Last updated: 17 July 2023 at 15:32
Developing a strategy for a small start-up versus a larger, more mature business
requires different considerations due to the differing circumstances, resources, and business goals of these
two types of organisations:
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Createch start-up
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Createch SME
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Flexibility: In the early stages, start-ups are typically characterised by high
levels of uncertainty. Their strategies need to be highly flexible and adaptable to changes in
the marketplace. Rapid testing, learning, and iterating are often key elements of start-up
strategy.
Focus: Due to limited resources, start-ups often must be laser-focused on a
specific product, service, or market niche. Their strategy often revolves around gaining a
foothold in the market, achieving product-market fit, and driving growth.
Risk Tolerance: Start-ups are often more willing to take on high-risk,
high-reward strategies. They may pursue disruptive innovations and blue ocean strategies that
aim to create entirely new markets or drastically change existing ones.
Team Building: The larger and more
complex organisational structures of mature businesses require strategies that consider internal
factors such as coordination between different departments, managing change, and aligning the
organisation to the strategic goals.
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Stability: Mature companies typically operate in more stable environments and
have a more predictable business model. Their strategies often involve incremental improvements,
managing a portfolio of products or services, and sustaining their market position.
Resource Allocation: With more resources at their disposal, mature companies
need to carefully strategise how to allocate these resources across various business units,
product lines, or markets for the best returns.
Risk Management: Mature businesses often have lower risk tolerance, as they
have established market positions and shareholder expectations to protect. Their strategies
often involve a careful balance of risk and return and may focus on protecting and incrementally
growing market share.
Organisational Structure: The larger and more complex organisational structures
of mature businesses require strategies that consider internal factors such as coordination
between different departments, managing change, and aligning the organisation to the strategic
goals.
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Integrating
sustainability
The focus in this guide to turning strategy into action is on integrating sustainability into
strategy development and implementation. Hence, the sustainability maturity of the business also must be
taken into account. Here are some key areas that business leaders should consider when integrating
sustainability into their strategy:
Zero Maturity: At this stage, integrating sustainability into strategy primarily entails
awareness and knowledge building. Companies need to understand how sustainability issues relate to their
business and how they can create value. The strategy at this stage often involves exploratory actions that
help the company grasp its current sustainability position and build a high-level vision for sustainability.
Actions to consider include:
- Building awareness of sustainability issues and their relevance to the business.
- Engaging with stakeholders to understand their sustainability expectations and concerns.
- Identifying key environmental, social, and economic challenges and opportunities in the
Createch sector.
- Establishing a sustainability team or assigning responsibility for sustainability to a
specific individual or function.
- Establishing a baseline for sustainability performance, setting clear objectives, and
developing a roadmap to guide the organisation towards more advanced stages of maturity.
Basic Maturity: At this stage, the integration of sustainability into strategy becomes more
concrete. Businesses begin to formalise sustainability goals and objectives within their strategies, tying
them to core business operations. The development of a strategy involves clarifying roles and
responsibilities, investing in resources for sustainability, and implementing rudimentary tracking systems
to measure performance. The businesses may also identify and prioritise 'low-hanging fruit' sustainability
initiatives that can deliver immediate impact. Sit is clearer how sustainability starts to become a
competitive advantage in strategy. Actions to consider include:
- Developing a more formal and detailed sustainability strategy that outlines the business's
policies, goals and objectives, as well as roles and responsibilities for delivering against the
strategy.
- Assigning specific sustainability roles and responsibilities across the organisation.
- Implementing basic monitoring and reporting systems for key sustainability metrics.
- Identifying quick wins and low-hanging fruit in areas such as energy consumption to
demonstrate early progress and build momentum for further sustainability initiatives.
Intermediate Maturity: With an intermediate level of sustainability maturity, strategy
development and integration involve detailed action planning and capacity building. Companies not only set
sustainability goals but also define specific pathways to achieve them, which includes training, upskilling
or reskilling their people and partnering with external stakeholders. The company begins to align its entire
operation, including its value chain, with its sustainability goals. Actions to consider include:
- Conducting a comprehensive sustainability gap analysis to identify areas for improvement and
prioritise efforts.
- Enhancing sustainability skills and knowledge within the organisation through training,
education, or hiring of sustainability experts.
- Developing and implementing detailed sustainability action plans for each key area,
including goals, objectives, milestones, and KPIs.
