Cambridge Module 3
Cambridge sustainability course
Cambridge sustainability course
Set of flashcards Details
| Flashcards | 35 |
|---|---|
| Language | English |
| Category | Macro-Economics |
| Level | University |
| Created / Updated | 29.05.2021 / 11.06.2021 |
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Innovation is seeing what everybody has seen and thinking what nobody has thought
Among the top 10 opportunities identified were: mobility systems, new healthcare solutions, energy efficiency, clean energy and affordable housing, agriculture solutions and urban infrastructure.
how do partnerships create value?
MSP multiple stakeholder partnerships value added:
Value added as a whole
- 1+1>2
- Individual benefit P > Individual benefit alone
- Complementarity (reaching something that could not be achieved alone)
- Standards (across a whole sector)
- Innovation (achieve otherwise impossible outcomes)
- Critical Mass (combining resources)
- Holism (across traditional silos)
- Collective learning and capability building
challenges of business-S collaborations
1. Credibility
- diluted responsibility
- power struggles behind scenes
- individual members claiming all credit
- free-loading
2. Accountability
- not easy to measure. need to agree beforehand.
3. Time Delay till results
4. Managing diversity and conflict
spectrum of stakeholder relationships
- Networks
- Coalitions
- Collaborations
- Integrated partnerships
The Cotton Campaign is a global coalition of human rights, labor, investor and business organizations dedicated to eradicating child labor and forced labor in cotton production. Our goals are to end the state systems of forced labor in Uzbekistan and Turkmenistan’s cotton sectors. We pursue our goals by advocating to the governments of Uzbekistan and Turkmenistan; advocating to governments, companies, investors, and international institutions to use their influence with the governments of Uzbekistan and Turkmenistan; supporting civil society in Uzbekistan and Turkmenistan; and raising public awareness and activism.
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what are resourcing or recognition partnerships
eg. accenture providing experts for plastic fee oceans
Partners in resourcing partnerships determine how jointly-managed resources of any nature – for example, financial and intellectual best practice or social capital – should be allocated among third parties, or to jointly select recipients of rewards or awards (including corporate philanthropy efforts).
Such resource transfer partnerships could be based on a financial grant mechanism, a provider of vaccines or equipment, a joint provider of logistical support or a collaborative mechanism to recognise and reward excellence.
Key challenges include:
- A dynamic where those who “bring” the resource generally have the highest interest in ensuring the credibility or worthiness of the recipients; and
- Ensuring that there is no appearance (real or otherwise) of a conflict of interest in the decisions, recommendations, or votes of a partner. Decision makers may be asked to sign a code of conduct indicating that they will act with integrity and respect confidentiality and other principles of behaviour.
What are types of cross-sector collaboration?
Such collaborative forms include
alliances,
coalitions,
round tables,
public–private partnerships (PPPs) and
multi-stakeholder partnerships (MSPs).
difference between PPPs and MSPs?
1) PPPs 2) MSP
1) contract based/vertical 2) less emphasis on transaction rather horizontal accountability
1) specific targets, deliverables, time frames 2) greater flexibility / evolution
1) legal and regulatory constraints 2) within legal constraints, but partnership unregulated
1) Limited stakeholder engagement expected 2) extensive stakeholder engagement
four functions of collaborative relationships
1. Rule-setting
2. Resourcing
3. Service and implementation; and
4. Innovation and enhancing learning RRSIIEL
myths about partnerships
- P are simple and straightforward to implement
- P are not hindered by competition because of mutually agreed goal
- Implementing generic, tried-and-tested P models ensures success
- P are trust-based agreements
- The voluntary nature of P ensures engagement and meaningful contributions
- P are permanent
what are value creation through S strategy?
- Corporate Social Investment CSI ~philantropic contributions
- CSR inititaives address business risks and challenges by promoting responsible ESG practices
- Shared value initiatives ~societal challenges as a business proposition
Emerging trends in partnerships?
- collaboration over competition (often not in core business issues) eg. cups between McD and Starbucks
- Increasing importance of tech and data to inform and empower collaborative working initiatives
- increasing interest in new players, eg. BRIV
- More strategic partnerships (linked to core business rather than CSR) especially in poor countries
- Partnerships for public, private and collective goods
9. Conclusion
Partnership agreements can be an effective means of solving complex problems or working towards achieving goals that cannot be achieved by one organisation, government or country alone. It is important that participants in collective working arrangements familiarise themselves with potential pitfalls and common misconceptions about partnerships, and understand what must be taken into account to maximise the chances of having a smooth partnering relationship. This is key to enabling partnerships to achieve positive impact in business and society.
na
what are key commodities driving deforestation?
palm oil, soy, beef and paper and pulp
Social Intrapreneur
Social intrapreneur, n. 1 Someone who works inside major corporations or organizations to develop and promote practical solutions to social or environmental challenges where progress is currently stalled by market failures.
