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Bruslov A. Yu.
INTRA-CORPORATE SUSTAINABILITY: PRACTICAL RECOMMENDATIONS AND MODELS
3.2. INTRA-CORPORATE SUSTAINABILITY:
PRACTICAL RECOMMENDATIONS AND MODELS
Bruslov A. Yu., PhD, ATD Association of Talent Development http: //www.astd.org/, SPE Society of petroleum engineers http://www.spe.org/index.php
Place of employment: ATD Association of Talent Development, SPE Society of petroleum engineers
Abstracts: Intra-corporate sustainability is a recognized, important factor of long-term, effective, sustainable development of business organizations. Certain worldwide intra-corporate sustainability experience is cumulated, including relevant recommendations. A lot of attention is focused on need to model intra-corporate processes and their states. Nevertheless, available recommendations are rather fragmentary, what restricts full scale or prior intra-corporate sustainability efforts. Not so many intra-corporate sustainability models are developed and in use. In this connection work was targeted to developing, presenting such recommendations, which cover intra-corporate areas with maximal scale, ensure selecting and working on priorities, with presenting examples of use of such recommendations. Tasks were to analyze available sustainability recommendations in context of typical areas of intra-corporate activities, conditions, factors, priorities on intra-corporate sustainability, developing related recommendations and demonstration of a new intra-corporate sustainability model.
Material sand methods used. The work is based on summarized materialson corporate effectiveness, sustainability from 45 Russian, overseas authors, with use of systemic- structural analysis and program approach.
Main results. Proposed summarized, enlarged, large-scaled, systemic, universal, pragmatic recommendations on intracorporate sustainability for over 30 typical intra-corporate areas of activities and aspects. Available recommendations on intra-corporate sustainability were developed up to more completed level, enlarged with techniques of Business Focused Interactions and management of Relevant Diversity Dimension Levels. To ensure intra-corporate sustainability, seven areas, there zones of general and specific attention, seven sustainability check criteria, five necessary starting arrangements are recommended. Systemic model of sustainable intra-corporate business interactions was developed as a result of application of proposed recommendations.
Conclusions. Presented systemic pragmatic recommendations on intra-corporate sustainability for over 30 intra-corporate areas and aspects. The recommendations help to work for sustainability in full-scale, to identify priorities, areas of general and specific attention, necessary provisions, including most important and starting ones. Recommendations are if universal value, work in any intra-corporate area of activities, where at least two people are connected with belonging to the same structure and/ or with common business results. Available recommendations on intra-corporate sustainability were developed up to more completed level, enlarged with techniques of Business Focused Interactions and management of Relevant Diversity Dimension Levels. Systemic model of sustainable intra-corporate business interactions was developed as a result of application of proposed recommendations. Recommendations, model of sustainable intra-corporate interactions are addressed to specialists, corporate sustainability action teams and to all those, who are interested with this topic: both for better arrangement of available working place, and all intra-corporate business environment.
Keywords: systemic approach, intra- corporate areas, systemic model, intra-corporate sustainability, intra-corporate sustainability recommendations, intra-corporate business interactions, corporate sustainability attention areas, sustainability priorities, systemic model of sustainable intra-corporate business interactions, Business Focused interactions, management, Relevant Diversity dimension levels
ВНУТРИКОРПОРАТИВНАЯ УСТОЙЧИВОСТЬ: ПРАКТИЧЕСКИЕ РЕКОМЕНДАЦИИ И МОДЕЛИ
Бруслов А.Ю., к.т.н., Член ATD Association of Talent Development http-J/www.astd.org/с 2007 г., член SPE Society of petroleum engineers http://www.spe.org/index.phpс 1994 г.
Место работы: ATD Association of Talent Development, SPE Society of petroleum engineers
Аннотация: Цели и задачи работы . Внутрикорпоративная устойчивость - это признанное важное условие долговременного эффективного, устойчивого развития бизнес организаций. Накоплен определённый мировой опыт по обеспечению такой устойчивости, в том числе в формате рекомендаций. Большое вниманию уделяется необходимости моделирования внутрикорпоративных процессов и их состояний. Однако имеющиеся рекомендации достаточно фрагментарны, зачастую носят общий характер, что затрудняет полномасштабные, или приоритетные усилия по внутрикорпоративной устойчивости. В связи с этим, целью работы было предложить такие рекомендации, которые были практическими, охватывали области внутрикорпоративной деятельности с максимальной полнотой, обеспечивали возможности выявления и работы с приоритетами, с демонстрацией примеров использования рекомендаций. Задачами исследования были анализ имеющихся рекомендаций в контексте типичных областей внутрикорпоративной деятельности, доуточнение типовых условий, факторов, приоритетов внутренней устойчивости, формулирование соответствующих обобщенных рекомендаций и демонстрация модели внутренней устойчивости.