- Engaging with suppliers, customers, and other stakeholders to collaborate on sustainability
initiatives and drive broader impact.
Advanced Maturity: At this stage, sustainability is deeply woven into the fabric of
business strategy. The company continuously refines their strategy, leveraging new insights, technologies,
and best practices to drive sustainable innovation. Sustainability reporting becomes an integral part of
their communication and investor relations strategy, showcasing their commitment and performance in
addressing key sustainability challenges. Moreover, such companies often lead industry-wide sustainability
initiatives, actively shaping the sustainability agenda in their sector. At this level, the sustainability
strategy is a key driver of innovation, market differentiation, and long-term value creation. Actions to
consider include:
- Continuously reviewing and refining the business's sustainability strategy, incorporating
new insights, best practices, and stakeholder feedback.
- Innovating and developing new products, services, or business models that address
sustainability challenges and create shared value.
- Implementing comprehensive sustainability reporting and communication practices, including
alignment with recognised frameworks such as GRI or SASB.
- Driving industry-wide sustainability initiatives by sharing best practices, collaborating
with peers, and actively participating in sector-specific sustainability organisations.
- Pursuing B Corp status.
How to turn
strategy into action
it's important to grasp that the development and implementation of a strategy with sustainability
fully integrated into it is not a straightforward, linear process. Instead, think of it as a dynamic and
cyclical journey that requires learning, feedback, and adjustment based on changes in the business
environment, customer demands and regulatory pressures.
The journey towards integrating sustainability into your business strategy is not a one-time task
but an ongoing process of adapting and refining. By embracing this iterative approach, you will be better
equipped to drive your business forward in a way that aligns with sustainability principles.
Each stage from development to implementation informs and shapes the others, requiring continuous
learning, feedback, and adjustment. Let's delve into each stage:
- Developing Strategy: This stage involves setting out the company’s mission or purpose
and strategic goals, and then exploring different strategic options. It requires deep understanding of
the company's internal strengths and weaknesses, as well as external opportunities and threats, often
referred to as a SWOT analysis.
- Integrating Sustainability: Integrating sustainability into strategy involves
assessing the company's impact on the environment and society, and then developing goals, targets, and
actions to mitigate negative impacts and enhance positive ones. It also involves identifying
sustainability opportunities that can contribute to the organisation's mission or purpose and goals.
- Implementing the Strategy: This stage involves translating the strategy and
sustainability goals into operational actions, initiatives and projects. It requires setting clear
objectives, key performance indicators (KPIs), and milestones, assigning responsibilities, and
mobilising resources. Successful implementation often depends on effective communication and strong
leadership.
Throughout this process, companies need to continuously monitor and evaluate their progress
towards their goals, and adapt their strategy and implementation plans as needed. It's an ongoing, dynamic
process that keeps the business responsive and resilient in a changing world.
Strategy triangle.
A ‘strategy triangle’ is a useful tool to structure the development, integration of
sustainability, and implementation of strategy. The tool ensures that there is full alignment from purpose
or mission, through the strategy itself, to the initiatives and projects that maximise capabilities of the
business. This alignment is crucial for creating a strategy that is coherent, executable, and effective in
achieving the organisation's goals.
Purpose and
mission
Many people tend to use the terms "purpose" and "mission" interchangeably. Crafting these vital
guiding statements is an artful balance of thoughtful analysis and creative thinking. As much as they're a
declaration of intent, they're also a unique blend of your company's differentiators and personal
passions.
To carve out your unique place in the sustainability landscape, start by understanding what sets
your Createch business apart. What are your unique strengths and how do they contribute to sustainability?
Once you've pinned this down, engage your team in open conversation about their visions and interests, and
how these can serve sustainability objectives.
Keep in mind that the journey towards sustainability isn't isolated - it aligns with global goals
and industry trends. The UN Sustainable Development Goals, for instance, serve as a compass pointing towards
the pressing issues that any business can help tackle.
Stakeholder involvement is another key aspect. Seek their insights and feedback to ensure the
purpose you articulate resonates with the wider community and reflects shared values. Once all this
information is gathered, you can craft a compelling and concise purpose or mission statement that
encapsulates your sustainability aspirations and sets the direction for your strategy.
