TASK 1:

What is the strategy you will apply as per CEO in making the organization sustainable?
The Strategic Planning Process:

 Where we are now?

 Where are we going?
 What is going to get in our way?
 What do we need to do to get to where we want to go?
Aligned Strategy Development:

 Alignment with the leadership team- To make sure everyone in the leadership team is on the
same page
 Alignment with the vision and the strategy
 Alignment with the whole organization-Top down and Bottom Up
Inputs: To determine what’s going outside the organization and what’s on the inside of the
organization.
External analysis
SWOT:
Strengths, Weaknesses, Opportunities, Threats
PESTLE:
Political, Economical, Societal, Technological, Legal, Environmental
Internal Analysis
Stakeholder and management team inputs.
Vision- Mission- Goals and Objectives- Strategies- Tactics
Vision- Important part of the strategic plan. Where we are going? The future is uncertain, we as an
organization have an opportunity to create that future. So how will we do it? Vision is a part which will
encourage the people and motivate them to contribute more. The team should be clear about vision on
their part because that will directly impact the contribution.
Mission:

 Why do you exist?

 Who do you do it for?
 Who is your main customer?
 What do you do for them?
Values:

 What is in the DNA of your organization?

 What do you value?
 What are the cultures and norms of your organization?
Risks to good implementation:
  Leadership- If you don’t have the whole management team on-board, its going to pull back
your strategy because they are the ones giving the marching orders to your staffs and employees
 Communication- This is the biggest hindrance to your implementation because people don’t
know what the plan is and they don’t know what they are doing and they are withholding
important information that is really crucial to the plan.
 Resources- If you don’t give enough time or money to put something in place, then its not going
to happen. You don’t want to create a plan and push it to other people or you are buy-in to the
plan because you’re allowing them to contribute and move forward with themselves.
 Buy-in
Implementation constraints:

 Time
 Budgets
 Human Resources
 Technology
 Other constraints?
Risks:

 What uncertainty exists in our organization?

 What are the impacts of that uncertainty (risk)
 What is the likelihood of that happening?
 What can we do to mitigate that risk?- This way you’re proactive instead of reactive and it
keeps your plan on task.
Creating the plan:
Working backwards to create tasks, roles and individual areas of responsibility.

Performance measures and targets. What are the measures for your strategic priorities? This will help
in determine whether you’re successful and needs to make a scoreboard for the people in this
organization to know how successful they are on this plan.

Financial

To succeed financially, how should we appear to our

shareholders?

Customers Internal Business Process

To achieve our vision, how Vision and Strategy To satisfy our shareholders and
should we appear to our customers, what business
processes must we excel at?
customers?

Learning and Growth

To achieve our vision, how will we sustain our

ability to change and improve?
Goals:

 Organizational Level
 Team Level
 Functional Level
 Individual Level
People:

 Who are the key people in the organization that are responsible for functional areas?
 Where are the gaps as far as key functions?
 Are these people responsible for more than one area?
Communicating the plan:
How are you going to share this strategic plan with your organization?
Keep in mind that different people absorb information in different ways: Words, Audio, Pictures
Its all about alignment- If you lose out on somebody’s pieces then the entire strategy can fall. Make
sure that the plan is aligned, the people are aligned and it goes down to top-down to bottom-up. And
once you get alignment and buying that’s when everything starts to be right in their place and you can
make big progress on your plan and everything that you work on.
How do you get alignment?

 Communicate clearly and simply

 Get buy in- bring people into the strategic planning process
 Match goals and motivation
 Capability to execute- Are they given the tools they need to succeed?
Strategy is about choices: And you need to pick the most important thing that is going to move your
organization forward in the most effective way possible. So, if you have an aligned plan and you have
a clear direction and you keep that top of mind and don’t sway from it. You’re going to save time,
money and resources, your people are going to be happier which means you’re going to have a bigger
impact and will help more people.
Sustainable strategy could be:

 Adopting a Business Model that create long term

financial value while protecting natural and social
capital.
 Meeting today’s needs while preserving resources for
future needs
 Using a Triple Bottom Line Lens- people, planet and
profit: Sustainability is typically defined as the place
where economy, social realities and environmental health
overlap. The concept of the triple bottom line
mainstreams the idea of sustainability as including
people, planet and profit. It helped business to understand
that long term sustainability of an organization required
more than just a financial equity. It also helped to clarify
that when businesses were considering what
sustainability meant for them, it didn’t mean they had to
give up the notion of financial success.
 Valuing natural, social and financial capital equally in
the portfolio selection process
 Incorporating environmental, social and governance (ESG) requirements into decision models.

TASK 2:

If one aspect is what or what the organization stands for, then what is the aspect of how? Or
what behavioral strategy you will apply to make the culture of the organization sustain?
Underneath the surface of the organizational structure, we have assumptions, beliefs, perceptions,
thoughts and feelings. These are taken for granted, we can’t see them. Organizational culture is learnt,
it grows as we gain experience from our work and move on together overtime. The lessons from our
past shape our work and life strategies for the futures and are important enough to pass on the next
generation, not only for their survival but also for their development, evolution and success.
Culture is the code, the core logic, the software of that organizes the behavior of the people. Its about
the mindset. Until we have the mindset, we can’t take the innovative new actions, structures and plans
that we need to put our strategies into actions. So first is the mindset, then comes the behavioral
structure, together with those we create a system that guides our organization.
Culture reflects the lessons learned that were important enough to pass on to the next generation. So the
lessons are learnt through hard-work overtime and we make decisions on what do we pass on, what
wisdom to pass on for the next generation.
Culture is what we do when we think no one is looking. In our hearts and minds, we have some
priorities, we have some principles ourselves, we have some learned responses and growing human
nature that determines how people will behave when no one is looking. If you don’t create that type of
mindsets, behaviors and value system in the people of your organization then you’re at distinct
competitive disadvantaged.

As an executive, if you want to avoid walkouts or checkouts before they become issues at your
organization then things you can do:
Unblock communication: Walkouts or checkouts happen when we feel that we’re not being heard, we’re
not being respected or considered in the workplace and everyone experiences having our ideas shot
down or ignored in the workplace when it happens we tend to experience it as an identity threat similar
us respond to that by closing down. When we feel that we’re unimportant our reaction is to stop caring
as much about our work and caring as much about the people around us. But only hearing them out is
not enough, words without action breed cynicism, they leave labor seeds for future walkouts.
Sometimes employee activists will raise the issues that managers just don’t agree with and in that fragile
moment we will determine what kind of culture we will have, will we engage in dialogue or debate, can
we stay unified even in dissent or will we choose to skate over our differences allow our relationships
to have come inauthentic. The minimum we can do is that we can try resolve our differences and find
common ground that even if it’s not ideal for any one party, it might be acceptable for all. If we can’t
find a common ground then there can be certain choices;
a) If we feel we can’t live with the resolution then we can choose to leave the company, we can
find employers whose values more closely aligned with our own.
b) We can choose to stay with the company, we can compartmentalize and look for the issue in
the future again.
Unblocking communication by becoming responsive over time, more and more people will open up
and start sharing more of their selves, their ideas, their unique offerings and overtime you will have a
new better problem harnessing that energy and aiming high.