Four steps to see sustainability as a strategic asset is an abstract of the thesis “A study how Hultafors Group can incorporate sustainability in their organizations”. What can a company do to see and use sustainability as a strategic asset to the organization? We have developed a four-step program that will create a foundation for the sustainability question within your organization.

1. Four steps to see
sustainability as a
strategic asset.

2. This presentation
This presentation is an abstract of the thesis
“A study how Hultafors Group can incorporate
sustainability in their organizations”.
The report is a resolute of a master thesis written at the Business and
Design program at HDK in association with the School of Business,
Economics and Law at University of Gothenburg commissioned by
Hultafors Group. The work covers 15 credits and was conducted during
spring 2010.
The purpose of the thesis was to investigate how Hultafors Group
and Snickers Workwear could incorporate sustainability within their
organizations. A combination of literature studies and interviews where
used to fulfill the purpose.
From the findings in this study we have concluded that several of the
fundamental concepts regarding sustainability and business support
each other. While working in the four areas of: cost and risk reduction,
reputation, innovation and growth path we found that all four areas are
important components to connect the organizations goal with their

3. The rapid change
The global economy, our environment and the sustainability commitment.
political institutions are undergoing a rapid
structural change. The social, political and environmental risks
and opportunities that companies face today are growing in number. Many
organizations are aware that the market is changing fundamentally and
have in the last decade led to that sustainability has become a more central
part in businesses around the world. The companies that are prepared for
this change and who see sustainability as a strategic asset will be more
capable of dealing with complex challenges in a changing world.

4. The “enlightened” organizations
Stock Performance of WaveRiders
450
WaveRider Average
400 SP 500
FTSE 100
Companies that has taken the sustainability 350
Index (Jan 1996 = 100)
300
issue seriously uses the approach for continuing 250
profitability, drive innovation and development. 200
These “enlightened” organizations have the knowhow to better and
150
faster recover themselves after downturns than its rivals. Survival and
sustainability are two concepts that more and more companies see the link 100
between, where sustainability is the essence of survival. 50
“No company or society will survive if it doesn’t care about all their
0
resources, human, economic and environmental factors” (Winston 2009) 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Year
In the book Green to Gold the authors are referring to these enlighten Top 20 Wave Riders
companies as Wave Riders. United States International
1 Johnson & Johnson BP
2 Baxter Shell
3 DuPont Toyota
4 3M Lafarge
5 Hewlett-Packard Sony
6 Interface Unilever
7 Nike BASF
8 Dow ABB
9 Procter & Gamble Novo Nordisk
10 SC Johnson Stora Enso
11 Kodak Philips
12 Ford Bayer
13 IBM Holcim
14 Starbucks STMicroelectronics
15 Intel Alcan
16 Xerox Electrolux
17 McDonald’s Suncor
18 GM Norsk Hydro
19 Ben & Jerry’s Henkel
20 Patagonia Siemens

5. Nike
A company that has gone through a sustainability
transformation in the last ten years is Nike.
The company was long the focus of negative criticism from human rights
activists, but has come to be transformed into a company known for its
thoughtful product design and transparent business.
For Nike, sustainable development is a tool and an approach to developing
new and better shoes. They use the transparency throughout the organization
to get their designers to understand how it can make use of materials and
manufacturing process in a more efficient manner. Nike turns out to be a
company that has benefited from the transformation from a company that
was focused on protecting themselves from public mudslinging to a company
that has taken the lead in sustainable development and have led to great
efficiencies, cost savings, strengthening of their brand identity and better
products.

