Strategy Development and Implementation

Strategy development and implementation on the CR practitioner competency mapFor example:

  • Designing the CR strategy and aligning it with the organisation’s purpose, values and vision

  • Integrating CR into business strategy, corporate governance and management systems

  • Translating CR strategy into operational policies and procedures

What are your Desired Business Outcomes?

  1. A workforce that feels enabled to contribute to the CR strategy
  2. A robust, positive CR strategy
  3. CR is integrated into the business strategy
  4. To establish good CR credentials
  5. To improve monitoring and learning

Select an outcome then browse the Knowledge, Behaviours and Resources to help you overcome the associated challenges.

1. A workforce that feels enabled to contribute to the CR strategy 

Challenges

Knowledge and understanding

  • Removing inherent barriers that make it difficult for people to get involved in CR activity

  • Achieving a level of integration so that each employee can relate their role to a CR outcome

  • Understands the commercial benefits of CR

  • Knowledge of current opportunities within relevant areas

Key CR Knowledge icon - head with cogsKey CR Knowledge

 

Behaviours

Resources

Engages Others

Influence

Operational

Strategic

CR Academy course

Driving Change for CR course

BITC resources

The Business Case for being a Responsible Business
About employee volunteering

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2. A robust, positive CR strategy

Challenges

Knowledge and understanding

  • Resolving conflicting points of view

  • Developing a clear strategy in a multi faceted company

  • Identifying the relevant social and environmental factors to consider and agreeing where the businesses responsibilities begin and end in the value chain

  • Challenging and modifying historical behaviours and ad hoc activities that are not aligned with the strategy e.g. nonstrategic charitable giving.

  • Making a compelling business case demonstrating win/win outcomes and securing management support

  • Getting ownership for the strategy

  • Making sure the strategy fits the organisation and works.

  • Being able to quantify risks and opportunities in financial terms

  • Has a broad understanding of all aspects of the business and the industry sector

  • Knows who the key stakeholders are and understands their issues and strategies

  • Understands relevant environmental and social trends

Key CR Knowledge icon - head with cogsKey CR Knowledge

 

 

 

 

 

Behaviours

Resources

Achievement

Builds Relationships

Change Driver

Collaboration

Influence

Organisational Commitment

Self Confident

Strategic

CR Academy course

Stakeholder Engagement course

BITC course

Leading on sustainability

External resources:

The Doughty Centre Guide to Guides

 

 

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3. CR is integrated into the business strategy

Challenges

Knowledge and understanding

  • Linking the business strategy and CR strategy in a robust and compelling way so that CR is built into the strategy planning process.

  • Linking CR activity to the core business expertise and shaping products and services

  • Persauding sceptics of the benefits of activity

  • Other business priorities are treated as more important

  • Knowledge of the business

  • Knowledge of the business strategy, planning cycle and when decisions are being made about investments

  • Good understanding of staff sentiment on relevant issues

Key CR Knowledge icon - head with cogsKey CR Knowledge

Behaviours

Resources

Achievement

Change Driver

Collaboration

Influence

Innovative

Operational

BITC Course

Leading on sustainability

BITC resource

The Business Case for being a Responsible Business

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4. To establish good CR credentials

Challenges

Knowledge and understanding

  • Gaining relevant CR knowledge of what leadership/ strong performance looks like for the organisation

  • Challenging business leaders to take a leadership/ strong position on CR, which may require re-aligning the business model

  • Making sure the business has the capacity and skills to deliver on the strategy

  • Prioritising next steps on the organisation's CR journey and revising strategy to maintain a leadership/ strong position

  • To provide personal leadership when there may be a lack of credibility of the role of a CR practitioner in the organisation

  • Overcoming board resistance to applying for awards and positioning the company as 'Green' or as a leading /strong responsible business

  • Awareness of own limits of knowledge

  • Knowledge of competitors and their activities

  • Good knowledge of how the business works and its key material impacts

  • Good networks and a knowledge of a wide range of contacts within the organisation

  • Broad understanding of sustainabilty i.e. "sustainability literate"

  • Financial literacy

Key CR Knowledge icon - head with cogsKey CR Knowledge

 

 

 

 

 

Behaviours

Resources

Achievement

Change Driver

Influence

Innovative

Integrity

Self Confident

Strategic

Technical Expertise

BITC service

Corporate Responsibility Index

External resources:

The Doughty Centre Guide to Guides

 

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5. To improve monitoring and learning

Challenges

Knowledge and understanding

  • Getting data and information to inform the strategy

  • Ensuring that the figures from within the business are robust and accurate

  • Identifying relevant measurables and setting achievable targets

  • Good awareness of issues that affect the sector / wider business environment

  • Knowledge of different stakeholder engagement methods and technique.

  • E.g knowing how to establish stakeholders' needs and priorities

Behaviours

Resources

Achievement

Builds Relationships

Change Driver

Communication

Data Gathering and Analysis

CR Academy course

Stakeholder Engagement course

  

External resource

World Business Council for Sustainable Development - Stakeholder Dialogue

See also Measuring and Reporting

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