http://www.environmentalleader.com/2008/09/28/sustainability-and-its-impact-on-brand-value/ The Executive's Daily Green Briefing Tue, 24 Nov 2009 02:31:09 -0800 http://wordpress.org/?v=2.8.4 hourly 1 http://www.environmentalleader.com/2008/09/28/sustainability-and-its-impact-on-brand-value/comment-page-1/#comment-77209 Article 13 Tue, 30 Sep 2008 08:44:10 +0000 http://www.environmentalleader.com/2008/09/28/sustainability-and-its-impact-on-brand-value/#comment-77209 Business responsibility has transcended benevolent philanthropy, and sustainability initiatives in organisations are increasingly focusing on transformational and systemic change, rather than incremental improvements. It is this link between transformation, and the shift to new levels of individual and organisational leadership and development that highlight how coaching is critical for innovation and sustainability. Article 13 has just completed research that, in essence, identifies that: a) ‘Inner’ (personal development, organisational values and culture development) and ‘outer’ (organisational, business, market, sustainable) development are linked; b) That real innovation and transformation, and the biggest leverage points for integrating sustainability, occur in the ‘interior’ (individuals’ mindsets and values, and organisations’ cultures); and c) Inter-subjective, dialogic processes, like coaching, are the most powerful and effective way to accelerate leadership development and adoption of new values and culture. These methods foster innovation and adoption of behaviours and systems that can accelerate ‘outer’ development of sustainable organisations and society. What we have shown is that with all other external factors being equal, the capability, culture and leadership development of individuals and teams in the organisations can be the difference to an organisation’s integration of sustainability, and linked innovation. Business responsibility has transcended benevolent philanthropy, and sustainability initiatives in organisations are increasingly focusing on transformational and systemic change, rather than incremental improvements. It is this link between transformation, and the shift to new levels of individual and organisational leadership and development that highlight how coaching is critical for innovation and sustainability.
Article 13 has just completed research that, in essence, identifies that:
a) ‘Inner’ (personal development, organisational values and culture development) and ‘outer’ (organisational, business, market, sustainable) development are linked;
b) That real innovation and transformation, and the biggest leverage points for integrating sustainability, occur in the ‘interior’ (individuals’ mindsets and values, and organisations’ cultures); and
c) Inter-subjective, dialogic processes, like coaching, are the most powerful and effective way to accelerate leadership development and adoption of new values and culture. These methods foster innovation and adoption of behaviours and systems that can accelerate ‘outer’ development of sustainable organisations and society.
What we have shown is that with all other external factors being equal, the capability, culture and leadership development of individuals and teams in the organisations can be the difference to an organisation’s integration of sustainability, and linked innovation.

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