Материал и методы для исследований. Исследования вели на материале мирового опыта изучения внутрикорпоративной эффективности и устойчивости (45 работ зарубежных и отечественных авторов) с применением методов системно- структурного анализа и программного подхода.
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Полученные результаты. Предложены обобщённые и дополненные, масштабные, системные, универсальные, практические рекомендации по обеспечению внутрикорпоративной устойчивости в свыше 30 типовых областях и аспектах внутрикорпоративной деятельности. Известные рекомендации по внутрикорпоративной устойчиво-сти доведены до более законченного уровня, дополнены техниками Сфокусированных деловых взаимодействий и управления уровнями релевантных параметров Разнообразия. Для обеспечения внутрикорпоративной устойчивости рекомендованы семь областей, три зоны общего и особого внимания, семь критериев устойчивости и пять типовых необходимых первоочередных мероприятий. В качестве примера использования рекомендаций продемонстрирована системная модель устойчивых внутрикорпоративных бизнес- взаимодействий.
Выводы. Предложены системные практические рекомендации по обеспечению внутрикорпоративной устойчивости в свыше 30 различных областях и аспектах внутрикорпоративной деятельности. Рекомендации позволяют работать с максимальным масштабом и выбирать приоритеты, обозначают условия, критерии Устойчивости, зоны общего и особого внимания, перечень необходимых мер, в том числе важнейших и первоочередных, носят универсальный характер, работают в любой области внутрикорпоративной деятельности, где не менее двух человек связаны между собой принадлежностью к одной и той же структуре и/ или взаимодействие для получения бизнес результатов. Известные рекомендации по внутрикорпоративной устойчивости доведены до более законченного уровня, дополнены техниками Сфокусированных деловых взаимодействий и управления уровнями релевантных параметров Разнообразия. В качестве результата применения рекомендаций, разработана и продемонстрирована модель устойчивых бизнес-взаимодействий. Рекомендации и модель устойчивых бизнесвзаимодействий адресованы специалистам, группам по практическому обеспечению внутрикорпоративной устойчивости а также всем тем, кто интересуется этой тематикой: как для лучшей организации своего рабочего места, так и внутрикорпоративной деловой обстановки.
Ключевые слова: системный подход, внутрикорпоративные области, системная модель, внутрикорпоративная устойчивость, рекомендации по внутрикорпоративной устойчивости, внутрикорпоративные бизнес взаимодействия, области внимания по корпоративной устойчивости, приоритеты по устойчивости, системная модель устойчивости внутрикорпоративных бизнес-взаимодействий, Сфокусированные Деловые взаимодействия, управление, Уровни релевантных параметров Разнообразия
Intra-corporate sustainability related surveys and recommendations are presented by many authors [1-45]. These recommendations are focused on different, separate intra-corporate areas and aspects.
Nevertheless, large scaled efforts on intra-corporate sustainability require such recommendations, which maximally consider scale of sustainability efforts for various conditions, and are pragmatic.
In this connection, materials, ideas, proposals from above listed authors have been analyzed, enlarged and re-shaped intosystemically oriented, typical and pragmatic sustainability recommendations. The recommendations cover various intra-corporate areas, aspects, identify priorities, points of special attention and are listed in the table as below.
Table.
