustainability does not mean the abandonment of profit – in fact, it is the opposite
“CSR” (corporate social responsibility” and sustainability initiatives
Sustainability and corporate “PR”
B. Strategies for corporate sustainability
Sustainability and organizational change
Sustainability as a process, not just an event
Key elements of the strategic approach to sustainability
Session 2:
C. Corporate sustainability as the management of change
What does change management require?
Where does change management start?
How is change management implemented?
Session 3:
Small-group discussion followed by brief representative presentations by randomly selected groups. The assignment is to-be-determined, but will be either a workshop on a relevant sustainability topic or a case study assignment concerning an appropriate case.
Session 4:
Sustainability Today: What Is Your Organization Doing?
What are you already doing?
Defining an inventory of current sustainability initiatives in the corporation
Defining past significant accomplishments in your sustainability program
Examples of a “success stories”
Where are you going?
Goals and objectives for sustainability: developing and defining appropriate metrics for success
Time-frame issues: what, when, and where
The economic analysis of sustainability initiatives: creating a corporate template for analysis (e.g., sustainability and appropriate ROI measurement
DAY 2: Tuesday, June 22, 2010
Session 1:
Sustainability: Structure and Process
A: Building Sustainability into Organizational Structure
Issues of structure: centralization vs decentralization
Analogies from corporate innovation: how is this done best within the corporation?
B: Process Issues
What is organizational process?
Incentives, communications, controls, and issues of organizational “culture”
Problems with process
C. Participant Process Workshop
Participants will be formed into appropriate small groups and each will be given an assignment regarding specific process issues (assignment to-be-determined)
Session 2:
The Sustainability Initiatives: Strategic Execution
A. Making Change Happen
What participants need to do: Leadership responsibilities
Detailed implementation plans
Measuring success
B. Issues in Sustainability Execution
Managing Sustainability Stakeholders
Creating a “sustainability roadmap”
Rewarding and spotlighting success
Session 3:
Small-group case-study discussion followed by brief representative presentations by randomly selected groups. The assignment is to-be-determined.
Session 4:
C. Where Do We Go From Here?
Program summary and conclusions
Definition of specific next steps by participants (self-reporing procedures)
A personal agenda for change
Presentation of certificates of attendance
Sasin Graduate Institute of Business Administration of Chulalongkorn University
Sasa Patasala Building, Soi Chula 12, Phyathai Road, Bangkok 10330, Thailand
Email: webmaster@sasin.edu
