Change Management Practices

Only a fraction of climate policy interventions produces significant results, according to a big study published in 'Science' yesterday. The study assessed 1500 policies (e.g., changes in subsidies and taxes) implemented between 1998 and 2022 across 41 countries. Only 63 policies showed large effects on reduced emissions (so-called 'breaks'). ❗We have a 'climate ambition gap' (policies do not aim high enough), but we also have a significant 'climate outcome gap' (those policies that are implemented often do not produce significant enough results). ❗ Key take aways: 1️⃣ Taxation and price incentives are by far the most effective policy instruments to achieve emission breaks. "It [taxation] stands out as the only policy instrument that achieves near equal or larger effect size as a stand-alone policy across all sectors." 2️⃣ Successful emissions reductions usually rely on mixes of different interventions (with tax and price incentives being part of the mix). Market-based instruments and regulations (e.g., product bans) need to be aligned and work together (e.g., banning fossil cars, increasing the price of gasoline, and subsidising e-mobility). 3️⃣ Most successful policy interventions occur in the building sector, followed by transport , industry, and electricity. Success rates vary strongly by sector and policymakers should therefore contextualise interventions. Successful climate policies need the right mix of instruments and have to include taxation and pricing measures to show significant outcomes! Full study (open access): https://lnkd.in/d7GdU6v3 #climatechange, #sustainability, #esg

If you are a leader or practitioner of #diversity, #equity, or #inclusion, do you facilitate activities, or do you create impact? They're not the same thing. In conversation after conversation I've had with DEI teams in the last few months, a common theme is anxiety in the face of change. The language they've spent years using is being forced to change. The activities they've made into their bread and butter are being suspended or forced to adapt. Newer or less mature DEI teams tend to see their activities and their impact as one and the same. They reason that, if they provide event programming and support employee networks, their impact on the organization must be "event programming existing" and "employee networks feeling supported." In the face of change, they grieve not only the loss of the status quo, but the perceived loss of all impact they could make. More established or mature DEI teams see their activities as a means to achieve their desired impact. They're able to identify problems in the organization that need solving and develop activities that best utilize their resources to solve these problems. They reason that, because the organization fails to adequately create belonging for all of its employees due to inconsistent manager support and a company culture that doesn't value people, they can solve the problem by increasing managerial consistency and creating a more people-centric culture. In the face of change, they grieve the loss of their activities—but can quickly pivot to new ones that achieve the same goals. We can learn a lot from these teams. If you want to sustain your impact even through disruptions to your team's typical operations, you can start by doing the following: 🎯 Define the problem you're working to solve, in context. Data, both qualitative and quantitative, ensures that you can identify the biggest gaps in your organization's commitment to its values, understand what areas DON'T need fixing so you can conserve your effort, and can start strategizing about how to solve root causes. 🎯 Pull out the biggest contributors to unfairness and exclusion. It's one thing if a manager in Sales communicates disrespectfully. It's another thing altogether if the culture of the entire Sales team glorifies disrespect. Understanding the scale of the issues we face can help us prioritize solving the biggest issues affecting everyone, rather than chasing symptoms. 🎯 Design interventions, not activities. Too many practitioners create an initiative because that's what they've been asked to do. Think of them instead as interventions: carefully-designed attempts to shift the status quo from Point A to a more inclusive, more fair Point B, by solving real problems that hold your organization back. The more we shift our work toward real impact, the more effective we'll be—regardless of the sociopolitical climate, regardless of backlash. Let's hone our focus.