Typical pragmatic recommendations on large scaled intra-_____________corporate sustainability arrangements_____________
Corporate aspects, recommendations on their desired sustainability state and / or ways of getting it_____________________
1. All-corporate “population”
To motivate, encourage alignment to values, goals of corporate sustainability,respectively oriented way of thinking, professional-ism,twoway communication, relationships, interactions,behavior, performance, taking responsibility, team work, readinessfor changes, to incorporate sustainability and its elements into corporate day-by day activities;to monitor,evaluate efforts, results from angles of corporate sustainability and sustainable behavior___________________
2. Areas of corporate sustainability general attention
To consider following seven areas of corporate sustainability general attention 1)goal, strategy and plans related; 2) Stakeholder related; 3) structure, organization, arrangements, and management related ;4) resources, processes, methods, efforts,results andtheir consequences related; 5) specifics, aspects, features and appearances related; 6) progress, improvements andchanges related; 7) relatedto links, relationships between corporate environ-ment,corporation and its internals_____________________________
3. Attractiveness
To consider attractiveness as one of most important sustainability criteria, to make processes, results, organization, image, reputation, other corporate aspects as sustainably attractive for customers, employees and all other stakeholders
4. Balance
To try keeping sustainable balance between: a)any corporate part, aspect, environment, their internals and components of latters, b) between urgencyandrealistic expectations, c)between contribution and satisfaction from feedback, d) between "Give" and "Take", e) between organization input, output, internals and internalprocesses, f) betweengoals and resources, g) between workforce and market needs,h) between technological, formal, informal, out formal systems of interactions and communication, j) betweenorganization sub systems andsubcultures___________________________________________
5. Behaviorand Performance
To shape, cultivate behaviors, performances which are oriented to corporate sustainability,attractive, sustainable, respective,responsive, responsible, consistent, understandable, constructive,providing cooperation, attainmentcommon,attractive business results, considering consequences, nearest and remote environment; evaluating behaviors and performancesin line of their alignment to corporate sustainability, correspondence to this criteria
6. Communication
To shape, maintain sustainable, open, two-way, constructive, nonoffensive communication, considering opinions and voices, oriented to common results for users,safety and sustainability
7. Cooperation
To develop, encourage sustainable cooperation between corporate functions, businesses, locations, people, which is based on common sustainability understanding andsustainable behavior, focused on attaining common attractive business results
8. Culture
To shape, develop inter-and all corporatesustainabilitycultureswith their integration into all corporate one, where corporate sustainability culture is open, attractive, promotes, encourages sustainability valu-esand approaches, cooperation, transparency, accountability, readiness for changes, initiatives, innovations, creativity, improvements, Diversity optimization, balancing subcultures,including: a) related personal, active participation, leadership, responsibility of corporate management, b) common understanding, language and awareness onSustainability issues, c) corporate sustainability orientedmindsets, self- identification and intentions, pro-active vision, thinking, activities and considering consequences, d) sustainable, stress protected relationships,recognition, respect,tolerance,open, two way communi-
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cation, considering people voices andopinions, sustainable, responsible behaviors andperformances, personal contribution with added value, e) interactions, cooperation focused on common attainmentof business results, f) encouraging sustainable behavior,informing on Sustainability success stories, g) sustainability rules, h) engagemen-tofstakeholders (including employees) to corporate sustainability issues, satisfaction of their expectations and needs, i)incorporating of sustainability components, aspects into corporate day-by-dayactivities, j) evaluations and decisions from sustainability angle
9. Diversity &Inclusion__________________________________________
To considerDiversity & Inclusion as a Sustainability factor; to optimize, manage themin interest of corporate sustainability increase, with focusing on controllable areas;use of Relevant Diversity Dimension Level (RDDL), Business Focused Interactions (BFI) methodolo-gy,approach and training;development of D&I substructure, organiza-tionas network as support to corporate Sustainability function_____
10.Improvements and Changes
To arrange, encourage changes ofpeople values, beliefs, mindsets, intents, behaviors towards corporate sustainability; to demon-strateimprovements but not perfectionism ; not to wait for quick big changes, but to consider long term, organized, step by step, patient efforts to achieve what is possible________________________________
11. Integrity
To attain sustainable integrity between all intra-corporate parts-processes, results, functions, businesses, locations, structures, organization etc, where sustainability plays additional corporate integrator role and sustainability goals are attribute of all- corporate ones;to consider integrity as obligatory base for sustainability___
