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Extra info for A Stakeholder Approach to CSR

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The Activities That Started the Improvement Work We had a simple objective with our training—we wanted to explain two main concepts and, of course, get everyone thinking like orienteers. We also wanted the people taking part in the training to talk more than we, the people giving the training, did. We carried out the training department by department and made sure that each session did not last more than 45 minutes. We held the first session with the sales support department. ” Roger began. He asked the meeting attendees to discuss this question in pairs.

I’ve already printed out a pile of them for you to put in your break room. ” The salespeople now started to calm down slightly. ” they sighed. “We’ll do it like this,” said the technician. “Let’s go back to your colleagues and go through the template. ” At the salespeople’s request the technician told them the purpose of the template and the problems caused by not using it, where the template could be found, and how to fill it in. The percentage 34 HOW TO SUCCEED WITH CONTINUOUS IMPROVEMENT of completed templates gradually increased.

This page intentionally left blank Results and Success Factors From the very first “board meeting” with sales support, every department asked four questions at their meetings. First they asked where they were and measured their current state. They then asked where they were going and set a target. After this they asked how they were going to get there and broke down the problem and identified concrete improvement activities. And finally they asked how they were going to stay motivated and decided how they were going to celebrate their successes along the way.

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A Stakeholder Approach to CSR

by Robert

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