DRIVEN BY FAIRSTAINABILITY
STRATEGIC FAIRSTAINABILITY CONSULTING ALWAYS IS STRATEGIC FAIRSTAINABILITY TRANSFORMATION AS WELL.
With a view to the fairstainability challenges that offer exponential growth opportunities, it is important not to lose orientation and to identify new strategic competitive advantages in good time.
Owners and managers need a sound and unadorned picture of where their company is strategically placed, especially now. This will enable them to set an important course in the context of strategy clarification in order to create services with a positive socio-ecological impact that are transparent and convincing for all stakeholders.
So there are two main challenges in identifying the need for a fairstainability transformation:
– Defining a future-oriented Fairstainable Purpose, a clearly perceivable position and a clearly differentiating business strategy that describe the required changes of the company based on an accurate analysis of its competitiveness today as well as in the future
– Finetuning an 'ideal' Fairstainability Strategy design based on a realistic assessment of what the organisation is able to provide
The aim of the strategy design phase is to develop socially responsible and environmentally sustainable goals, strategies and business models that positively influence both the TOTAL FAIRSTAINABILITY IMPACT and the TOTAL SHAREHOLDER RETURN.
Are you reshaping your future or is the future reshaping you? – is the core question of the strategy design phase.
If the starting point is the INTERTEMPORAL ANALYSIS, then strategies and concepts are developed on the basis of the assumption that the future of the company under consideration is a given and can only be influenced to a very limited extent by the company itself. Wellfounded strategy development meets a dynamic future. The future shapes you anew!
However, if INTERTEMPORAL ANALYSIS is expanded to include a FUTURE BACK DESIGN then completely different opportunities arise for a company. From the INTERTEMPORAL ANALYSIS now becomes INTERTEMPORAL SHAPING. A well-founded strategy is now derived from the self-designed future. You shape your future anew!
Predictable classical environments lend themselves to positional strategies (CLASSICAL) based on advantages that were gained by economies of scale, differentiation or achieved by special capabilities, and realised by analysis and planning.
Adaptive environments require constant experimentation, is not possible within rapid change and unpredictability (ADAPTIVE).
In a dynamic environment, the companies that are the first to create a new market or reshape an existing market will win (VISIONARY).
In a shaping environment, companies can jointly (re)shape an industry to their advantage by orchestrating the activities of other stakeholders (SHAPING).
STRATEGIC FAIRSTAINABILITY CONSULTING IS ALWAYS ALSO STRATEGIC FAIRSTAINABILITY TRANSFORMATION.
Within the framework of strategy development, the specific corporate strategy has to be put in concrete terms. Since a growth strategy, whose driving force is fairstainability, always entails technological changes (processes, products, materials), the technology strategy usually has to be adapted in addition to the corporate strategy (Management X Technology). We support our clients in this process together with with our technology partners.
BUSINESS MODEL DESIGN
For a sustainably successful transformation, the vision, mission and purpose have to be developed first with a clear focus on fairstainability, and made tangible in the company.
The future growth strategy and the associated business model have to be aligned with those fairstainability values in order to be successful in the context of the megatrends and the development towards a fairstainability society.
In order to use the success in avoiding socio-ecological damage for internal and external communication, the developed strategy and the business model derived from it has to be continuously aligned with the EU taxonomy.
By deriving, prioritising and describing strategic goals on a "FAIRSTAINABILITY STRATEGY MAP", it becomes tangible and understandable for all stakeholders involved how the future business model, processes, competences and capabilities have to be designed and which topics will require special attention and resources in the future.
Measurement systems accompany the process and make progress tangible and communicable. Standards such as GRI, EU CSRD or CDP are used in the ACTUAL analysis and target assessment.
FAIRSTAINABILITY TRANSFORMATION JOURNEY
Our FAIRSTAINABILITY TRANSFORMATION JOURNEY combines urgency with the ability to define areas of responsibility and priorities.
The Fairstainability Transformation Journey shows which goals are to be achieved over time and which metatools (German Ethics Index) are the most important drivers for each goal. On this basis, responsibility for achieving the goals is defined.
Our FAIRSTAINABILITY TRANSFORMATION MAP defines the activities required to achieve a goal using the DEX metatools.
The transformation map illustrates the activities and milestones within the 5 DEX metatools required to achieve each FAIRSTAINABILITY BREAK EVEN GOALS. The activities are determined using the Break Even Goal Action Guidelines. In addition, our transformation map also illustrates the business-relevant activities and the associated progress to achieve your business goals.
Our transformation enables you to individually plan and track the progress of your Fairstainability Transformation Journey. Example: Break Even Goal "Products can be reused". Can the products we manufacture be reused or properly be recycled by our customers? Can the products we buy be reused or properly be recycled?
With the help of the MAGIC QUADRANT, which aims to achieve the highest level of confidence in the completeness of the vision of your service portfolio based on the criteria "completeness of the Fairstainability Vision" and "ability to implement the Fairstainability Vsion", you can manage your activities on the Fairstainability Transformation Journey operationally and tactically. For if your vision or strategic business objective is blurred, the success of the Transformation Journey and the resulting portfolio of services is unlikely.
RESULTS OF THE STRATEGIC FAIRSTAINABILITY CONSULTING AND TRANSFORMATION
When a fairstainability project, it should have the following Have
- a shared vision for the future based on a future back design,
- a good understanding and commitment within the management team to the necessary Fairstainability goals to actively shape the future, and a culture change plan to implement them at all levels,
- a clear understanding and documentation of how Fairstainability will impact the business outcome in the short, medium and long term,
- a well-developed and in relevant parts already implemented transformation plan with prioritised initiatives in strategy, organisation, operations and products, marketing and sales, and culture,
- the means to measure the achievement of the Fairstainability goals in an officially comparable and usable way by known measurement methods.
For clients who don't only want strategic but also technological support and assistance in implementing the STRATEGIC FAIRSTAINABILITY TRANSFORMATION, we work together with our international partners (such as SLR Consulting) to support them on their way from strategy to specific product. This enables us not only to harmonise growth, responsibility and sustainability with our clients, but also to merge strategy, processes and products.
Strategic Fairstainability Transformation meets transition towards climate neutrality and carbon net zero emission = INTEGRATED FAIRSTAINABILITY TRANSFORMATION.
ON-STOP GROWTH SOLUTION
In management or technology, many consultancies focus on the design of operational transformation processes with regard to compliance to regulatory ESG requirements.
We take three further decicive steps to archieve a one stop solution.
FIRSTLY, our focus is on the development and implementation of responsible sustainable growth strategies with Fairstainability as the driver for success.
SECONDLY, we work with our clients to actively reshape their relevant future and prevent the future from reshaping our clients.
THIRDLY, we look at the challenges from a management perspective and, if necessary, together with our internationally renowned partners from a technological perspective. We act this in a multi-perspective way to merge profit, people and planet.
We are happy about difficult questions, sporty timings, nice mails and new contacts. We talk, email, zoom or even meet with you in person. Whatever moves you, we are happy to listen.