12. Interactions________________________________________________
To develop attractive, sustainable inter personal, inter group interactions, subordinatedto businessones, where drivers and styles are focused on attainment of common results, which are persistently oriented, subordinated to these results and corporate goals, constructive, safe, systemically arranged, adequate to local specifics, tasks and available resources,protect against stresses, damage to ambitions, emotions of participants includequality, environment, coopera-tion,team work, stakeholder/ participant contribution and added value; mutual representation, support, participation, contributing with added value in activities, enrichment of their results between corporate sustainability function and its environment (other corporate functions, businesses, locations,tender proposal and project teams)___________
13. Intra-corporate environment
To shape, cultivateintra-corporate environment, which supports corporate sustainability, is attractive, friendly, inclu-sive,transparent,positive, cooperative, constructive intra-corporate environment,comfortable for business interactions,integrating Diversity, showingsustainability efforts and results as visible, which is compatible with external environment, includinglocal community, ethnic, social, economical and ecological cultures_________________________
14. Intra-corporatelinks
To develop intra -corporatelinks (communications, relationships, interactions, hierarchy etc ) between individuals, groups, structures, locations, functions, businesses, disciplines,which are targetedto corporate sustainability, mutual attainment of business results, personal contribution with added value, are sustainable, orga-nized,reliable, transparent, operative, two way, cooperative, integrated and manageable, including ones between corporate sustainability function and its environment ( other corporate functions, businesses, locations, tender proposal and project teams)
15. Management
To make interested, Involve, encourage corporate management foralignment, commitments to corporate sustainability values and their importance, management leadership in this respect, sustainability exemplification, sustainable management style, managing corporate resources in interest of all main stakeholder,control ofsustainabil-ity efforts, results, improvements in sustainability, individual, group behavior/ performances and Diversity &Inclusion areas, taking responsibility for all these
16. Markets
To provide sustainable attractivenessof corporation, its internals for their markets, to identify, win, shape markets, which are ready to understand, receive, useand encourage corporate sustainability
17. Methodology
To create, upgrade methodology onintra-and all corporate sustainability, includingrelatedsystemic &programvisions, approaches, models, images and analysis,identification ofpriorities,improvement areas and opportunities,risk management, planning, prepar-ing,performing,measuring, monitoringevaluating, reporting, lessons learned, recommendations, improvements and sharing experience
18. Mindsets
To develop, encourage mindsets, which are targeted to provision ofcorporate sustainability, with related values, self- identification, positioning,andintents
19. Models/ images
To develop, use, improve systemic-structural, program models/ images of corporation, its internals, aspects, improvement areas (goals, resources,inputs, outputs, businesses, functions, discip-lines,locations,operations, processes, methodology/methods, efforts, results, stakeholders/ people, their mindsets, relationships, communication, behaviors, performances, interactions, local specifics, features, their appearances, structure, organization, arrangements, management, external environment: structures, organizations, market, socium, economics, ecology etc, links between them),models/ images ofsustainability ofall mentioned
20. Organization
To develop, maintain corporate sustainability organization, which is integrated into all corporate one, is effective, flexible and sustaina-ble;including format of corporate sustainability function, with itshead, managing team, officers, representatives, action teams, network; presence,mutual representation,support, participation, contributing-with added value in activities, enrichment of their results betweencor-porate sustainability functionand its environment (other corporate function, businesses, locations,tender proposalandproject teams)
21. R&D resources
To actively engage R&D resources for sustainability methodology, efforts and arrangements___________________________________________
22. Relationships
To develop, cultivate Relationships, which are targeted to allcorporate sustainability, effectiveness,attainment of common business results, stimulate personal contributions to these,are focused on mutual higher purposes, cooperative, of “Win-Win” type,are attractive, sustainable, friendly, safe for ambition as and emotions of participants, demonstrate recognition, respect, consider available Diversity
23. Reputation
To develop, maintain such reputation of corporatebusinesses, functions, locations, Management and Staff, which is sustainably attractive for available and potentialstakeholders (internal and external)
24. Staff
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Providing opportunities, efforts for employees motivation, orientation, targeting mindsetsto corporate sustainability, work- life balance, satisfaction with workplace, use of talents, professional andcareer development, active participation, contributingin corporate decision preparation, activities and results, for taking personal responsibility, initiatives, participating in innovations, recognizing colleaguesvalue, significance, talent and individualities^ ensureemployee retention programs; trainings staff on sustainability issues with further progress evaluating; provision staff personal participation, contribution with added value in corporate sustainability initiatives and arrangement