6. Implementing sustainability?
Many companies understand that they have to
work with sustainability but the tuff challenge
often emerge when they start to implement it and
become unsure of how to deal with the concept of
it and its meaning.
Many would like to begin by gaining a clearer picture of what to make of
it and how to use it as a strategic asset for their business, not just an extra
label to their packages.
Several authors have pointed out when sustainable perspectives are
included in corporate strategy there is a higher chance it will lead to
improvements such as cost savings, improvement of reputation and an
overall strengthening of brand identity. This indicates that Sustainability can contribute
The business reasoning for implementing sustainability within an to a company’s business by its proactive
organization can and should include more factors than just earning
more money or eliminate costs. It can also be considered as a strategy approach, analytical way of working and long-
for survival and development through greater receptivity to new trends term way of thinking as a strategic asset to
in society, technological development and use of alternative supplies of
natural resources. increase business opportunities and boost
Sustainability can be a strategic asset for reaching new consumers and a innovation.
strategy to gain and retain, employees, customers and society. (Werbach,
2009)

7. What to do?
For the companies that have planned to work
with sustainability there can be a great challenge
to know where to start and what tools to use.
An organizations sustainability work is individual and have to be tailored
to the organizations structure and purpose. All the different tools and
methods have specific aim where some is adapted to certain situations in
the sustainability work. For the organization to successfully implement
sustainability organically in their business strategy, it must first secure a
contextual understanding of what it means to them.
Environmental Management and Auditing Scheme (EMAS) Environmental Analysis
Natural Systems Behavior Backcasting Green marketing
Eco Strategy Wheel
The Hannover Principles
The CERES Principles
The Natural Step Sustainable wheel TEN-Cycle LEED Failure Mode of Effect Analysis
Ecoefficiency GRI The natural step cradle to cradle Factor 10
ISO 14001 Industrial Ecology
Biomimicry Biomimicry North Star goal Environmental Management System
Factor 4 Life Cycle Assessment (LCA) Life Cycle Costing (LCC) MET matrix ABCD
Ecological Rucksack Natural Capitalism Social responsibility STaR-Mapping
Ecological Footprint Ecolabeling Scenario planning Design for environment
CSR

8. The 4 steps
Instead of taking on of starting with what to do Step 1. Identify and link your business objectives
we are suggesting that you first should develop to sustainability.
an understanding of WHY your organization
should work with it. Step 2. Create a clearer and common
understanding where the company stands
WHAT sustainability means to your business and HOW it is connected to
your organizations goals. Company’s needs in the end tools that take them
regarding their sustainability efforts.
beyond good intentions and turn the sustainability focus into a competitive
advantage.
We have extract four exercises with specific tools that will help you getting
Step 3. Identify what next to do to embed
a solid foundation Output company journey to implement sustainability.
in your Input sustainability within the organization.
Output Input
Output Input
Step 4. Create over arching sustainable goals for
the organization.
1. Workshop 2. Positioning 3. Discussion 4. Goal

9. Step 1. Sustainable Value Workshop
Aim: identify and link the business objectives to
sustainability.
Participant: Key decision makers.
Time: Half a day
Task: map out internal and external initiatives,
projects and goals.
Tools: Sustainable Value Matrix.

10. Sustainable Value Matrix
Hart believes that a successful company delivers high shareholder value The work within each of the fields will provide risk reduction, reputation,
by working simultaneously with the four different fields. Companies can innovation and growth.
work internally and externally, in the present and future. The Sustainable There are also external forces that affect this particular area. The purpose
Value Framework is designed to show how companies can actively work to of mapping these drivers is to identify the forces and incentive the
identify new opportunities, models and technologies to secure the future of company has to face. The drivers are individual to each business but Adam
their organization. has taken up a couple of examples of general driving forces that can have
an impact on today’s businesses.
3 Tomorrow 4
Strategy: Strategy:
Clean Technology Sustainability Vision
Drivers Drivers
- Disruption Develop the sustainable Create a shared roadmap - Population
- Clean Tech competencies of the future for meeting unmet needs - Poverty
- Footprint - Inequity
Corporate Payoff: Corporate Payoff:
Innovation & Repositioning Growth Trajectory
Sustainabe
Internal External
Value
Strategy: Strategy:
Pollution Prevention Product Stewardship
Drivers Minimize waste and Integrate stakeholder views Drivers
- Pollution - Civil Society
emission from operations into business process
- Consumption - Transparency
- Waste - Connectivity
Corporate Payoff: Corporate Payoff:
Cost & Risk Reduction Reputation & Legitimacy
1 Today 2

