Accenture had previously delivered systems integration and technology projects for Otto Group, which formed the basis of a solid working relationship—but our profound understanding of how to integrate sustainability into business process as part of a wider drive to achieve high performance was crucial.
Accenture worked on four phases across a strict 14-week time plan to analyze current corporate social responsibility initiatives, map them both to the corporate strategy and upcoming important stakeholder issues, highlight gaps and define a revised strategy.
During this process, Accenture developed a set of cutting-edge “flagship” initiatives that created the potential for a revived differentiation of the client’s core business. Our evaluations used precise templates, which were based on a sophisticated and coherent standard: business cases, competitor analysis and corporate social responsibility flagship ideas. Each flagship idea was evaluated in terms of its financial impact, implementation effort needed and support required by Corporate Social Responsibility.
Accenture then set up a functional framework encompassing five key supporting factors to facilitate a successful integration of corporate social responsibility into the client’s core processes: top management commitment, clear governance structures, a transparent set of performance indicators, thorough project management and leadership learning. Here, our main solution was to initiate a cross-divisional C-level driven steering committee to coordinate current initiatives and conceptualize the future corporate social responsibility agenda, “Innovation and Accountability.”
Accenture was the facilitator, providing project management, strategy and supply chain consulting assistance.