25. Stakeholders
To attract, motivate,engage Stakeholders (including employees)to participate, contribute with added valuein corporate sustainability decisions, activities, results and improvements make them aware on these; considering their related expectations, opinions, evaluations, recommendations on corporate sustainability status, additional opportunities, areas of improvement, achievements, progress and way forward;maximal satisfaction stakeholder expectations and needs; to develop and update lists of crucial and prior stakeholders, to work with them respectively, to consider value and power of other stakeholder with paying attention to them_________________________
26. Starting arrangements_______________________________________
Following starting basic measures on intra-corporate sustainability are recommended: a) to win attention, understanding,alignment, responsibility, supportand leadership of management on corporate Sustainability issues, b)use of related visions, models, analysis of available situation, opportunities, difficulties and uncertainties ^identification/ mapping of stakeholder ( including their expecta-tions,attitudes, needs, opinions, wishes), improvement areas, priorities of what is under control,d) development of sustainability way forward with its integrationinto corporate activities, e) arranging sufficient resources,organization, supporting network,monitoring, evaluat-ing,improvement systems___________________________________________
27. Strategy, approach and arrangements
To consider, develop strategies, which are targeted to corporate sustainability, incorporated into all corporatestrategy,are alignedwith core corporategoals, businesses, functions, locations, activities, corporation, its sustainability stakeholders expectations and needs, including1) involvement of corporate managementintocorporate sustainability activities with their understanding, commitments, decisions, leadership, responsibility onthese activities and results,2) to encourage peoplefor corporate sustainability oriented mindsets, intents, behaviors, activities, performances, results, their evaluation and lesson learned,forpro-active vision, thinking and activities with considering consequences, 3) to develop, cultivate intra-corporate relationships, communication,interactions, which are focusedon commonattainment of business results with comfort for their doers; 4) to optimize Diversity and inclusion for Sustainability support; 5)to develop corporate sustainability awareness, common understanding and culture, related education and trainings, based on supporting models, standards, programs, procedures and guides, where sustainable behavior, performance are corporate basic norms, 6) to build Sustainability via obligatory earlier integration stage, 7) to develop together sustainability organization and supporting network, 8) to consider local specifics, 9) to share with experience
28. Structure
To maintain such corporate structure, which supports inter- and all corporate sustainability values, goals, resources, activities, results and improvements;to shape sustainable structure of distribution of authorities and responsibilities__________________________________
29. Sustainability check criteria/ indicators
To use ,among others,followingseven corporate sustainability check criteria/ indicators:1) long lasting,2) attractiveness, wish to work with for a long time, 3) openness for cooperation, 4) availability of structure and organization, 5) effectiveness (professionalism, recoverability, adequacy, adaptability, productivity, transparency, accountability, minimal complexity, manageability, integratability, improvability),6)considering, satisfaction expectations and needs ofmain stakeholders (including employees),7) sustainable constructive interactions ( including relationships,material well -being, added value), functioning, obtaining results and need for these.Each of listed indicators, criteria andaltogetherthey define availability or quali-
ty of corporate sustainability and/or any of its internals, including structures, individuals and their groups, links, relationships between these
30. Tools
To developand improve suchcorporate sustainability provision tools, as1)sustainabilityoriented, relatedknowledge, images, models, based on systemic, program and combinatorial approaches, 2) situation analysis andrecommendations; 3) lists ofstakeholders, controllable improvement areas, opportunities, priorities, 4) agreed-term, understanding and awareness on Sustainability, 5)rules, standards, road maps, guides, manuals;6) Sustainability education, training, motivation, measuring, evaluation systems, includingBusi-ness Focused Interactions ( BFI) methodology and tranings,7) Sustainability criteria, indicators 8) Diversity optimization, including Relevant Diversity Dimensions Levels (RDDL)methodologyand training on 9) Sustainability related innovations, success stories,permanent improvement; 10) sustainable behavior campaigns__________________
31. Values
To cultivate intra- corporate sustainability values: intra- corporate sustainability asway to long-term welfare via common corporate business, productive wellbeing,belonging to corporation (corporate citizenship) ; integration of intra-corporate sustainability values into all corporate values, culture, management/ employee mindsets, strategies, programs, plans, day-by-day activities, behaviors, performance and their evaluation; to align intra-corporate sustainability and all corporate one.
