SEEM Sustainability through Engagement, Empowerment & Mobilisation
Helping leading FIs and real economy large businesses undergo a systemic change for their Just NZ transition, in turn, they become longterm sustainable through std. NZ Transition Plans based on CTM (Purpose, universal ESG Metrics etc) & the regTech prod. Compliance by Design for Corp. & Inv. Banks
Standardised Transformation Methodology CTM (Change thru Movement) for leading FIs' and real-economy large corporations' Just NZ Transition, also leading to their longterm sustainability
CTM (Change through Movement) is the std Transformation Methodology for leading FIs and real economy large businesses for their Just NZ Transition at the same time, they become sustainable for the long term. It is based on the concept of the long-term sustainability of entities. An entity becomes so when it contributes directly or indirectly towards the bigger ecosystem it is a part of. It has an outward look not just inward. It is multi-stakeholder focused that is to say, it contributes towards the customer, employees, suppliers, environment society and of course the shareholders directly or indirectly. The positive presence of such an entity is felt by the ecosystem surrounding it, and the entity becomes robust and thereby sustainable for the long term. The std. Transformation Methodology CTM (Change thru Movement) embodies this concept and includes more aspects to make it objective and measurable, leading to the universal ESG measurements for these entities.
The current version of CTM evolved from the last two, in the last five-plus years. It has two halves - the Movement and beyond. The Movement results in employee engagement and a change that is voluntary and thus devoid of friction. It begins with a beacon, grows like a snowball, and becomes a movement across the organisation. It can sustain the momentum for a very long period. Large-scale transformation requires such magnitude of employee participation and longevity. Employee engagement happens through the entity’s purpose, a higher purpose beyond just making a profit. With a Purpose like that and people seeing their connection to it, which of course requires many peoples' deliberate action, changes everything. People find a new meaning in their work. They start seeing their aspirations towards this higher purpose, and they have ideas. They create projects to bring their ideas to life. It leads to innovation. Experimentation, failures and learnings repeat. This leads to employees becoming more entrepreneurial, and the culture shifts. Experimentation requires a space of psychological safety, which comes from their manager’s support and the system surrounding them. It is a culture away from Command and Control - a must for innovation at scale.
The first version of the other half of CTM was about bringing business process transformation in a DIY manner in a systemically important bank wherein people engaged through the purpose of the bank, which also led to culture change. It resulted in the development & deployment of the regTech product CBD (Compliance by Design) for the corporate and investment banks that enabled them to deliver towards their purpose more powerfully.
The second version of this second half of CTM was about the bank contributing towards their purpose through self-initiated projects. These were the projects apart from those for digital transformation. As these projects contributed towards the purpose of the bank, these direct or indirect impacts also aligned with one or more SDGs.These projects included the transactions of the bank, and they were called self-initiated projects as, at that time, there was not much focus on the non-financial aspects of a transaction. This also created a mechanism to bring the bank’s focus to its contribution to the bigger ecosystem that it is a part of, directly or indirectly.
The third version of the second half of this methodology further enhanced version 2 and is about entities creating non-financial outcomes through their GHGs reduction directly or indirectly to achieve their NZ goals and, while doing so, addressing their other SDGs, additionally, through their multi-stakeholder focus. It was extended to have variations for leading FIs and real economy large businesses. Note, the other IPs (Impact Parameters) like the GHGs reduction will be incorporated into this methodology once they are discovered by the world, standardised and adopted by the large businesses directly and the leading FIs indirectly. Read more details of CTM wrt its periodic IP focus - its baseline and targets in alignment with sectoral pathways directly or as financed, periodic relative focus across SDGs - their ideal, actual, and targets, projects and non-financial outcomes' governance framework and the universal ESG metrics here. The methodology also has the provision to incorporate GFANZ’s and TPT’s requirements, recommendations and guidelines and leverage on standards from ISSB and other such bodies as well as include any other expert knowledge as needed to achieve specific goals.
In all these three versions of CTM the entity contributed towards the bigger eco-system that it is a part of directly or indirectly by reducing negative dir/indirect impacts by improving the robustness or compliance of the bank through digital transformation or increasing dir/indirect impacts through entities’ credible and impactful projects contributing towards the purpose of the entity. In the latest version, these contributions are in the form of GHGs reduction dir/indirectly to achieve the entity's NZ Goals, and while doing so, it creates other dir/indirect impacts to achieve its other SDGs, additionally through its multi-stakeholder focus. And thereby, this NZ transition also becomes Just at the same time the entity becomes sustainable for the long term.
The project plan that was written for CTM ver3 is then nothing but the std. NZ Transition Plan with variations for leading FIs and real economy large businesses for their Just NZ Transition at the same time they become sustainable for the long term. The outcome metrics or the dir/indirect impacts from the self-initiated projects can be converted into universal ESG metrics’ quantitative part. The other half of the universal ESG metrics comes from the embedded quality measurements in this std. Transformation Methodology CTM.
Hence together with the std NZ transition Plans, including Purpose, universal ESG metrics etc and with variations for leading FIs and real economy large businesses and the reg Tech product CBD for the corporate and investment banks, it becomes a systemic change for these entities' Just NZ Transition also leading to their long-term sustainability.