11. 1; Plot initiatives that are important for the departments.
Start to brainstorm around the Sustainable Value Matrix, begin by placing
the initiatives that are important to the members of the group and there
departments in the quadrangle where it seems to fit best. Some will fit
naturally in some cells, while other issues will bridge over the various
boxes.
Tomorrow
Works to incorpo-
rate a sustainabil-
ity policy
Drivers Drivers
- Disruption - Population
- Clean Tech - Poverty
- Footprint Determine the
- Inequity
impact of current
and alternative
production sys- increase stake-
Sustainabe
Internal tems holder interaction External
Value
Alternative
materials
Trend Report
Drivers Drivers
- Pollution Reducing petro- Increase Sales - Civil Society
Effectiveness
- Consumption leum consump- - Transparency
tion
- Waste - Connectivity
Today
Current goals, initiatives and projects

12. 2; Identify department and key person
Reflect on the post-its and the boxes they are in, use this as a tool to
identify which department and key person that could be involved to take
these issues further. If not internally perhaps externally. Is there external
expertise in this area?
How can these breakthroughs in the way do business open up
opportunities with new customers and new markets.
Engineering, R&D
Tomorrow
Works to Sales
incorporate a
sustainability
policy
Determine the
impact of current
and alternative
production increase
Sustainabe
Internal systems stakeholder External Market research
Value interaction
Alternative
materials
Trend Report
Marketing
Reducing Increase Sales
petroleum Effectiveness
consumption
Today
New product development

13. 3; Plot internal and external initiatives.
Use green post-it and write down the already implemented initiatives
undertaken by the company.
Use red post-it to write down as many initiatives as possible that have
been launched by other companies in and around your market, even in
new industries that could be relevant to your business in the future. This
information will help you open your thinking about the future even further.
Tomorrow
Wallenius Line Patagonia &
- Ballast water Dem collectiv
transportation -Business opportu-
Drivers nity Drivers
Recruitment
- Disruption - Population
- Clean Tech - Poverty
- Footprint Timberland - Inequity
- Green Index
Internal External
SAS & SJ
Implementing - Dialog with their
REACE customers through
social media
Drivers Drivers
Outsourcing
- Pollution manufacturing - Civil Society
- Consumption Code of Conduct Scandic hotell - Transparency
- Waste -a towel/sheet - Connectivity
reuse program
Today
Already implemented initiatives
Other companies initiatives

14. 4; Reflect on the balance among the four quadrants.
Review the balance between the different post-its and where they sit in
the matrix. Compare the work undertaken by the company, competitors
and the outside world. Pay particular attention to the balance between the
initiatives over and under the vertical line, current initiative and future
investments.
Tomorrow
Works to incorpo- Wallenius Line Patagonia &
rate a sustainabil- - Ballast water Dem collectiv
ity policy transportation -Business opportu-
nity
Recruitment
Timberland
- Green Index
Determine the
impact of current
and alternative increase stake-
Internal production sys- holder interaction External
tems Implementing
Trend Report SAS & SJ
REACE - Dialog with their
Alternative
materials customers through
social media
Outsourcing
Reducing petro-
manufacturing Increase Sales
leum consump- Scandic hotell
Effectiveness
tion -a towel/sheet
Code of Conduct
reuse program
Today
Current goals, initiatives and projects
Already implemented initiatives
Other companies initiatives

15. 5: Question the content.
With all these Post-its displayed, take a step back
with the team and ask the following questions:
• What is the common pattern you can see in the individual boxes,
links between your goals and the market leaders?
• What can we learn from the patterns, how can we use them to take
more informed decisions?
• How do we believe that the market-leading business assumptions
differ from ours?
• How do they differ from us?
• What are the specific drivers that can get us to move across the line
to start with future investments?
• Is there links between these drivers to the management’s private
interest or ambition?