32. Workplace
Workplace, which is corporate sustainability oriented, attractive, motivates for cooperation, efficient, healthy and safe___________
33. Zones of specific attention and efforts
To consider following three key zones of specific sustainability attention and efforts : a) orientation ofindividual mindsets, behaviors, performance styles,inter-personal, inter-group communication, relationships, interactions regarding vectors of corporate sustainability and attainment of common business results, b) Diversity &Inclusion optimization, c) level of corporate management alignment, commitments to corporate sustainability values and their importance, rela-tedleadership, exemplification, sustainable management style, managing corporate resources in interest of all main stakeholder,control ofsustainability efforts, results, improvements in sustainability, individual, group behavior/ performances and Diversity &Inclusion areas, taking responsibility for all these______________________________
So presented are summarized, enlarged, large-scale, systemic, pragmatic recommendations on intra-corporate sustainability. Recommendations are developed for over 30 typical areas and aspects of intra-corporate activities.
Three key zones of specific intra-corporate sustainability attention and efforts are identified as :
a) orientation of individual mindsets, behaviors, performance styles, inter-personal, inter-group communication, relationships, interactions regarding vectors of corporate sustainability and attainment of common business results;
b) Diversity &Inclusion optimization;
c) level of corporate management alignment, commitments to corporate sustainability values and their importance, management leadership, sustainability exemplification, sustainable management style, managing corporate resources in interest of all main stakeholder, control of sustainability efforts, results, improvements in sustainability, individual, group behavior/ performances and Diversity &Inclusion areas, taking responsibility for all these
Following seven corporate sustainability check criteria/ indicators are recommended:
1) long lasting,
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2) attractiveness, wish to work with for a long time,
3) openness for cooperation,
4) availability of structure and organization,
5) effectiveness (professionalism, recoverability, adequacy, adaptability, productivity, transparency, accountability, minimal complexity, manageability, integratability, improvability),
6) considering, satisfaction expectations and needs of main stakeholders (including employees),
7) sustainable constructive interactions ( including relationships, material well -being, added value), functioning, obtaining results and need for these. Each of listed indicators, criteria and altogether they define availability or quality of corporate sustainability and/or any of its internals, including structures, individuals and their groups, links, relationships between these
Following five starting basic measures on intra-corporate sustainability are identified :
a) to win attention, understanding, alignment, responsibility, support and leadership of management on corporate Sustainability issues,
b) use of related visions, models, analysis of available situation, opportunities, difficulties and uncertainties
c) identification/ mapping of stakeholder ( including their expectations, attitudes, needs, opinions, wishes), improvement areas, priorities of what is under control,
d) development of sustainability way forward with its integration in to corporate activities,
e) arranging sufficient resources, organization, supporting network ,monitoring, evaluating improvement systems
Systemic- structural, program models of corporation, its internals and their sustainability are a mongre commended important tools. Example of such model- regarding sustainability of intra-corporate interactions, integrated by common business result [15] - is presented in figure as below.
Indexes:
1- Efficient, attractive business result, its attainment, transfer and related consequences
2- Professional, attractive organization, preparing business result and related consequences
3- Professional, attractive behaviors regarding 1, 2 and related consequences
4- Professional, attractive, organized activities regarding 1, 2 and related consequences
5- Professional, Two-Way, attractive communication regarding 1,2,3 and related consequences
6- Sustainable, positive emotions, emotional states regarding 1,2,3,4,5 and related consequences
7- Sustainable positive mindsets regarding 1,2,3,4,5 ( including self- identification on belonging to certain professional community and available personal talents, selfidentification, vector for long-lasting interactions with colleagues, understanding of inter-relationships, interdependence, mutual respect, tolerance, win-win approach, opportunities for talent disclosure, adaptability ) and related consequences
8- Common, free of discrimination awareness, required for 1 and related consequences
9- All- corporate sustainable, constructive, positive, attractive environment and related consequences
10- Resources, sufficient for attainment 1, including professionals
11- Adaptable, corporate businesses, with their organizations and people, which are connected between themselves, with 1-10 and12-14
12- Adaptable corporate functions ( including tender pro-
posal and projects) with their organizations, people, which are connected between themselves, with 1-10, 11, 13 and 14
13- Adaptable corporate disciplines( including tender proposal and projects) with their organizations, people, which are connected between themselves, with 1-10, 11, 12 and 14
14- Adaptable corporate locations -operative, representative- with their organizations, people, which are connected between themselves and with 1-14
15- Sustainableintra-corporatestructural links (by-task integrating, cooperative, groups, individuals, communities, obligatory, facultative, hierarchy: regarding 3-5 and others)
16- Environment and external changes
Fig. Model of sustainable intra-corporate
business interactions
This model is of universal value and is shaped as a wheel. This “wheel” has a resources 10 as a “tread”, common business result 1 as the ”axis”, structural components 11-14 as “arms”, intra -corporate links 15 as “internal binding“ and “layers” 2-9,which fill all the “wheel”, sustainably arrange flow from resources to business result and prevent “wheel” of deformation. The model serves as comparison base for sustainability analysis, planning, efforts. Also it can be used as a “map” for identification of areas for prior sustainability efforts. Different corporate areas are controllable to different extend. Areas (3,4,5,8,9), which can be mostly controllable, changeable for sustainability improvements, are marked in white color.