🌱 Sustainable UX Toolkits & Resources (https://lnkd.in/eT6ZR3qz), a large (!) repository of toolkits, Figma templates, books, case studies, articles on sustainable UX — throughout the entire product design process. Kindly put together by the SUX - The Sustainable UX Network, via Thorsten Jonas. Sustainable UX Database (Notion) https://lnkd.in/eyZjigBx As designers, we often are left wondering how to integrate sustainable practices into our design work. Most environmental impact happens on our user’s devices, so we can help our users by reducing waste. Typically, when we speak about sustainability, we mean at least 4 facets of it: 🌱 Reducing waste ← In publishing, heavy visuals, animation, PDFs, 🌻 Deleting content ← Un-publishing outdated, misleading content/flows, 🐝 Maximize reusability ← UI components, flows, processes, templates, 🌳 Sustainable defaults ← Help people make more sustainable choices. In practice, we could use simple but impactful design patterns: 1. Always prefer the lightest mode of communication. 2. Aim to reduce session duration instead of increasing it. 3. Encourage the reuse of existing templates and presets. 4. Auto-delete after 365 days what hasn’t been used once. 5. Discourage users from PDF exports in favor of URLs. 6. Always provide audio-only and transcript for videos. 7. Be intentional with default settings for your users. 8. Highlight key insights to create understanding faster. 9. Skip unnecessary pages: drive users to results faster. 10. Show filters/presets in autocomplete, not just keywords. 11. Nudge users to delete old files for 10% off that month. 12. Establish an archiving, deletion and clean-up policies. 13. Encourage and reward users for trying out dark mode. 14. Question font weights, stock photos, parallax, 4K-videos. 15. Question collected data, if it’s used and when it’s deleted. Individual actions can drive changes at scale. But they need a momentum. And momentum often comes through small changes: better defaults, reused filters and templates, reduced time on task. That’s also just good usability — and can have tangible impact for users and businesses at scale. Useful resources: Sustainable UX Toolkits, by yours truly https://lnkd.in/ePya82v3 Designing For Planet Knowledge Hub (Notion) https://lnkd.in/eiHtpkJH Product Design for Sustainability (+ Google Doc template), by Artiom Dashinsky ↳ https://lnkd.in/dDnujb-t ↳ https://lnkd.in/d95FWb4r *HUGE* thanks to Thorsten Jonas, Isabel Pettinato, Christoph Stark, Alice M., Bavo Lodewyckx, Poppe G., Stine Ramsing and all wonderful contributors to the project. Your effort doesn’t go unnoticed! 👏🏼👏🏽👏🏾 #ux #design

The Circular Strategies Scanner 🌎 This diagram, developed by the Technical University of Denmark (DTU) and its Nordic partners, provides a great framework for identifying practical strategies to embed circular economy principles across business operations. The Circular Strategies Scanner highlights three core action areas: recirculating parts and products, recirculating materials, and rethinking or reconfiguring business models. These categories cover the full lifecycle of products and materials, from raw material sourcing to end-of-life management. Key strategies for recirculating parts and products include repair, maintenance, reuse, refurbishment, remanufacturing, repurposing, and upgrades. These interventions aim to extend existing use cycles and maximize the value extracted from products. Material recirculation focuses on recycling (both chemical and physical), cascading uses across industries, recovery processes such as composting or energy recovery, and integrating secondary or renewable materials. This is critical for reducing dependence on virgin resources and minimizing waste. The model also emphasizes rethinking value creation. Business model strategies such as product-as-a-service, buy-back agreements, and sharing platforms are essential for shifting from linear consumption patterns to circular, access-oriented systems. Impact reduction is addressed through restorative sourcing, lean manufacturing, and efficient use-phase operations. Optimizing logistics, reducing idle capacity, and designing for longevity are also integral components of a robust circular approach. Importantly, the scanner provides a visual link between traditional linear processes and the opportunities to intercept waste and inefficiency at every stage. It underscores the importance of full decoupling of environmental impact from growth through systemic change. Circular economy success depends not only on individual strategies but on their integration across the value chain. This framework offers a strong foundation for companies and industries aiming to transition toward circularity in a structured and impactful way. Source: CIRCit - Circular Economy Integration in the Nordic Industry #sustainability #sustainable #business #esg #circulareconomy

📝 🇺🇸 🇪🇺 🔎 Excited to see our new collaborative study on circular business models & circular economy policy in the U.S. and Europe published: https://lnkd.in/eddrsMh3 👉 🔍 💡 We investigate how policy in one jurisdiction might positively shape circular innovation in other jurisdictions that lack strong circular economy regulatory frameworks of their own 👉 🔍 💡 We specifically investigate the Brussels & California effects, known from previous work where positive policy spill-overs have been identified, because of more stringent environmental regulations in one jurisdiction compared to another 👉 🔍 💡 This new study shows us that there are various positive spillover effects driving circular innovations even where there is a lack of direct country legislation 👉 🔍 💡 Specifically, we found that U.S. companies are deeply influenced by both EU and Californian regulations in their circular innovation practices 👉 🔍 💡 Characteristics of the ‘typical’ U.S. consumer may call for specific circular business models, different from other contexts like Europe 👉 🔍 💡 Key barriers to circular innovation include the lack of a comprehensive policy framework in the U.S., opposition from competitors, and making novel circular business models work in the U.S. legal context 👉 🔍 💡 Strategies to overcome these include: getting legal support for circular business models, developing (local, regional) U.S. regulations, level the playing field for all U.S.-based companies, lobbying for supporting regulation, industry collaboration, and finding a good market fit for circular business models 👉 🔍 💡 Future research can build on this to further enhance our understanding on how policy might positively drive circular economy innovations in international companies affected by different jurisdictions Published today together with Matthew Coffay (Centre for Sustainable Business // CSB NHH) & Carl Dalhammar (IIIEE at Lund University) in Circular Economy and Sustainability - CIES (Springer journal): "The Brussels and California Effects? Circular Economy Policy Influence Across Borders". Circular X Maastricht Sustainability Institute European Research Council (ERC)