16. 6: Further exploration of initiatives and drivers.
Your team can go further in this exploration by
looking at other examples of companies thinking
differently to identify further drivers in each of
the quadrants.
Wallenius Line Nestlé Hilton Interface Alcoa Holcim
Pantagonia SAAB IKEA Nike Bristol-Myers Squibb STMicroelectronics
Dem Colective Kodak Johnson & Johnson Dow Dell Alcan
Timerland Caterpiller Lenovo Procter & Gamble United Technologies Electrolux
Scandic Hotell Appel L’Oréal SC Johnson BP Suncor
P&G Ben & Jerry´s McDonalds Kodak Shell Norsk Hydro
Nike Body Shop Motorola Ford Toyota Henkel
Costco Citybank Nokia IBM Lafarge Siemens
DuPont Clorox Stonfield Farm´s Starbucks Sony Swiss Re
General Electric Dell Unilever Intel Unilever AstraZeneca
Xerox Dow Chemical Walmart Xerox BASF Novozymes
Coca-Cola Duke Energy Johnson & Johnson McDonald’s ABB IKEA
Ford Toyota Baxter GM Novo Nordisk Ricoh
Harly-Davidson GE DuPont Ben & Jerry’s Stora Enso
IBM Herman Miller 3M Patagonia Philips
BP Honda Hewlett-Packard InternationalPaper Bayer

17. Focus on the small steps that
inspires people & organisations
toward changing radically over time.

18. Step 2. Positioning on the ladder
Aim: Create a clearer and common
understanding where the company stands
regarding their sustainability efforts.
What will be required to take the next step.
Time: 2 hours.
Task: Generate a common understanding of
where the company is position on the ladder and
what this could mean for the company.
Tools:
- Content from Step 1.
- The sustainability ladder.
- Questions.

19. The ladder
Sustainable development can be seen as a step towards a higher value
creation in the five levels. Reductions in waste and improved energy
efficiency are natural starting points but not a final destination. The ladder
demonstrates the different steps the organization can take to integrate
sustainability into the organization.
5. Purpose/Mission
The sustainability ladder is a tool in which the company put their - Align with Core Values
own work to get a clear picture of their current position, external
E
opportunities, incentives and threats. The framework helps TIV
to create a balanced portfolio of investments in all four AC 4. Integrated Strategy
PRO
quadrants, an investment that is necessary to - Business Opportunities
maximize value creation. (Senge, 2009) - Risk Managment
3. Beyond Compliance
- Eco-Efficiencies
- Regulatory Threat
- PR Crisis
2. Compliance
- Regulatory Demands/Enforcement
E
TIV - Public Pressure
AC
RE
1. Non-Compliance

