Abstract
This chapter will provide a framework for the development of a sustainability strategy within an organisation. It is recommended that a compelling case for change is built. Once this is established, (and bought into) the business can define its ambition and focus on the steps necessary to achieve it. The theoretical lens of the strategist is applied throughout, with core strategic principles and frameworks applied to developing a sustainability strategy; however, this chapter will not evaluate the moral obligation of engaging with sustainability, nor take an ethical stance. Corporate sustainability can be considered, if harnessed correctly, as a potential strategic asset, and this chapter will endeavour to highlight that the successful development of a corporate sustainability strategy could significantly contribute to an organisation’s long-term competitiveness. The process described in this chapter reflects both relevant theory and the practical experience of the author. It is recommended that all stages of the framework are followed. At each stage, relevant tools to employ are suggested; one can follow the recommendations or indeed make use of alternatives.
The views expressed are those of the author and not necessarily those of Imperial College Business School or its affiliates.
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Taylor, S. (2021). How to Approach the Development of a Corporate Sustainability Strategy. In: Taticchi, P., Demartini, M. (eds) Corporate Sustainability in Practice. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-030-56344-8_9
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