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Bijan’s core methodology involves creating a “comparative matrix between
the local and international requirements” to “align them”. He understands that
achieving “100% alignment” is often impossible. In such scenarios, his team im
plements a tailored “management plan” structured with “key performance in
dex as a key per result. Area here is with a budgetary provision”. Companies
adopt this plan with a “clear-cut vision” to implement local activities in a practice
that ensures they “come up to par with the global need or requirement, or the
guidelines”. This systematic approach rigorously translates aspirational global
standards into actionable, locally tailored practices, fostering live adoption and
measurable progress.
This process, however, is “challenging”, particularly due to the “budgetary provi
sion which is getting affected by the production lines as well, and the business
revenues”. Bijan notes a common disconnect: “finance people” often prioritize
short-term gains over long-term strategic value. Furthermore, anchoring sus
tainable structures against managerial shifts is difficult, as new leadership fre
quently questions established plans, asking “why do we need to spend?” or “Can
we postpone it?”. Yet, Bijan emphasizes that “everything is related to business
perspective”. Sustainable business practices necessitate addressing environ
mental, health, safety, social, and governance issues “at one go”, with proactive
leadership’s unwavering commitment being paramount, as “governance comes
from the top management”.
Anchoring Resilience: Sustaining Change
Amidst Managerial Shifts and Digital Transformation
Anchoring sustainable structures within organizations requires profound resil
ience, especially when confronted with inevitable managerial shifts. Bijan notes
that it is “a very typical thing” for the thought process to change when “the man
agement changes or the key position changes”. New leadership frequently ques
tions established plans, asking pertinent questions such as “Why do we need to
spend?” or “Can we postpone it?”. Bijan emphasizes the necessity of anticipating
and addressing these concerns beforehand. This proactive approach ensures
that environmental and social management plans, including those developed to
stringent international standards, maintain their strategic priority amidst shifting
organizational landscapes. Success hinges on a clear-cut vision that aligns with
the new management’s priorities from the outset.