As a conclusion:
- Systemic, typical, pragmatic recommendations on large scaled intra -corporate sustainability are proposed. The recommendations are of universal value, work in any intracorporate area, where not lessth an two people are connected either with belonging to the same structure, and/ or via efforts for business results.
- The recommendations cover over 30 different areas and aspects of intra-corporate activities, identify conditions and criteria of Sustainability, areas, zones of general and specific attention, list of pragmatic intra- corporate sustainability arrangements, including prior and starting ones.
- Available recommendations on intra-corporate sustainability are updated for more completion, enlarged with techniques of Business Focused Interactions and management of Relevant Diversity Dimension Levels.
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- To ensure intra-corporate sustainability, seven areas, there zones of general and specific attention, seven sustainability check criteria, five necessary starting arrangements are recommended.
- In line of sustainability recommendations, universal model of sustainable interpersonal, intergroup business interactions is developed, presented and proposed for practical use. All interactions are focused, integrated and arranged for attainment of common business results. The model serves as comparison base for sustainability analysis, and as a “map” of areas of sustainability attention, planning and efforts.
Literature
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РЕЦЕНЗИЯ
на статью А.Ю. Бруслова «Intra-corporate sustainability: practical recommendations and models» («Внутрикорпоративная устойчивость: практические рекомендации и модели») Данная статья на английском языке посвящена теме внутренней устойчивости бизнес организаций.
Вкладом автора является системное обобщение работ и рекомендаций свыше 40 отечественных и зарубежных исследователей по вопросам эффективности, устойчивости бизнес взаимодействий, корпораций с учётом разнообразия индивидуальностей сотрудников и внутренних проблемных вопросов. В результате обобщения предложены практические и масштабные рекомендации по устойчивости в более 30 типичных областях внутрикорпоративной деятельности, а также по корпорациям в целом. Системный подход и анализ тем самым позволил расширить список рекомендаций применением определённых техник бизнес взаимодействий (Сфокусированные Деловые Взаимодействия) и управления индивидуальным Разнообразием (управление Релевантными Уровнями Параметров Разнообразия). В статье определена необходимость широкого применения техник формирования системных представлений, моделирования, анализа по желаемому и текущему состоянию внутрикорпоративных структур, процессов и их особенностей.
Работа автора подтверждает прямую связь уровня устойчивости бизнес организаций с качеством их гуманитарной составляющей, личным участием, ответственностью, стилем управления Руководства, менеджмента компаний, а также со степенью развития корпоративной культуры.
Другим важным практическим результатом является системная, многоуровневая и последовательная модель устойчивых внутрикорпоративных деловых взаимодействий. Эти взаимодействия определены как универсальная основа внутренней устойчивости бизнес организаций. В свою очередь, устойчивые деловые взаимодействия «вырастают» из исходных индивидуальных ментальных, эмоциональных установок, межличностных взаимоотношений и коммуникаций. Последние должны быть направлены на обеспечение корпоративной устойчивости, а саму направленность необходимо формировать индивидуально, дополнительными внешними усилиями и корпоративной культурой. Предложенная модель может применяться в качестве руководства к действиям, а также в качестве своего рода «карты» областей повышенного внимания.
Работа А.Ю. Бруслова «Intra-corporate sustainability: practical recommendations and models» (« Внутрикорпоративная устойчивость: практические рекомендации и модели») будет практически полезна на самых различных этапах повышения устойчивости и эффективности бизнес организаций.
доцент государственной академии инноваций РФ,
кандидат психологических наук
Руководитель Школы корпоративного тренинга,
В. В. Летуновский
29
