Week 7: Dunphy, Griffiths & Benn Chpt 7 & By (2005)
Presenter 2: Discuss - Given the arguable lack of valid frameworks for organisational change what would be the best strategy for organisations to achieve becoming a sustaining organisation? What must an organisation do to ensure successful elements of change for sustainability come about? Justify your response from both readings.
While some sustainability initiatives require behavioural change that will deliver value over a longer period of time, others may demonstrate returns in the short term (e.g. operational savings). These can help to support the case for a business adopting sustainability initiatives. The environment will become a more prominent cost- related issue as resources become scarcer and the impacts of climate change become more apparent. As Australia moves towards a low-carbon economy, recognising and implementing sustainable practices is becoming important for all businesses.
Different organisations embark on integrating sustainability in different fashions – there is no prescriptive off-the-shelf model for implementing sustainability within an organisation. Some take an incremental approach, making sure early wins are consolidated before undertaking more radical changes. Others find that a step-up change is effective, especially when other major changes are taking place such as a re-branding or a change in location. A common success factor for either approach is a strong commitment to change coming from the top of the organisation and the articulation of a clear direction for the organisation to head in. Your organisation needs a clear vision of its ultimate sustainability objective in order to direct and allocate resources effectively. Having a vision will also enable you to identify multiple pathways and choose appropriate actions to achieve your sustainability goals. Your vision needs to include longer term thinking, underpinned by the short-term gains identified in your mission statement. Once your organisation decides to adopt sustainability as part of its core business it will soon be apparent that this is a shared responsibility. The task will involve taking a range of stakeholders on the journey with you, including staff, suppliers, customers and investors.
Steps Involved
1
Identify your significant impacts
Identify your organisation’s significant impacts on the environment, both direct and indirect, and the opportunities and risks they represent. Existing known or obvious impacts may be the best place to start. You must make sure your review covers all aspects of your organisation’s operations.
2
Identify stakeholders’ and market perceptions and expectations
Consult stakeholders (including investors and tenants) about the key environmental attributes they expect from your organisation. Managing these perceptions and expectations is fundamental to reducing actual environmental impacts and will influence the ability to maximise opportunities, minimise risks and effectively promote outcomes.

3
Make it relevant
Link the opportunities and risks identified in Steps 1 and 2 to your organisation’s core business. Use the organisation’s business plan or strategic objectives to map interactions, influences and impacts on business objectives. Wherever possible, follow the language and structure of the corporate plans so your proposal is easily understood by the intended audience. Must make sure the business case is fully aligned to your organisation’s core purpose.
4
Identify and evaluate initiatives
Identify organisation-level initiatives based on practical and financial feasibility, attractiveness and ability to implement. Initiatives should focus on the highest risks or most attractive opportunities aligned to organisational goals and identify the best delivery mechanisms.
5
Back it up
Provide examples, data and supporting information for each opportunity or risk, both from outside and within the organisation. Include direct