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The CSR buckets – using your head, heart and hands

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Broadly, there are 3 corporate social responsibilty ‘buckets’ that companies tend to invest their social concern into:

1. Climate

2. Bio-diversity

3. Human health and well-being (that includes the position of women, education/literacy, food security, infrastructure and fair trade as well as health, housing and education).

These buckets can be summarised as addressing carbon, flora/fauna or people.

And overall there are three sorts of ways companies can contribute to these areas:

1. Gifts to particular charities and projects, often close to the personal interest of certain company leaders

2. Founding social enterprises, often in partnership with others

3. Integrating their concerns into all decisions – trying to influence the DNA of the organisation. 

So, we have a sort of 3×3 grid.

Where is your heart (which of the 3 buckets motivates you the most)? 

What do you want your practical actions (hands) to be?

The challenge is to use your head to make that ‘what and where’ a success!

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Still the 2 global cities?

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Two pictures on sale at a provincial John Lewis store.

Both London and New York get the funky mood board treatment.

Since posting this on World Class Cities a year ago, most people seem to agree that only these two places have lots of things in them that many (most) people in the world would know about – from red buses and yellow taxis to tall towers and distinctive bridges.

And with two billion viewers tuning in to the Royal wedding on 29th April, there are now many more who will know 10 sights within a couple of hundred metres of St James’ Park!

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You don’t know everything Horatio!

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As a caution whenever we are tempted to get overcertain (a key risk in strategy work – hence the benefits of scenario planning), this line from Shakespeare’s Hamlet is worth remembering:

“There are more things in heaven and earth…than are dreamt of in your philosophy.”

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Naming great service

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Having walked past a phone pole with some coiled up cable at head height for a few months, I decided to try to sort it out.

I posted a comment on the BT Openreach website to report it.

Within 24 hours it was acknowledged, sorted and notified (by a call from the engineer).

Impressive!

This contrasts with 3 months of repeatedly ringing the local council to get a street light bulb replaced.

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Getting through the snow (safely)

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Canada snow

As it feels like Spring has sprung (at least in Cambridge), a recent trip to Canada prompted some reflection on the comparisons with the UK travel system in the snow a couple of months back.

First, in Canada there is a huge investment in path and road clearing (see picture).  So much so that one much-travelled colleague says he has only been cancelled twice when flying from Ottawa. There, as here, freezing rain is the biggest disruption.

Second, there is more use of concrete in pavements and roads (though there are still some pot holes!).

Third, and the most striking difference, when the pavements are slippery (and they were) and the roads icy, people simply get on with moving about – not because trips to work or social events are easy, but because they just go slowly.

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Get onto the front foot: four things to try out with your team (#4 – Balance)

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Striking the right balance is the fourth thing to work on in getting and staying on the front foot.

The balance between:

– time working and time not working (no-one can stay on the front foot with an unrealistic workload)

– reviewing and thinking as well as planning and doing (it’s critical to break out of ‘firefighting’ mode).

The After Action Review process asks four useful questions for assessing progress against your 5-30-90 day plans:

– what was supposed to happen?
– what has actually happened?
– why was it different?
– what can we learn from this?

From this you can also think through what else it will take to keep on the front foot in getting your ideas into action.

So, there you go – four simple methods to bring our Front Foot framework to life.

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Get onto the front foot: four things to try out with your team (#3 – Co-ordination)

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Co-ordinating everyone’s efforts is the third part of the Front Foot framework.

Here we find that 5-30-90 day planning clarifies the what, when and who. Spell out the critical actions for the next week, month and quarter.

It’s a sure-fire way to build on the momentum that is emerging.

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Get onto the front foot: four things to try out with your team (#2 – Momentum)

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The second part of our Front Foot framework is about Momentum.

When we ask teams to consider how they can create momentum around what they are trying to achieve, we find the ABC method works well:

A is for accelerate – what can be sped up?

B is for brake – what needs to be stopped?

C is for create – what should be started?

This is a simple but very powerful technique  – we have a poster template you can use for this.

Tomorrow?  Co-ordination.

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Get onto the front foot: four things to try out with your team (#1 – Direction)

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Our ideas on the Front Foot Organisation have proved extremely popular in recent months.

In working with leadership teams in our ‘classic’ workshop format, we bring the framework to life at four stages.  At the start, we ask people to describe the future state they will be achieving in one or two years. 

This ‘fast forward’ is about being clear on Direction. It builds a shared understanding of what is being aimed for and raises the expectation and  hope for the next stage…Momentum.

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Where next for education?

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Having been doing more work in education, we are spotting things about the downsides of the education system and things that might improve it (eg Bill Gates’ favourite teacher).

And now with Jamie’s Dream School and the O2 website for teachers to post their favourite lessons, innovations to address some of the challenges are going more public and mainstream.

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Email: phil.hadridge@idenk.com