david grayson - corporate responsibility coalitions - oct 2013
DESCRIPTION
The Past, Present, and Future of Alliances for Sustainable Capitalism Prof David Grayson CBE Director: The Doughty Centre for Corporate Responsibility, Cranfield School of Management, UK University of Surrey - Lunchtime Seminar, 23 Oct 2013TRANSCRIPT
David Grayson
University of Surrey Oct 2013
Collaborating for Sustainability
- Making the Difference –
The Past, Present & Future of
Alliances for Sustainable
Capitalism
Collaboration
Hannah Jones: Nike's global head
of sustainability and innovation
"We believe that the innovations
required to create the future won't
come from a single source. Not from
science. Not from technology. Not
from governments. Not from
business. But from all of us. We
must harness the collective power
of unconventional partnerships to
dramatically redefine the way we
thrive in the future."
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Mark Parker: CEO, Nike
"Our future depends heavily
on innovation, collaboration
and transparency."
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Paul Polman, CEO Unilever
“In areas where big breakthroughs
are needed, we must step up joint
working with others.”
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Business-led CR coalitions
“independent, non-profit distributing membership
organisations that are composed mainly or exclusively of for-
profit businesses;
that have a board of directors composed predominantly or
only of business people;
that are core-funded primarily (or totally) from business;
and whose dedicated purpose is to promote responsible
business practice.”
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Business-led CR coalitions by 1990 Coalitions by 1990
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Global field builders
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Business-led CR coalitions by 2000
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Business-led CR coalitions today
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Industry and issue-specific
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Industry and issue-specific
coalitions:
Incubated by or hosted within generalist coalitions
Within a broader trade and industry association
Independent business-led coalitions dedicated to
specific industry or issue
Multi-stakeholder issue-specific coalition with strong
business leadership
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Multi-stakeholder initiatives
“Non-profit distributing organisations concerned
with corporate responsibility in which businesses
are involved but are not predominant in
membership, funding and/ or governance and
accountability.”
e.g. Marine Stewardship Council, Extractives
Industry Transparency Initiative, Refrigerants
Naturally
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Roles coalitions typically play
Make business case
Develop agenda
Identify and disseminate good practice
Build-capacity
Broker
Direct delivery
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Strategic Focus of Organisation
Q3aa. Please rate how much of a strategic focus your organisation has in each of the following areas.
Please use the 5-point scale provided, where 1 is “not at all a focus” and 5 is “a very important focus”.
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37
65
71
75
75
85
71
38
8
10
15
10
8
Philanthropy
Responsible marketing
Community
Workplace practices
Environment
Supply chain
Business operations
A very important focus (4 + 5) Not at all a focus (1 + 2)
Safe space to think through extreme
events: Telecommunications Industry
Dialogue on Freedom of Expression and
Privacy
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Agenda for action
Helping individual companies to overcome the “performance gap” and to embed responsible business policies and practices into the core of their corporate strategy, operations and value chains
Promoting pre-competitive collective action within specific industry sectors, geographies and value chains to drive scale and systemic impact
Convening companies to be part of more systemic and large-scale multi-sector collaboration between business, government and civil society organizations
Spreading innovation from key emerging markets
Engaging with small and medium enterprises
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Agenda for action
Working with governments and advocating for progressive public-policy reforms
Improving the financial enabling environment
Partnering with business schools and universities
Raising public awareness and spreading the practice of sustainable consumption
Promoting a new vision for sustainable capitalism
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How can member companies
make most of their membership
of coalitions?
Map and segment
Prioritise
Regularly review with each coalition
Link to management development
But – all depends on CR function being integrated within business!
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What does it take to be a good
partner?
The Partnering Initiative
Characteristics of a good partner
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Partnering is an ‘Art’ and a
‘Science’
Insight / imagination / feeling
Vision (of the future)
People skills
Relationship building
Personal engagement
• Technical knowledge
• Critical analysis /
thinking
• Measurement
• Admin / project /
financial management
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A partnering mindset...
Requires an openness to move from your own individual needs /
constraints / issues towards consideration from the perspective of the
partnership as a whole
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A partnering mindset...
Flexibility and a willingness to compromise where possible (while being clear about boundaries).
A willingness to work outside „business as usual‟ and open to more innovative ideas
Ability to be transparent about real interests, needs, and constraints
Openness to self-reflection and to change
A humility that others may have better answers than you
Being comfortable to give up autonomous decision-making
Drive / tenacity
Self-awareness
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A partnering skill set...
Ability to listen actively, put yourself into other people‟s
shoes, and understand the real interests, needs, and
constraints of the others
Ability to communicate your organisation‟s own interests,
needs, and constraints
Relationship-building and trust-building ability
Ability to distil and synthesize views
Achieving balance between your organisation‟s own
interests and the furtherment of the partnership
Interest-based negotiation
Well-researched about other partners and context
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