Over the past few weeks, we’ve engaged in several discussions with our clients about the upcoming eco-design and product related transparency requirements in the EU.   While addressing compliance-related matters is necessary, it’s equally important to avoid getting stuck in the details. With a focus on the bigger picture, every risk also presents an opportunity.   What will your sector look like in 3, 5 and 10 years' time? Ensure that you’re making the right decision today, with a plan for tomorrow.   TRANSFORM The EU is pushing for a shift to a net-zero and circular economy. However, compliance is just one piece of the puzzle. It’s equally important to explore how these requirements, combined with other megatrends, will shape your business in the coming years. Consider how changing end-user needs and behaviors, AI and other disruptive technologies, the planetary crisis (climate change, biodiversity loss, pollution etc), resource scarcity, geopolitics and protectionism together with other relevant megatrends will affect your sector and your products and services going forward. ▪ How is your business responding to these changes? ▪ What will drive profitability in the future? ▪ How can you safeguard your products and business model for the long term? One thing is clear. To ensure a resilient business models for the future, there is a need to integrate companies’ digital and sustainability transformation agendas. We need to design profitable, user centric business models for a net-zero and circular economy and with respect for human rights. OPTIMIZE While understanding the bigger picture is crucial, action is needed to ensure compliance with upcoming regulatory requirements. Eco-design marks the first step in the transition towards circular business models. Developing products according to new demands and getting access to the required data takes time, so start in time. ▪ Identify product-specific regulatory requirements. ▪ Conduct lifecycle assessments (LCAs) to understand and reduce your products’ environmental footprint. ▪ Integrate eco-design principles into the design process. ▪ Design durable products that can be repaired, refurbished, reused, remanufactured, upgraded, and recycled (planned obsolescence is no longer an option). ▪ Ensure energy efficient products. ▪ Strive to use biodegradable and/or recycled and recyclable materials. ▪ Identify and minimize the use of substances of concern. ▪ Aim for supply chain transparency and traceability. ▪ Prepare to meet information requirements for digital product passports. ▪ Leverage digital solutions to enable a data-drive approach. Many of the requirements in the new EU regulations will cascade down global supply chains. So even if your company isn’t covered by these regulations, your business is likely to be affected if your customers, or your customers’ customers, are affected. #Semcon#Goodpoint#Knightec

The Circularity Compass: Volvo Volvo Cars’s circular economy position paper stands out as a substantive contribution to global entities navigating the circular economy. What makes this contribution so valuable isn't the aspirational vision, but rather the ruthlessly pragmatic approach. Three elements in particular caught my attention: 🧭 Volvo as a brand has moved beyond vague commitments by outlining specific pathways and measurable targets. This practical roadmap demonstrates how circular thinking can be operationalised within complex manufacturing contexts. 🧭 They've thoughtfully integrated circularity across multiple dimensions - from material selection and design principles to business models and end-of-life management. This systems approach acknowledges the interconnected nature of true circular transformation. 🧭 Volvo has framed circularity not as a compliance exercise but as a strategic advantage that drives innovation and creates lasting value. This perspective aligns with what we've consistently observed at Coreo: circular principles enhance resilience and competitiveness when well implemented. To Owain Griffiths and the team behind this work: #thankyou for showing how established companies can develop concrete strategies for circular transformation. Your willingness to address both immediate opportunities and long-term challenges provides a really useful template for others. The path forward isn't about revolutionary promises, but rather evolutionary progress built on sound principles, clear metrics, and strategic patience. 