The next step is to integrate this purpose into your business culture. Make it the guiding
principle for decision-making processes and daily activities. An effective communication plan can then help
disseminate this purpose across internal and external stakeholders, solidifying your brand's image as a
sustainability champion.
Finally, stay flexible. Regularly review and refine your purpose statement to keep it relevant and
inspiring as industry trends and sustainability challenges evolve. Remember, this is a journey - adaptation
and evolution are part of the process.
Here’s a checklist to help you:
- Understand differentiation: Analyse the unique strengths, expertise, and offerings of
the Createch business from a sustainability perspective. Identify the aspects that differentiate the
business from competitors and provide value to all stakeholders.
- Determine the intersection of passions and impact: Encourage discussions and
brainstorming sessions with team members to identify the visions, passions, values, and sustainability
issues that resonate most with the business. Understand how these passions can be leveraged to make a
positive impact on society and the environment.
- Align with global goals and industry trends: Research global sustainability goals,
such as the UN Sustainable Development Goals, and relevant industry trends to ensure the business's
purpose aligns with broader objectives and addresses pressing issues in the Creative Industries and
other relevant sectors.
- Engage with stakeholders: Involve employees, clients, partners, and other
stakeholders in the process of defining the business's purpose. Gather insights, opinions, and feedback
through workshops, surveys, or interviews to ensure that the purpose resonates with and reflects the
values of the broader community.
- Write the purpose or mission statement: Develop a clear, concise, and memorable
purpose statement that communicates the business's sustainability aspirations and the unique role it
will play in addressing the identified challenges. The statement should inspire and motivate
stakeholders while providing a clear direction for the business's sustainability strategy.
- Lead by example: Founders, leaders and managers should visibly demonstrate commitment
to the purpose in their actions and decisions. When leadership embraces the purpose, it sends a strong
message to the rest of the team that sustainability is a priority.
- Embed the purpose into the business's culture: Tie this purpose into your core values
and daily decision-making processes. When values are aligned with the purpose, they reinforce each
other, creating a powerful foundation for action. This could mean incorporating sustainability
considerations into product design, sourcing strategies, operational procedures, and even hiring
practices.
- Empower your team to bring the purpose to life: This could be through incentives for
sustainable ideas or initiatives, providing resources for employees to learn more about sustainability,
or recognising and celebrating achievements in line with your purpose. This fosters a sense of ownership
and motivation among employees, making the purpose a part of their daily mindset and company values.
- Tell people about your purpose: Discuss what it means for the company and for
individual roles, and how it relates to the business's overall strategy and goals. The more employees
understand and connect with the purpose, the more likely they are to embody it in their work. Create a
plan to effectively communicate the business's purpose to internal and external stakeholders. This could
involve workshops, meetings or training sessions to communicate and explain the purpose.
- Review and evolve: Periodically review and refine the purpose statement to ensure it
remains relevant and inspiring. Adapt the business's purpose and sustainability strategy in response to
changing industry trends, stakeholder expectations, and the evolving landscape of sustainability
challenges.
Here are examples of a purpose statement:
"Empowering creative minds to shape a sustainable future": This purpose statement emphasises the
business's commitment to fostering creativity and innovation in the pursuit of sustainability. It highlights
the role of the Createch business in providing tools, resources, and support to enable artists, designers,
and technologists to develop solutions for environmental and social challenges.
"Harnessing the power of technology to inspire positive change in the creative industries": This
purpose statement focuses on the transformative potential of technology to drive sustainability in the
creative sector. The Createch business positions itself as a catalyst for change, using its expertise and
offerings to help creative professionals and organisations embrace more sustainable practices, reduce their
environmental impact, and contribute to a better world.
"Creating a world where art and innovation thrive in harmony with nature": This purpose statement
underscores the Createch business's dedication to fostering a sustainable and environmentally responsible
creative ecosystem. The business aims to develop and promote cutting-edge technologies, products, and
services that enable artists, designers, and creative organisations to minimise their environmental
footprint while maximising their creative potential.
Goals
Goals play a pivotal role in the development of strategy and have a direct relationship with a
company's mission: they help to determine the initiatives and actions that need to be taken to achieve the
mission. Also, goals motivate employees and focus their efforts, ensuring everyone within the organisation
is working towards a common set of aims.
Goals are broad, overarching targets that an organisation wants to achieve, usually in the mid to
long term. They are general statements of what needs to be accomplished to implement a strategy effectively.
