In this lecture, I speak about the importance of creating buy in for sustainability, ways that champions can traverse internal structures, and how to then engage external partners.

1. Creating Buy-In

3. New product

4. Training program

5. Process

7. External

8. Vertical

10. Save Money

11. Spend Money

12. Look Good

14. Improvement in product of service

15. Non-critical process improvement

17. Corporate vs. Business Unit

19. Long term program

21. Process

24. Higher level support is a must

25. Internal Guanxi to get proposals into the right hands

26. Can help navigate politics, report lines, and approve budgets

27. Can review proposal before pitch and provide feedback

28. Collaboration over coercion

29. The less a proposal is “forced”, the better it will be to develop buyin.

30. Isolating the director of a business unit will almost guarantee isolating that BU

31. …. Even if it is the CEO pushing down.

32. Communication.. Communication… communication

33. Developing broad based buy in requires communicating to stakeholders (internal/ external)

34. Providing a forum for Q&A, feedback, and engagement

35. Executive calls, newsletters, emails, forums

36. Time

37. Planning, rollout, and measurements require time

39. Goal Alignment

40. Developing proposals and conversations that balance need of parties

41. Making money approach always beats spending money

42. Saving money is good too…

43. Willingness of parties to do what it takes to achieve goals

45. Droving finance, R&D, and human resource departments to act

46. Developed key support from government officials, banks, and industryImagine the resistance of the move was away from batteries towards combustibles

48. When Goals are Alignment, or lacking natural alignment

49. One party is going to lose more the other…

50. Pain of loser can be minimized

51. Reasons for Win/ Lose programs succeeding

52. Winner has significantly more power/ leverage over “loser”

53. Top down pressure and decision making

54. “Common Good”

55. No Choice

56. Weaknesses of Win/ Lose Programs

57. Requires more effort to enforce – particularly if changing human behavior

58. Long term stability requires acknowledgement of results (has to have had impact)

59. Examples:

60. Macroeconomic policies that restrain growth of new loans

61. Wal-Mart Sustainability Program

63. Upside include:

64. EXPO Run-up investment in city

65. Direct EXPO impact to Shanghai economy

66. Local pride and

67. Hotel, restaurants, and retail

68. Downside included

69. Relocation of Huangpu/ Pudong residents

70. Construction related inconvenience and noise

71. New regulations: No Smoking, security in metros

72. Increased traffic from 300,000 visitors

73. Required constant communication

74. 5th, 15th, and 25th “better citizen” activities

75. EXPO is worth the noise – be a good citizen

78. Product innovation that reduces the environmental impact for its product category.

79. Packaging design that facilitates reuse and recycling, reduces waste, and reduces or eliminates the use of toxic materials. HP Reduces wins – reduces packaging 97% Win/ Lose to Win/ Win Breaking Barriers, Changing Habits, & Encouraging Change

80. External Buy In … Taking complexity up a notch

82. For big changes, it can only be done through executive to executive relationships

83. Driver will not be a single champion, but a common path to profit, sharing, markets, etc

84. Primary decision makers will have hidden agendas and may not be in position to make the call

85. Collaboration over coercion

86. Requires collaboration as, unlike an internal buy in, externals can push back

87. “partners” always have options, and self preservation ultimately will rule

88. Higher level of compromise and increased number of steps

89. Communication.. Communication… communication

90. Clear communication of goals, partnership, and steps is a must

91. Any miscommunication can lead to the tabling of idea

92. Requires each actor build internal buy in as well

93. Time

94. Planning, rollout, and measurements require more time