The European Commission closed 70 infringement cases in April, but opened or escalated action across environment, energy, digital, finance, labour rights and corporate governance. The signal for businesses is clear: EU compliance is moving from policy ambition to enforcement reality. In environment, Poland faces action over the Oder River, where toxic algae blooms killed more than 360 tonnes of fish in 2022 and over 100 tonnes again in 2024. Spain has been referred to the Court of Justice over urban wastewater treatment failures, while Ireland is under pressure to complete its marine Natura 2000 network. For companies, water resilience is no longer only an environmental issue. It is becoming a regulatory, operational and reputational risk. Energy and climate enforcement also remains active. Croatia, Poland and Portugal have been urged to transpose the EU’s electricity market design rules, intended to make prices more stable and less dependent on fossil fuels. Greece, Malta and Portugal have been referred to the Court for failing to fully transpose reinforced renewable energy rules. The package also highlights governance and disclosure gaps. Nine Member States have been urged to fully transpose EU rules on gender balance in company boards, which set targets of 40% for the under-represented sex among non-executive directors and 33% among all directors in large listed companies. In financial services, Spain, the Netherlands, Portugal and Sweden were urged to transpose rules linked to the European Single Access Point, a key mechanism for improving investor access to comparable corporate information. The broader message is that EU sustainability policy is entering a stricter implementation phase. For businesses, the risk is not only future regulation. It is inconsistent national implementation, delayed legal certainty and growing exposure to enforcement across supply chains, infrastructure, finance and governance. The question for boards is no longer whether EU rules will tighten, but whether their compliance systems are prepared for enforcement at this pace. #regulations #policy #sustainability

Not a lot of businesses are recognizing the power of Change Management as a vehicle for enhancing customer experience efforts. Here's how to unlock the power of change management principles in the context of CX. 🎯 Understanding Customer Needs Before initiating any change, you must have a deep understanding of what your customers really want. Utilize data analytics, behavioral data, operational and financial data, customer interviews, surveys, market dynamics, competitive information, and other signals to assess and understand needs. 🤝 Aligning Objectives Leadership Alignment: Ensure that your leadership is onboard and committed to customer experience improvement. Stakeholder Involvement: Involve the frontline employees who interact with customers daily to contribute to the decision-making process. 🗓️ Planning Identify Key Changes: Prioritize which areas require change based on customer feedback and business metrics. Set Targets: Establish measurable KPIs to gauge the success of the changes you plan to implement. These should be business- and customer-driven metrics. Don't make this a metric like "increase OSAT from X to Y." 📣 Communication Internal Communication: Clearly communicate the why and the how to all internal stakeholders. This should include executives, directly impacted employees, and the broader line of business. Tailor it to the stakeholder. Customer Communication: Be transparent with customers about what changes to expect and how they will benefit. Keep them up to date on progress. 🛠️ Implementation Pilot Testing: Conduct a small-scale test of the changes to assess their effectiveness. Feedback Loop: Gather continuous feedback from customers and employees throughout the implementation process. 📊 Evaluation and Adaptation Assess Impact: Examine metrics regularly to determine whether the changes are having the intended impact. Iterate: Use data-driven insights to make necessary adjustments. 🚀 Sustaining Changes Training: Continuously train your team to adapt to new changes. Feedback Mechanisms: Keep the dialogue open with customers and employees for sustainable improvements. 👩💻 Leveraging Technology 👨💻 Data Analytics: Use analytics to pinpoint improvement areas. Communication Platforms: Use tools like Slack or Teams for internal communication. Automation: Implement bots for routine tasks. CRM Systems: Manage customer relationships digitally to gain insights. 💡 Involve Employees Effectively Employees are the face of your customer service. Include them in planning, provide training opportunities, establish regular feedback forums, and reward those who contribute to customer experience improvements. Have you applied change management principles to enhance the customer experience in your organization? What worked for you? What didn't work for you? #ChangeManagement #CustomerExperience #Leadership #DataAnalytics #EmployeeEngagement #Technology

DEI isn't the first movement to be stalled by closed doors. The wisdom of social movements points to survival strategies in times like these, when the opportunity structures that provide resources and supports are closed. Leveraging expertise about #DEI, #leadership, #socialmovements, we collaborated to offer four strategies to sustain the work. 1️⃣ Sustain networks of people engaged in DEI work, in brave spaces, DEI gatherings, and Town Halls. 2️⃣ Preserve the collective memory; we learned the tactics to create more inclusive and diverse workspaces such as bias mitigation and team norming. Keep this work going. #ERGs are allies in this work. 3️⃣ Reframe and rename the work for survival. Don't be disheartened if the nomenclature evolves; the work remains the same. Remember "climate justice" used to be called "nature conservation." 4️⃣ Nurture the collective identity within the DEI community. Don't be apologetic about supporting the "choir"--they are the ones doing the work when the winds are against us. Loved this collaboration with CDOs from the Stanford VMware Women's Leadership Innovation Lab's Corporate Program and my co-authors Sarah Soule, Shelley J. Correll, and Melissa C. Thomas-Hunt. And leveraging great scholarship, including Alison Crossley's work on feminists.