Goals are usually aligned with an organisation's mission or purpose. For instance, a goal could be to
"Become the market leader in digital fashion by 2030."
Goals are typically accompanied by objectives. Objectives are more specific than goals and are
usually short to medium term targets that provide a clear path to reach a goal. They are specific,
measurable, achievable, relevant, and time-bound (SMART), providing clear steps towards achieving a goal.
For example, an objective to reach the above goal could be to "Increase use of generative AI for textile
simulation over the next two years."
It is also often helpful to think in terms of milestones. These are key events or stages in a
strategy that mark significant progress towards achieving objectives and goals. They are essentially
checkpoints to ensure everything is on track. For instance, a milestone for the above objective might be
"Complete training the new AI model by the end of the year."
Keeping track of progress is the role of Key Performance Indicators (KPIs): KPIs are measurable
values that demonstrate how effectively key business objectives are being met. They are used to track
progress towards goals over time and provide a quantitative measure of success. For example, a KPI for the
above objective could be the "Percentage decrease in energy consumption from using the new model to provide
our service year-on-year."
When developing goals, objectives, milestones, and KPIs in a Createch business, consider asking
the following key questions:
- What are our priority sustainability issues? Based on the business's sustainability
strategy and stakeholder expectations, identify the most pressing environmental, social, and economic
issues that the business needs to address.
- What are our long-term sustainability goals? Establish ambitious and measurable
long-term goals that align with global frameworks, such as the UN Sustainable Development Goals, and
industry best practices.
- What are the short- and medium-term objectives to achieve our goals? Break down the
long-term goals into actionable objectives that can be pursued in the short- and medium-term, providing
a clear roadmap for progress.
- What are the specific milestones and targets associated with each objective? Set
quantifiable milestones and targets to track progress towards the objectives, ensuring they are
time-bound and achievable.
- What KPIs and metrics will we use to measure progress and performance? Identify
relevant KPIs and metrics for each objective, choosing indicators that are meaningful, measurable, and
aligned with industry standards. Examples of key metrics include:
- Carbon emissions (Scope 1, 2, and 3)
- Energy consumption (total and from renewable sources)
- Water usage and wastewater management
- Waste generation, recycling, and diversion rates
- Percentage of sustainably sourced materials
- Employee diversity, gender equality, and pay equity
- Community engagement and social impact initiatives
- Supplier sustainability performance
- How will we track, monitor, and report on our KPIs and progress? Establish a system
for regular data collection, analysis, and reporting on KPIs, ensuring that the information is
accessible and transparent for internal and external stakeholders.
- How will we ensure accountability for achieving our goals and objectives? Assign
responsibility for each goal and objective to relevant teams or individuals within the organisation,
fostering a sense of ownership and commitment to achieving the targets.
- How will we incorporate feedback and learnings to continuously improve our sustainability
performance? Develop a process for reviewing and refining the business's goals, objectives,
milestones, and KPIs, incorporating stakeholder feedback, industry trends, and best practices to drive
continuous improvement.
Strategy
Strategy, at its core, is a high-level plan or approach designed to achieve a long-term or overall
aim. It provides a framework that guides decision-making and actions within an organisation, helping it
navigate through uncertainties, challenges, and opportunities.
For some, a strategy is perceived as a well-defined plan of action - a roadmap that outlines how
the organisation will achieve its goals and objectives. It includes a set of deliberate steps, tactics, and
initiatives that will be implemented over a certain period. In this context, a strategy might include
actions such as launching a new product or service, entering a new market, or initiating a marketing
campaign to increase brand awareness.
For others, strategy is seen more as a way to allocate resources or utilise capabilities
effectively to gain a competitive advantage. From this perspective, strategy involves making choices about
where to invest time, human capital, and financial resources, and how to align and leverage the
organisation's unique capabilities to achieve its mission. This can involve decisions about prioritising
certain business areas, investing in technology, building specific skills within the company, or fostering
key partnerships.
Regardless of the viewpoint, strategy is crucial for any business as it provides direction, sets
the stage for decision-making policies (e.g., for sustainability), and shapes the future of the company.
Strategies are dynamic and evolving, requiring regular review and adaptation in response to changes in the
business environment, competitive landscape, and internal capabilities.
