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    Responsibility requires leading and it must be genuine

    For business management, responsibility is about leadership like anything else. The company must identify megatrends, their connections to the company's strategy, and develop the necessary programs based on the analysis. Decisions are made in the short and long term, the related activities are appointed with accountable persons, managed, and measured, and plans are revised at regular intervals.

    Responsibility is a vast topic that can be difficult to grasp. Like other megatrends, responsibility matters should be addressed from a neutral, analytical perspective, as an active operator that can influence with their choices their own and their customers' business, as well as the well-being of society more broadly. Preparedness and action plans are critically important: when something happens, it comes as no surprise, and you know how to deal with the situation.

    Responsibility undeniably influences the behavior of consumers, customers, and stakeholders, through the entire logistics chain from individuals to the corporate level. These connections and their effects need to be built into scenarios, so that you know, for example, what things need to be changed to meet different criteria in business.

    Managing responsibility gives a competitive advantage

    When your company's function is to help customers with their business, you need to be able to modify your operations to meet requirements and trends. The company needs to consider what products and services should be developed to meet customers' responsibility needs and challenges. Those at the forefront of development can also reap significant business benefits.

    Responsibility will also be a competitive factor in the recruitment market for the best talent. The social significance of one's work and work that matches one's values are increasingly important to people. When a company does a lot of information work, it can deliver particularly good results through responsibility enhancements for its customers.

    The company's operations and management include the measurement, reporting and communication of responsibility, and the maintenance of a network of partners and subcontractors, requiring the same standards across the chain. The measurement of responsibility could be more visible in compensation as well in the future. It could be one of the criteria when it comes to driving change in operations.

    Genuine responsibility is connected to the strategy and everyday life

    Deeds in responsibility must be genuine: what you do is linked to the company's strategy and action plans. Responsibility must be as natural a part of operations as, for example, quality or financial system, and thus it must be implemented in everyday life with similar earnestness. Choices, commitment, and deeds originate from your aspirations and values​​. Responsibility cannot be thought of as merely fulfilling the letter of the law; we must understand what world we live in now and withdraw from the bubble of history. Practical responsibility is embedded in the company's operating culture and is reflected, for example, in keeping promises and taking care of employees.

    My best advice is to tie managing responsibility to the company's strategy, set up accountability at the executive level, and construct monitoring and metrics. Make sure that responsibility is a part of everyday life - fine words created in workshops do not spontaneously come to life. This way, you act responsibly and create new opportunities for your customers, your company, and society at large.




    Henry Nieminen