SMART Business Tools
Project development is somewhat like an iceberg. The information we don’t have at the outset is very much the bit under the water. And the bit in sight can often be unstable. A foundation, which includes a Social Licence, needs to be built. Project developers tend to rely on finding the information required to build this by contracting the right professionals. Yet, nowadays, when multiple stakeholders are potentially impacted, this is no longer sufficient. This article outlines the need (and a path to the how) for a win-win mindset at the top levels.
I have had a lecture in trust recently. From a group of near neighbours to an energy project. They knew I believed in both the project and the need to earn a Social Licence to Operate. The project needed to be designed as a win-win for both the developer and the local community. We had built a decent level of trust together. But after a period away, the term ‘trust’ was being used in a very different context.
Download this article that shows that strong governance and stakeholder engagement standards and competences are crucial to build a Social Licence to Operate.
The book condenses years of international experience and best practice for people who make or participate in making decisions in their organisations, including management and boards and related stakeholders. The authors - John Aston and Alan Knight - accompany the reader on their journey to integrate Smart Engagement into the planning, execution and management of the decisions and activities required to run their organisation successfully...
This quick guide describes a strategic approach to project management and leadership, focusing on structured stakeholder engagement. This framework can be used to address the challenges faced by management in today’s turbulent business environments where the goal posts, risks and opportunities change at a rapid pace and where successful organisations need to learn fast by being more and more connected to all their stakeholders.
The aim of this guide is to catalyse businesses into being both more competitive and sustainable, by enabling small and medium enterprises to work for profits not only from a financial perspective, but also considering all five development capitals: economic, human, social, environmental, and manufactured – in a way that also improves their short, medium and long term financial success. It does this by building awareness that socially responsible business can be profitable, by highlighting good practice in the area, and by providing a strategy for businesses to run their operations in a socially responsible manner.