When integrating sustainability into your business strategy, a Createch founder should consider
asking the following key questions:
- What are the most pressing sustainability challenges and opportunities in our
industry? Identify the environmental, social, and economic issues that are most relevant to the
Createch sector and determine how the business can address these challenges or capitalise on
opportunities.
- How does our current business model support or hinder sustainability, and how can we
adapt or innovate our model to enhance sustainability outcomes? Examine the business's existing
business model, including revenue streams, value proposition, and customer relationships, to identify
potential barriers or opportunities for integrating sustainability. Consider how the business model can
be transformed or redesigned to better align with sustainability objectives, such as adopting circular
economy principles, creating shared value, or promoting responsible consumption and production.
- What are our stakeholders' sustainability expectations and concerns? Engage with
employees, customers, suppliers, and other stakeholders to understand their priorities, values, and
expectations regarding sustainability.
- What are our core competencies and how can they contribute to sustainability? Assess
the business's unique strengths, products, and services to identify opportunities to promote
sustainability within the Createch sector and beyond.
- What are the risks and opportunities associated with our current operations and supply
chain? Assess the environmental and social impacts of the business's operations, products, and
supply chain, and identify areas for improvement or innovation.
- What resources and capabilities do we need to turn our sustainability strategy into
action? Determine the skills, expertise, technologies, and partnerships required to successfully
implement the sustainability strategy, and identify any gaps or areas for development.
Policy
In a business context, policies are a set of guidelines that direct actions towards its strategic
objectives. They provide a framework within which the business makes decisions, ensuring consistency,
accountability, and efficiency. Policies can cover a wide range of areas, including human resources,
finance, operations, marketing, sustainability, and more.
In strategy implementation policies provide the "how" to the "what" of a strategy. They outline
the specific procedures, standards, and rules that must be followed to achieve strategic objectives. For
example, if a company's strategy includes prioritising social good, the corresponding policy might include
specifics about designing and marketing products or services that contribute to societal well-being.
Policies also help align different parts of a business and coordinate their actions towards shared
goals. This can become very important as start-ups grow and scale, where policies signal what is valued and
expected, and thus can help drive the cultural changes often needed for strategic shifts. Policies also help
to manage risks that could derail the strategy. For instance, a policy might require regular supplier audits
to ensure strict adherence to environmental regulations to avoid penalties and reputational damage.
When it comes to integrating sustainability into strategy and operations, policies can be a
powerful tool. By setting out clear guidelines on issues such as environmental management, social
responsibility, and corporate governance, they can ensure that sustainability is not just an aspiration but
a practical reality.
To ensure a successful delivery of their sustainability strategy, a business should document
policies covering the following key areas to provide a firm foundation for effective action:
- Environmental policy: This policy outlines the business's commitment to minimising
its environmental impact, including reducing energy consumption, waste, and emissions. It should also
address resource management, such as water and raw materials, and promote the use of renewable energy
sources.
- Social responsibility policy: This policy addresses the business's commitment to
social issues, such as diversity and inclusion, fair labour practices, employee health and safety, and
community engagement. It should also cover the business's approach to ethical sourcing and supply chain
management.
- Climate change policy: This policy should detail the business's efforts to reduce its
carbon footprint, align with science-based targets, and adapt to the impacts of climate change. It may
also include the business's approach to supporting climate-resilient infrastructure, clean technologies,
and low-carbon solutions within the Createch sector.
- Procurement policy: This policy guides the business's procurement decisions,
emphasising the importance of sourcing products and services that meet environmental, social, and
ethical standards. It should also outline expectations for suppliers, such as adherence to fair labour
practices, environmental regulations, and human rights.
- Waste management and circular economy policy: This policy focuses on reducing waste
generation, promoting recycling and reuse, and adopting circular economy principles in product design,
manufacturing, and end-of-life management. It should also encourage collaboration with stakeholders to
create closed-loop systems and minimise resource consumption.
- Sustainable innovation policy: This policy outlines the business's approach to
fostering a culture of sustainability-driven innovation, including the development of new products,
services, and business models that address environmental and social challenges.
- Stakeholder engagement policy: This policy details the business's commitment to
engaging with stakeholders, including employees, customers, suppliers, investors, and communities, to
identify and address sustainability concerns, gather feedback, and co-create solutions.
- Sustainability reporting and communication policy: This policy establishes the
business's approach to transparently reporting its sustainability performance, progress, and initiatives
to stakeholders. It should also provide guidelines for communicating the business's sustainability
narrative, achievements, and challenges.