20. The five levels
Level 1. Non-Compliance duced costs and brand authenticity.
In level one the organization only implements what the law requires re- The company that position themselves in step three have begun working
garding sustainability. on future ventures, development and internal recruitment of tomorrow’s
The first square in the matrix focused on internal issues, activities and ac- competences.
tions in the organizations daily work that can provide direct result of costs The most significant change is to take the step past step three. This means
and risks reductions. Work will therefore in this quadrant be guided to that the company voluntarily taking on an active role on influencing not
reduce pollution, waste, harmful emissions and the companies’ consump- only their own future but also other companies in the wider context in
tion of materials. which they operate. They also see the links between their own survival and
to prosper, for the health of the environment and the context they operate
Level 2. Compliance in.
In level two companies respond to stakeholder pressure and is doing every-
thing to meet regulatory requirements in areas such as air pollution, toxic Level 4. Integrated Strategy.
waste and sewage. In level four sustainability factors is integrated proactively in all dimension
You will see the direct links in the form of cost reduction both long and of the company’s business strategies, decision-making regarding invest-
short-term by meeting all the demands placed on industry. ments and work processes throughout the organization.
In level two the company starts to be active within the second square of The approach to sustainability has a direct effect, for example, budget
the matrix, externally today. In this level the companies business interests allocation, supply chain, investments in new markets, and core business
and stakeholder pressure start to integrate. The company cares about its development.
reputation and customer experiences. The company will thereby integrate The fourth quadrant in the matrix is the company’s growth path around
stakeholder views and interests it to their business processes. Initially sustainability, a strategy for the company’s future that they share with its
this work will mostly be driven by network, a commitment that requires stakeholders. Future stakeholders could become partners in their efforts to
the company to be open and transparent. The network is constructed to meet the unmet needs and desires of their customers.
increase the contact with the company’s stakeholders, civil society and
NGOs. Level 5. Purpose/Mission.
The company that position themselves at level five has seen the business
Level 3. Beyond Compliance. opportunities with sustainability and has based its entire business around
In level three the organization start to note that the initial investment in the concept.
sustainability is starting to pays off. Ordinary these companies position themselves directly in step five with-
This may often be the starting point for a spiraling effect on the sustain- out going through the previous steps. Example for this kind of company is
ability efforts and start to create legitimacy within the organization. Patagonia.
The company’s that are actively working on step three have accepted that
their attitude must change, whether it is to survive or because they see the
benefits of the sustainable approach and what it has to offer, such as re-

21. Positioning
Now when you have grasped the concept of Tomorrow
the sustainability ladder with its five levels, its Works to incorpo-
rate a sustainabil-
Wallenius Line
- Ballast water
Patagonia &
Dem collectiv
-Business opportu-
time for you and your team to look back on the
ity policy transportation
nity
Recruitment
material you have created from step 1 on the
Timberland
- Green Index
Determine the
impact of current
and alternative
Sustainable Value Matrix. Ask the following
increase stake-
Internal production sys- holder interaction External
tems Implementing
Trend Report SAS & SJ
REACE - Dialog with their
Alternative
questions and discuss the in the team.
materials customers through
social media
Outsourcing
Reducing petro-
manufacturing Increase Sales
leum consump- Scandic hotell
Effectiveness
tion -a towel/sheet
Code of Conduct
reuse program
• Where are we positioning today in the Today
Sustainable Value Matrix
sustainability ladder based on the workshop
(Step 1)?
• Which areas are we actively working in
today? 5. Purpose/Mission
• In which areas are the growth opportunities? 4. Integrated Strategy
3. Beyond Compliance
!
• In which areas are future and current threats? Works to
incorporate a
sustainability
policy
Recruitment
2. Compliance Determine the
impact of current
and alternative increase
production stakeholder
systems Implementing interaction
REACE Trend Report
Alternative
materials
• What steps are we striving to achieve, what
Outsourcing
Reducing
manufacturing Increase Sales
petroleum
Effectiveness
consumption
Code of Conduct
1. Non-Compliance
will it require?
Sustainability ladder

22. ”Sustainability Should Mean
Long Term Profits
Not Saving The Planet”
Adam Werbach

23. Step 3. Discuss the three areas
Aim: Create a roadmap of what to do.
Task: Identify what next to do to embed
sustainability within the organization.
Tools:
- Content and insights from previous steps.
- The three areas
- Questions

