Sustainability Strategy

A strategy that contributes to society and safeguards the future of the planet, while remaining profitable to ensure its future? Today, yes!

Climate change and scarce resources are now recognised as key societal and commercial issues. As such:

  • Hard savings through reduced consumption of energy and raw materials. According to McKinsey, the cost of raw materials has risen by 240% since the year 2000, and this trend will continue. Those who have not prepared themselves structurally for escalating costs of energy and raw materials are putting future profit margins at risk.

  • Employee motivation, productivity and customer experience. Wider societal goals are important sources of motivation. For example, a telecoms engineer being “performance managed” to deliver 4 jobs a day will focus on hitting targets. On the other hand, an engineer focused on “connecting people to improve their lives” will go beyond that, and focus on delivering customer experience.

  • Company reputation and brand. Customers tend to buy from brands they trust. Today, sustainability is a key component of brand value.

  • Attracting investors. The “sustainability” agenda is becoming more and more important for pension fund and other major investors. Without green credentials, organisations have access to fewer investment funds.

We will work together, using seven key dimensions of a sustainable strategy to help you build a pragmatic and sustainable approach to planning the future of your organisation.

Seven key dimensions of a sustainable strategy

A sustainable strategy not only integrates energy savings and better use of resources, but also addresses resilience, transparency and above all, creating societal value, while fostering innovation and people engagement.

  • Managing your organisation to create shared value between you and the communities in which you operate.

  • Managing the climate impact of your organisation by reducing your net carbon footprint.

  • Managing your organisation with the minimum of waste, using the principles of the circular economy to recycle and re-use raw materials.

  • Ensuring your organisation is resilient in the face of disasters: the turbulence by climate change, the leakage of confidential documents, or the impact of sudden scarcity in resources.

  • Ensuring your organisation has a clear transparency policy, and can operate in tomorrow’s transparent world.

  • Harnessing the intrinsic motivation of the people in your organisation towards a goal that has meaning for them.

  • A focus on innovation, without which your organisation will struggle to face the above challenges.


Executive Coaching

You, or one of the members of your team may need help with:

  • Time Management and prioritisation.

  • Interaction with the rest of the team.

  • Gravitas, and senior management interaction.

  • Motivation.

  • Self-confidence.

  • Public speaking.

After an introductory session to understand your needs, we will agree a contract with clear objectives and proposed number of sessions. If this is a member of your team, it will be a three-way contract which will include reviews at mid-point and at the end.

Team Building

Your team may need need to:

  • Align around a common vision.

  • Develop a common culture.

  • Work better together, either in interpersonal relations or in being more effective operationally.

We will first establish clear objectives together, then you will present me to the team in the context of achieving these objectives. Over the period agreed, we will work together with the team, with tools adapted for them. There is a review immediately afterwards, followed by a further review six months on, to check that the desired change has been embedded.

Decision making

Consistently making better strategic decisions is at the heart of sustainable performance

The STCA (See-Think-Choose-Act) model is a powerful model to help executive teams exploit the collective decision intelligence they already possess.


  • Alignment of the team on the 5 key decisions in the next 18 months.

  • Alignment on where the team think they are on these decisions (See, Think, Choose or Act).

  • Review of decisions in the surrounding decision network : their impact on your key decisions, and the impact of your key decision on them.

  • Record status and put in place tracking and review mechanism.


  • Executive team is aligned on key decisions, issues and actions.

  • A focused, aligned and therefore high-performance organisation.