Jätkusuutliku organisatsiooni disain võiks olla küll väljakutseks nii neile, kel tõsi taga kui neile, kel soov lihtsalt silma paista. Siinviidatu pakub raamistiku, mille mõtestamine iga organisatsiooni kontekstis oleks huvitav nii asjaosalistele kui annaks lootust keskkonnale (kuigi viimasel ei ole inimeste pingutustest sooja ega külma).

Kontekstiks:

“Sustainability provides new opportunities where firms need to create a sustainable business model with the optimal fit between the rising demands of a sustainable economy and their business model, strategy, structure, incentives, human skills, IT systems, and all the other aspects of the organizational design of the firm.” (Obel and Kallehave, 2022, p. 65)

ABC … meeldetuletuseks:

“The three main pillars of sustainable development include: economic growth, environmental protection, and social equality (Purvis et al. 2019)” (Obel and Kallehave, 2022, p. 65)

Algus on tähtis, kommunikatsioon on oluline, … kuid …

“Sustainable development in a firm is often started by setting up a team or unit for the sustainable development with a major focus on communication. But in most cases that is not very effective with respect to being successful in all three bottom lines to create an impact. When sustainable development is located in one unit, it makes integration difficult (Smet et al. 2021). […] Sustainable development requires strong incentives based on key indicators and metrics for all three bottom lines. In particular, an incentive issue arises, when the success of the three bottom lines is distributed among different organizational units.” (Obel and Kallehave, 2022, p. 66)

Kolm I-d:

“It all comes down to the four I’s5: how can we create Incentives to stimulate Innovation through the Integration of sustainability in a way that creates the biggest Impact?” (Obel and Kallehave, 2022, p. 66-67)

Lühiajalised eesmärgid ja lihtsad praktikad oleks vaja sidustada pikemaajaliste eesmärkide ja faktilise mõjuga:

“Firms easily adopt short-term sustainability practices, such as lean, green, and social management systems, because the primary objective of businesses still is profit maximization for shareholders and short-term profitability (Wu et al. 2017). However, a truly sustainable firm is capable of “addressing short-term as well as long-term problems and to offer short-term as well as long-term potentials and opportunities” (Hörisch et al. 2014, p. 333).” (Obel and Kallehave, 2022, p. 67)

Organisatsiooni disain peab vastama kõigile kolmele põhimõttele:

“Thus, a sustainable organization design effort has to be made to find a design that at the same time can enhance all three bottom lines.” (Obel and Kallehave, 2022, p. 67)

Esimene samm:

“The first step in the design of a sustainable firm is to decide where the organization is concerning expected impact and the scope and goal to obtain that.” (Obel and Kallehave, 2022, p. 73)

Strateegiast ei pääse:

“The next step in designing a sustainable organization is to develop a strategy that operationalizes the business model and can support obtaining the goals.” (Obel and Kallehave, 2022, p. 73)

See tundub juba nagu juhend …

“The integration is the design of Configuration, Leadership, Climate, Task Design, Agents, Coordination and Control, and People and People Behavior.” (Obel and Kallehave, 2022, p. 73)

Lugemishuvi suurendamiseks:

“1. Sustainability will be a major driver for business strategy now and in the future. 2. For a sustainable organization, the organization design has to follow fundamental design principles based on the four I’s: Incentives, Innovation, Integration, and Impact. 3. Within the frame of the four I’s, the design should be based on a contingency perspective.” (Obel and Kallehave, 2022, p. 75)

Obel, B., & Kallehave, P. (2022). Designing a sustainable organization: The four I’s framework. Journal of Organization Design11(2), 65–76. https://doi.org/10.1007/s41469-022-00122-w