In any successful venture there is a time to “sweat the details”, but first you must chart your course. We help our clients create a vision of the future that is uniquely their own – and we help them do it again and again to take advantage of the rapid and non-linear change in the world around us. We engage your stakeholders, leverage your core competencies, and create superior shareholder and societal value – we make your organization better.
Rather than build a business in the traditional sense, with talent under one roof, we have worked hard to create a business web to integrate the output of specialists scattered around the world. We don’t use it every day, but it’s good to know that we can seamlessly weave a product or presentation together with the support of virtual colleagues in the U.S., Europe and Australia. It’s all about leveraging the right kind of experience and expertise we need to create superior value for a client.
We bring a wealth of experience and expertise to our work, but we don’t bring "canned" solutions; every client has a different organizational culture, a different political sensitivity and different objectives. We work with our clients to identify tailored opportunities to support those objectives that are rooted in sustainability.
What do you want to do?
We often find that our clients, especially those with subsidiaries, can point to several discrete programs or activities that seem to be “about” sustainability or CSR, but seldom is there an overarching strategy or point of view about the future that glues these activities together.
We help our clients focus on the big picture, or as some prefer to call it, the “big hairy audacious goal”. What is it that you want to do as an organization? What do you want to be known for? What is the immediate visceral response you want your organization’s name to evoke?
Less is More in Sustainability Reporting
The emergence and (tentative) mainstreaming of sustainability has helped unlock new sources of innovation and opportunity for business – to say nothing of helping to reduce humanity’s footprint on the Earth. That ‘s the good news. The bad news is that in the rush to demonstrate their sustainability credibility, many companies are spending too much time and money on sustainability reports groaning under the weight of too many “metrics” and “indicators”. By way of example, the Global Reporting Initiative (GRI) guidelines – an influential set of sustainability reporting tools – suggest up to 81 indicators! Even the Balanced Scorecard, the most influential strategy measurement template of the past decade, recommends 20-25 measures. These one-size fits all efforts don’t really speak to or “fit” anyone. Worse, tracking too many measures may cause managers to lose sight of the few that really drive the achievement of strategic objectives. Hence, less is actually more when it comes to measuring and communicating sustainability performance.