- Governance and compliance policy: This policy outlines the business's commitment to
adhering to relevant laws, regulations, and industry standards related to sustainability. It should also
describe the business's internal governance structure for overseeing and implementing the sustainability
strategy.
Roles and
responsibilities
Defining roles and responsibilities is a critical component of effective strategy development and
implementation. This clarity of assignment ensures that everyone within the business understands their
specific contributions towards the overarching strategic goals, promoting accountability and coordination of
effort i.e., know exactly what is expected of them, which can also enhance motivation and productivity.
When roles and responsibilities are clearly defined it becomes easier to identify resource needs.
Also, investing the time to define roles and responsibilities allows for identification of key skills and
capabilities required for each role, which can be used to inform recruitment, training and development
needs.
As businesses grow, well documented roles and responsibilities can empower people to make
decisions and take actions aligned with the strategic goals. This not only increases engagement but also
promotes a sense of ownership over the strategy and its outcomes.
When considering roles, responsibilities, and the level of resourcing for sustainability action,
ask the following key questions:
- Who will be responsible for the overall sustainability strategy? Identify the
individual or team responsible for developing, implementing, and overseeing the sustainability strategy,
ensuring accountability and clear leadership.
- How will sustainability roles and responsibilities be distributed across the
organisation? Assign specific sustainability tasks and objectives to relevant teams or individuals,
fostering a sense of ownership and commitment throughout the business.
- What is the current level of sustainability expertise within the business? Assess the
existing knowledge, skills, and experience of team members in relation to sustainability and identify
any gaps or areas for development.
- Do we need to hire or train additional staff to effectively implement our sustainability
strategy? Determine whether the business needs to invest in hiring new employees, training existing
staff, or partnering with external experts to build the necessary capabilities for successful
sustainability action.
- What resources, including budget and time, are needed to achieve our sustainability goals
and objectives? Estimate the financial and human resources required to execute the sustainability
strategy and ensure that the necessary resources are allocated and prioritised within the business's
overall budget and operational planning.
- How will we foster a culture of sustainability across the organisation? Develop
initiatives and programs to encourage employee engagement and collaboration on sustainability issues,
such as training sessions, workshops, or green team activities.
- What are the mechanisms for internal communication and coordination on sustainability
matters? Establish clear channels for communication and collaboration among team members,
departments, and management to ensure that sustainability efforts are well-coordinated and integrated
into the business's operations.
- How will we evaluate and recognise the contributions of employees to our sustainability
objectives? Implement performance metrics and incentives that recognise and reward employees for
their efforts and achievements in sustainability, fostering motivation and commitment to the business's
goals.
- How will we ensure ongoing professional development and learning in sustainability?
Encourage continuous learning and development by providing opportunities for team members to attend
conferences, webinars, or workshops, and stay up to date with industry trends and best practices in
sustainability.
Maturity
improvement plans
A set of well-written plans serve as a bridge between strategic objectives and operational
execution. They create a roadmap for improvement in all areas of the business. Specifically, when planning
for improving sustainability maturity, businesses should first assess their status using our tool and
identify areas for improvement. The aim is to progress through each stage of maturity from your starting
point, moving towards more advanced levels. The simplest way to do this is to establish bite-sized projects
and larger initiatives. This involves laying out the necessary steps, tasks, and resources to achieve
specific improvement goals or outcomes. Whether it's a small, one-off task or a complex, multi-faceted
initiative, some sort of project plan serves as a roadmap, guiding teams through the different phases of a
project's life cycle.
At its core, a documented plan encapsulates the 'who,' 'what,' 'when,' 'where,' and 'how' of a
project. It includes setting clear objectives, defining the scope, establishing timelines, identifying
required resources, allocating tasks, and determining how to monitor progress and manage risks. The process
encourages communication and coordination among team members, clarifies expectations, and reduces
uncertainties, thereby promoting efficiency and productivity.
A trend in project planning is the use of 'plans on a page.' These are streamlined, visual
summaries of a project plan that highlight the most critical information. A plan on a page can include key
milestones, tasks, timelines, roles, and responsibilities, as well as crucial performance indicators or
risks. Presented in an easily digestible format, such as a BOSCARD (see diagram below), it can foster better
understanding and alignment among team members.