2 Someone who applies the principles of social entrepreneurship inside a major organization.
3 One characterized by an ‘insider-outsider’ mindset and approach.
What is industrial ecology
IC = industrial systems start to mimic natural ecosystems, eg. there are no landfills in nature. So nature has a way of continuously recycling and repurposing its waste. = system level concept as no way a single firm could do it alone. Company needs to see itself as a holistic system. not easy to implement as openness is required. requires Champions.
Forces of fragmentation, their integration counterpart and pathways for innovation.
Forces of Fragmentation: Disruption Disconnection Disparity Destruction Discontent
Forces of Integration Resilience economy Exponential economy Access economy Circular economy Wellbeing economy
Pathways for Innovation Secure Smart Shared Sustainable Satisfying
5 power bases of leaders to influence others.
- legitimate power
- expert power
- reward power (~incentives)
- referent power (~earned respect)
- coercive power (~punishing ability)
- think of recipient (reframe message)
- make relevant (core must be constant)
- seek to understand first (ask don't tell, listen don't counter, collect info don't dissect)
- avoid moral superiority (practice empathy)
- don't swamp listener (focus on a few big things)
- include the "why" (enterprise why, and the "how"
how to develop convincing messages
- I need to do this
- I want to do this
- How to do this
how to measure success in communication?
- barriers: too many measures, only one or two measures
- leads and lags measure (eg top 3 attention)
- measure flops/failures
goal should be net benefit. To sustain present state of affairs is no longer good enough.
what does effective communication change?
- change minds
- change hearts
- change contexts
It is worth noting that, in sustainability discourse, stakeholder engagement (together with partnerships) is often suggested as a solution for almost every challenge. However, when it lacks clear purpose or careful design, this engagement can be frustrating and counterproductive for all concerned.
AccountAbility’s work is based on the AA1000 Series of Standards, which are founded on the Principles of:
Inclusivity – People should have a say in the decisions that impact them.
Materiality – Decision makers should identify and be clear about the sustainability topics that matter.
Responsiveness – Organisations should act transparently on material sustainability topics and their related impacts.
Impact – Organisations should monitor, measure and be accountable for how their actions affect their broader ecosystems.
Many companies have embraced reporting in more detail, focusing specifically on the IIRC and Integrated Reporting, which Deloitte describes as a “globally accepted framework for a process that results in communications by an organisation about value creation over time” (Deloitte, 2017). However, from a communications perspective, Yeomans (2013b) notes that “even those companies that demonstrate real panache in their sustainability communications fail to make the best use of the research, data and information that goes into their sustainability report”. As such, in recent years, companies have been using more creative approaches and accessible channels for conveying their sustainability story and performance.
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what is social proofing?
- Social proofing (leveraging the power of consumer opinion and perceived demand to create a perception of the product or service’s popularity, for example, through celebrity endorsements, user testimonials and reviews or making subscriber or membership numbers visible);
behavioural insights used for branding?
- social proofing
- framing suggestions (what motivates people?)
- prompting and reminding at carefully-selected moments
- choice editing (opt-out rather than opt-in)
increasing levels of empowerment?
Disclosure of info --> consultation --> Dialogue --> Collaboration --> Partnership or Empowerment
one way --> obtaining irreg. feedback --> regular two way comm. --> joint initiatives --> shared responsibility and decision making
how to communicate on sustainability as a company
say what you need to do, not necessarily what you have done.
Greenwashing (before measures put in place)
no overclaims
not working jointly
Marketing summary
Stage: Make and Sell. Marketing is end-of-pipe creation
Stage: Sense and Respond: Satify customer needs and thus maximize profits
(asset loaded companies, based on rational customer)
New stage: Guide and Co-Create. Co's drive S for well-being outcomes. Purposeful
what are corporate tools for communicationg S
stakeholder engagement
reporting
new media
eco-labelling
branding
marketing
Sell the sizzle not the pig. So climate change is no longer a scientist’s problem - it’s now a salesman’s problem.
Frosty messages range from ‘Climate Pornography’ (messages so doom-laden and righteous the audience could be forgiven for suspecting the messenger is actually enjoying climate change) to ‘Death by Data’ (where abstract science and dry information take the place of passion and humanity). We’ve searched for a simple way of explaining our new approach. Put bluntly; we’re sick of selling hell. We don’t want to use ‘be good or you’re going to hell’ messages.
All of the problem, danger and threat messages may be unintentionally building a self-fulfilling prophecy of climate chaos.
Vision
- Always comes first
- Make it visual
- Make it national or local
- Make it sizzle
- Reduce dates and figures
Choice
- Introduce hell
- choice is now
- link problem to a solution
- personal hell
Plan
- shortlist of big actions
- 5 year complete
- show me money / reality check
Action
- use numbers here
- What is in it for me?
- Next action
what is "availability heuristic"
Our brains have a nifty little switch called the ‘availability heuristic’, which makes us more inclined to believe those things we can imagine most vividly.
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