Getting Started: Setting your strategic ambition
The second stage of preparing a transition plan is setting your strategic ambition – one of the most important aspects of the process as a NED. Following the assessments undertaken in Getting Started #1 and getting to grips with the regulatory landscape in Getting Started #2, the next step is about defining your strategic vision and identifying objectives and priorities for managing that change.
Our third ‘Getting Started’ module equip non-executive directors (NEDs) to set your strategic ambition for the climate transition by understanding your objectives and priorities, identifying key assumptions and external factors, and identifying key changes to your business model and value chain.
Summary
Read our bitesize module summary of Setting your strategic ambition which includes key takeaways for non-executives directors, practical insights into how to set your organisation’s strategic ambition and a recap on the role of the non-executive director in fostering strategic reflection on climate ambition.
Webinar recording
In our webinar on Setting your strategic ambition, we tackled the key questions facing boards on strategic ambition such as:
- How can the strategic ambition influence wider company strategy?
- How can the transition plan be embedded as an integral aspect of a single corporate strategy and align with my wider business model and corporate purpose?
- How do I feed into the objective-setting process?
- How do I engage with the executive to articulate the ambition, and develop a clear narrative and the case for change?
- How do I support the executive in sharing the strategic ambition within the wider organisation and with stakeholders?
Speakers include: Vicky Moffatt, CEO at Chapter Zero, Ruth Cairnie, Chair, Babcock, and SID, BT, James Close, Head of Climate Change, NatWest Group, Kirstie McIntyre, Group Head of Sustainability, Pepco, and Michel Fredeau, Senior Advisor, Olga Galin, Principal and Monica Kuroki, Principal, BCG.
“… the reality is this is hugely challenging. In terms of a plan, you’re looking at a very long term compared with the normal planning cycle for a business. You’re looking at a great deal of uncertainty…. You have to keep the mindset that you get started and keep pushing ahead.”
Ruth Cairnie, Chapter Zero Supporting Chair, Chair of Babcock International Group and Senior Independent Director of BT Group
Related Content
Transition Planning Toolkit: Scorecard
Part 2 of the Transition Planning Toolkit. Complete the Transition Planning Scorecard to help assess how effectively your board is responding and contributing to the transition to a low GHG-emissions and climate-resilient economy.
