Module 7 - Leadership and change for energy efficiency in accounting and management
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This module discusses presenting a business case for energy efficiency to senior audiences and articulating your role in effecting organizational change. It covers preparing presentations, receiving panel feedback, and creating action plans. Stakeholder engagement and management are also addressed, including identifying stakeholders, mapping their influence and support, and developing a stakeholder engagement plan. The document provides learning objectives and guides participants on stakeholder prioritization, intervention strategies, and measuring success.
![Stakeholder Engagement / Management
Stakeholders
“Those individuals or groups who depend on the organisation to fulfil
their own goals and on whom, in turn, the organisation depends.”
Johnson & Scholes
Stakeholder Management
“The action that establishes and maintains mutually beneficial
relationships between an organization [or programme] and the publics
[or stakeholders] on whom its success or failure depends.”
Cutlip et al, 2000
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Module 7 - Leadership and change for energy efficiency in accounting and management
- 1. Leadership and Change for Energy Efficiency in Accounting and Management Module 7
- 2. Disclaimer This material has been developed as part of the UTS Business School and Ernst & Young „Leadership & Change for Energy Efficiency in Accounting & Management‟ project. The project is supported by the NSW Office of Environment & Heritage as part of the Energy Efficiency Training Program. For more information on the project, please go to: http://www.business.uts.edu.au/energyefficiency/. This presentation is for educational purposes only, and does not contain specific or general advice. Please seek appropriate advice before making any financial decisions. 2
- 3. Learning objectives and what we will cover ► After completing this module, you will be comfortable to: ► Present a business case for energy efficiency to a senior audience ► Articulate clearly your role within a strategy for effecting change within their organisation ► How? ► Presentations and panel feedback ► Where to next? ► Action plans 3
- 4. Preparing the business case ► Presentation preparation – approx 30 minutes 4
- 5. Final change management messages 5
- 6. Stakeholder Engagement / Management Stakeholders “Those individuals or groups who depend on the organisation to fulfil their own goals and on whom, in turn, the organisation depends.” Johnson & Scholes Stakeholder Management “The action that establishes and maintains mutually beneficial relationships between an organization [or programme] and the publics [or stakeholders] on whom its success or failure depends.” Cutlip et al, 2000 6
- 7. Stakeholder Engagement / Management Executive Individual / group who has the power AND influence to authorize and substantiate the change. Typically the “face of the program / project / initiative.” Sponsor Extended Individual / group who help with the development and execution of program / project / initiative implementation. Sponsors Change Leaders and / or peers closest to the impacted stakeholders – do not possess the power to change, but can and should be strong influencers. Network The individuals or groups who must actually change (Note: Sponsors and extended Stakeholders Sponsors must change as well as the targeted population and should be considered key stakeholders throughout the change process.) 7
- 8. Stakeholder Mapping 5 4. Update regularly 1. Manage closely Level of Influence / Power 3 3.Keep informed 2. Keep close 1 3 5 Level of Support for the Change 8
- 9. Develop your analysis into a plan Stakeholder Priority What we need What they What is the intervention Owner of the How to measure? them to do? need from us? and frequency? intervention ► xxx ► High ► xxx ► xxx ► Think of WIFMs, Hot ► xxx ► Howwill we ► Medium Buttons know it is done? ► Decide the appropriate ► Evidence ► Low communication medium? ► Feedback mechanisms 9
- 10. Questions? 1