24. Tool
Divide the Sustainable Value Matrix in to three
areas, tracking, culture and development. Discuss
in the group the following questions based on the
previous steps, some of them may be more or less
relevant to your specific business area.
By making use of sustainability as a strategic tool for organizing the
company creates the possibility to make more informed and favorable
long-term decisions and investments.
Tomorrow
Tomorrow
Patagonia &
Development
Works to incorpo- Wallenius Line
rate a sustainabil- - Ballast water Dem collectiv
ity policy transportation -Business opportu-
nity
Recruitment
Timberland
- Green Index
Internal External
Determine the
impact of current
and alternative increase stake-
Internal External
Culture
production sys- holder interaction
tems Implementing
Trend Report SAS & SJ
REACE - Dialog with their
Alternative
materials customers through
social media
Outsourcing
Reducing petro-
manufacturing
Tracking
Increase Sales
leum consump- Scandic hotell
Effectiveness
tion -a towel/sheet
Code of Conduct
reuse program
Today
Today

25. Tracking
With the right information, companies can begin to understand how
much the environmental issues affecting there value chains and market
competitive conditions.
Tracking focuses on the internal daily operations and help to identify
opportunities to minimize costs and risks that can provide a basis for lean
manufacturing.
• Do we know what our product’s or company’s environmental footprint
is? (Ok, step back: do we know what an environmental footprint is?)
• Do we know how much energy and water we use, the type and quantity
of toxic chemicals we produce, our contribution to air and water Tomorrow
pollution, and our total waste production?
• Do we create environmental metrics that fit our business best?
• Do we track the environmental impact of our product after it leaves
our hands (e.g., energy use by customers)?
• How about the environmental practices of our suppliers?
• Do we demand and track environmental metrics on their operations?
• Do we know what chemicals or elements are in every component from Internal External In
every supplier?
• Do we have an environmental management system?
Tracking
• Do we have emergency procedures in place (and is everyone trained)?
• Do we know who our key stakeholders are and what they think of us?
• Have we created partnerships with outside organizations to
understand our environmental issues better?
Today

26. Culture
We have seen how the power has shifted from brand to the consumer. The
information age has created tools for consumers so that no brands can
no longer hide behind their packaging or their position. Sustainability is
a strategy for a brand to be able to reconnect to the consumer by openly
share their problems and solutions.
To create a business environment where the entire company will feel
engaged and inspired by the sustainability efforts transparency, dialog
and ownership needs to be put in motion. Incentives, which have the
ability to create and spread the environmental awareness in all levels of
the organization that can, help to transform the company’s environmental
challenges into opportunities and, ultimately, profits.
• Do we have goals for environmental performance? How aggressive are
the targets? Do any seem impossible?
Tomorrow Tomorrow
• How do we decide whether or not to invest in environmental
improvements (operation changes or on new product development, for
example)? Is it the same process as for other capital investments?
• How do we engage and include all levels of employees in the vision or
goals?
• Is compensation or bonus affected by environmental performance?
Internal External
• Do we reward environmental success or innovation in non-monetary Internal External In
ways?
Culture
• Do we ensure that staff with line experience and environmental
knowledge interact?
Tracking
• Do we produce an environmental or sustainability report? How
comprehensive is it?
• Do we use our report to influence and teach employees?
• Do we train employees to look for opportunities for environmental
innovation? Today Today

27. Culture
One way to find solutions for enterprises is the use of the context they op-
erate in. An organization can be seen as a cell in a larger system of similar
cells. Applying the idea of different businesses share the same environ-
ment and networking opportunity to find solutions in accordance with
this system thinking. Hatch says that you can usefully take advantage of
the networking and clustering company shares with organizations in their
environment. The networks argue that describe a context that extends over
the industry it operates in as well as national borders. (Hatch, 2006).
“Branding is more complex at the corporate level. The organization not only has to
manage its relationship with costumers – it has to take into account all the other
stakeholders such as investors, media, government, suppliers’ buyers and em-
ployees. Each of these will have a different expectation and understanding of the Environm
brand. “ Hatch
al
etwor
er
en
Gen
N
k
t
Network for information transmission is also concepts that are discussed Environm Org
in the book Design Driven Innovation. Innovation arises by putting knowl- al
etwor
er
edge in new contexts, so that clusters of actors with similar interests to
en
Environm
Gen
N
k
al
t
benefit should create associations for information collection. (Verganti,
2009). Org etwor
er
en
Environm
Gen
N
k
al
t
etwor Org
er
en
Gen
N
k
t
Org
Environm
al Environm
etwor al
er
en
etwor
Gen
er
N
k
t
en
Gen
Org
N
k
t
Org

