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Step 6: Create a new 'business as usual'

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Create a successful sustainable value chain by changing your organisational focus to make this a normal part of your business.

Step 6 focuses on implementing the changes you have identified throughout the value chain process so that these actions become part of your normal business operations.

Business environments are continually changing and evolving so the 6 step tool should be revisited on a regular basis to ensure new risks and opportunities are identified and that the focus moves on from items that have already been addressed.


  Action Points

  • Consider organisational focus
    Consider organisational focus which can deliver cultural change.
  • Communicate regularly with your internal stakeholders to keep them engaged
  • Ensure ongoing support internally
    Ensure you have the continued buy-in and support of management.
  • Learn from partners, collaborators and other stakeholders
    Share these learnings internally to build expertise within your business.
  • Periodically assess progress on implementing your project plan
  • Discuss progress with internal and external stakeholders
    This will ensure any additional opportunities or risks are identified.

  Consider

  • How important is organisational focus in meeting your targets/goals?
    What is the best way to achieve this? Could external expert assistance be beneficial?
  • Are management still engaged with the project?
    If not, how can you re-engage them?
  • What have you learnt so far?
    How can you use any lessons to assist in future plans? How are you sharing this knowledge within your business and with other stakeholders?
  • What hurdles have you encountered?
    How have you got past them? Can you use these learnings to assist in future plans?
  • Has anything changed?
    Are there new opportunities or risks? Are there other products or services you could include in the scope?

  Reporting

As your business practices evolve and improve, you can report your successes, challenges and opportunities to others. You can do this through formal reporting mechanisms, such as your annual report or a sustainability report, or informally through newsletters or meetings.

This article analysing Toyota Europe's sustainability report is an excellent example of how being transparent and acknowledging your challenges can win as many plaudits as achieving your goals.