C-suite advisor. Sparring partner. Sustainability guide to entrepreneurs.
Read on for my previous activities to ensure valuable insights for organizations: whether established, fast-growing or emerging ones.
Having stood by a range of leaders - from the board of DSM to the owner of a media start-up, and from the former Prime Minister of The Netherlands to the founders of an e-commerce scale-up - I have gained valuable insights into what it takes to make sustainable change happen.
STRATEGY & COMMUNICATIONS
Traditionally, companies embraced their role in society in ways that were not directly connected to their core business, i.e., as a side activity. However, the real opportunity is with companies that embrace sustainability as an integrated part of business strategy, brand and purpose. While there’s no single recipe for that, some ingredients are essential. Examples of strategy and communications areas in which I’ve successfully offered advice and guidance include:
Clarification of drivers and opportunities for a company’s sustainability ambitions to strengthen its brand and overall strategy;
Clarification of the risks and opportunities of (not) doing (1);
Comparative analysis of direct competitors and insight into front runners (both within and beyond the company’s own sector);
Engagement with co-workers and external stakeholders (through interviews, workshops, or other forms);
Vision & narrative development (whether it’s the first, or a renewed one);
Design of leadership conversations that inspire and bring clarity on the preferred strategic direction and its practical next steps.
IMPLEMENTATION
In addition, I frequently get involved in the implementation of the strategies I (co)create. Examples of areas I’ve led (see also the LEADER page) and advised on:
Prioritization and development of KPIs and targets: whether environmental or social, and whether related to operations, sourcing practices, or (future) products;
Design of extensive stakeholder engagement plans: with suppliers, co-workers or civil society organizations;
Creation of social innovation: whether externally (e.g., campaigns and partnerships with third parties) or internally (e.g., rethinking how internal teams or departments can work together in meaningful ways);
Development of enabling governance, such as arrangements around leadership accountability, ownership across functions and geographies, as well as remuneration and incentives of an organization’s co-workers and board members.
Below (and in the LEADER section) are some examples of how I have put this into practice. My approach is always tailored to the history, culture, size, growth phase and sustainability ambitions of the organization.
Featured