28. Development
To develop in this context means the company’s efforts on future launches
and organizational improvements. The work done in the “tracking” and
“culture” phase produces knowledge and insights that can here be used to
develop new products, services and systems.
Seizing the opportunities to reduce costs and risks and to increase
revenues and intangible assets has a tendency to develop both new
products and processes. It can also mean helping suppliers and customers
to change course in order to reduce their impact.
• Do we have a design for the environment program in place?
Tomorrow
• Are environmental issues considered at the design phase? Tomorrow
• Do our designers have the tools they need to reduce the
environmental impact of our products throughout the lifecycle (such as
lists of materials that are forbidden)?
• Are our offices LEED certified, or optimized for energy use and worker Development
productivity?
• Do we audit our suppliers environmental (and social) criteria?
al Internalever ‘fired’ a supplier for being out of compliance?External
Have we Internal External
Culture
http://www.eco-advantage.com/toolkit.php
Today Today

29. Change requires time, patience
and dedication

30. Step 4. Create a North Star Goal
Aim: Create over arching sustainable goals for
the organization.
Participant: .
Time: The work to develop a suitable NS Goal
shouldn’t be rushed. The process of developing
the goals is as important as implementing them.
Task: Begin working on creating a North Star
Goal based on the previous steps.
Tools:
- Content and insights from previous steps.
- Checklist
- TEN-Cycle

31. North Star Goal
NS Goal is an overarching business goal that
helps guide the entire organization to execute a
strategy for sustainability.
NS Goal is an important tool to generate new thinking, innovation and
to build sustainable advantage. According to Michael Porter of Harvard
Business School, dealing with difficult environmental issues could be the
first step for a company to step outside their comfort zone to find new ways
to change and innovation.
Nike North Star Goal
http://www.nikebiz.com/crreport/content/environment/4-1-0-overview.php?cat=overview
For more information about NS-Goal; http://www.strategyforsustainability.com/

32. Create your North Star Goal
When you start working on your North Star
Goal reflect on the insights and conclusions
the previous steps have enriched the team with.
Start by thinkering what your NS Goal could
be in the three areas of tracking, culture and
development.
The North Star Goal should have the following
characteristics:
• They should be optimistic and engaging. • They should connect to the business core
activities.
• The organization should be able to achieve
theme in five to fifteen years. • They should drive excitement and passion to
the organization.
• They should apply through the entire
organization. • They should serve a higher purpose than the
company’s profitability.
• Every employee should be able to personally
take action on it. • They should solve a major human challenge.
• They use of organization’s strengths.

33. TEN-Cycle
The creation of a vision is followed by extensive
efforts to implement this within the organization.
Tools such as the TEN-Cycle (transparency, en-
gagement and network) may be useful to begin
the collaboration and gather the information
needed to implement the goal to the core of the
business.
Transparency, engagement and network are
three areas that create a continuous flow of infor- Engagement
mation on sustainability vision through and out-
side the organization.
Development
1. Increase information transparency
2. Engage employs North
3. Engage the network
Star
Culture
Transparency Goal
Network
Tracking

34. “We can’t solve problems by using the same
kind of thinking we used when we created them”
Einstein

35. Thanks and good luck
After going through all the steppes we hope that
you have now generated a deeper and broader
understanding of how sustainability can and will
become a strategic asset for your organization.
If you have any questions ore thoughts about the Output Input
Output Input Output Input
content, don’t hesitate to take contact.
Output Input 1. Workshop 2. Positioning 3. Discussion 4. Goal
Output Input
Output Input
1. Workshop 2. Positioning 3. Discussion 4. Goal

36. Reference list