52 Mission Statement Examples that Rock + Free Mission Guide

52 Mission Statement Examples that Rock + Free Mission Guide

In this article, we will define ‘what is a mission statement’, briefly highlight the essentials of creating a strong mission statement and show you some of the best mission statement examples from top organizations around the world.

What is a mission statement and its purpose?

Remember that a mission statement explains why your organization exists. It is a foundational element of your plan that establishes your core purpose and who you serve! A great mission statement stands the test of time, guiding more temporary and time-specific goals and plans. This, paired with a bold vision statement will serve as a strong foundation to your strategic plan.

For a mission statement to provide clarity, we recommend writing it with concrete language. We recommend avoiding abstract fluff that might sound good on the surface but does not help your team understand the “why” behind their work. We also recommend writing it in the present tense. This differentiates it from a vision statement, which is focused on the future. A mission statement should be timeless (or as close to it as possible). Writing it in the present tense helps capture that.

What are the benefits of a mission statement?

When it comes to strategic planning for your organization, you can’t underestimate the importance of having a clear and concise mission statement. Not only does it help provide direction and focus for your team and tells your customer base and community who you are and what you stand for. A well-crafted mission statement is the foundation for your overall strategy and decision-making.

By outlining your mission statement, you’re laying the groundwork for everything that follows. You’re setting the tone for your vision for your organization and the values you want to uphold. That can be a powerful tool for making decisions and setting priorities for the company’s future.

So, if you haven’t already drafted a mission statement, now is the time to start! It may take some time and thought, but the benefits will be well worth it in the long run.

What makes a great mission statement?

OnStrategy strongly believes in creating a mission statement that speaks to who you are and why you exist as an organization. We believe great mission statements should be audacious, motivating, and memorable.

This is because, as we’ve stated before, your mission statement reflects the best of you and serves as the foundation of your business or organization. Mission statements boldly state why you exist and do what you do – not only for your team and those doing the work but for your community and customers whose support you’re striving to capture.

We’ve crafted a mission statement cheat sheet that outlines the four criteria that every mission statement should meet:

Your mission statement should be foundational
Your mission statement should be original
All mission statements should be memorable
And bonus points if your mission statement is something you’d want represented on a t-shirt!

Pulling Together Your Mission Statement with the Help of OnStrategy’s Cheat Sheet [With Examples]

Check out our mission statement cheat sheet below for a downloadable guide to build your mission statement.

If you want to learn more on determining what is a mission statement that’s effective and how to write a mission statement that inspires, check out our guide!

Anatomy of an Effective Mission Statement

A mission statement is a powerful way to tell your board members, team and your customers who you are and why you exist – ideally in two sentences or less! Your company’s mission statement describes, essentially, your company’s core values and company’s purpose for existing today.

Maybe your organization believes that your business exists to provide outstanding customer service to all who walk through your door. Your employees will now know that your company’s identity revolves around providing the best customer service possible.

This process of creating a compelling mission statement may feel daunting, but don’t worry! By following our simple anatomy of a mission statement, you can easily put one together that truly defines your mission and purpose.

Every mission statement must have these five basic elements:

  1. label such as, “Our mission…”
  2. verb in the present tense.
  3. For whom you’re doing this for.
  4. result or benefit of the work you do.
  5. What you do and how you do it.

For example, yours may end up looking like this: “Our mission is to make our clients successful by merging remarkable digital design and goal-focused usability.

Read our free canvas and guide for a deeper dive into the topic!

Mission Statement Versus Vision Statement Versus Values Statement: What’s the difference?

Vision Statement

A vision statement describes your clear vision of the future; your ambitions. Vision statements clearly state what your organization looks like in the future. Vision statement focuses on the big picture outcome, usually 5+ years in the future. [Check out our vision statement examples here.]

Mission Statements

A good mission statement clearly explains why you exist and what your organization’s purpose for existing is. A company mission statement also expressly states who you serve and how potential customers benefit from your work.

Values Statements

Values statements are an expression about how you expect your team to behave. They explain the values, beliefs, and experiences you expect to create within your organization.

Using Your Mission Statements, Vision Statements, and Values Statements Together

These three important plan elements aren’t meant to live as standalone items. They are designed to be used together! Mission and vision statements help your organization clearly articulate why you exist, who you serve, and where you’re going in the future. Your values statements help support your own mission and vision statment by expressing how you expect your organization to behave along the journey!
When in doubt, remember these three tips:

  • Mission statement = why you exist.
  • Vision statement = where you’re going in the future.
  • Values statements = set of behaviors you expect from your team. you expect your team to behave.

When to know it’s time to update your mission statement?

As you move forward on your strategic planning process, maybe you’ve decided to revisit your mission statement. If you read it and thought, “Wait, that doesn’t really align with what we’re doing anymore, ” it may be time for an update. And that’s okay! It happens more often than you might think.

Your company constantly evolves and grows, so your mission statement must reflect those changes. Some signs that it’s time to hit refresh on your mission statement include:

    • Huge shifts in your customer or target audience
    • Major changes in your organization’s goals and approach
    • A total rebrand

Remember, your mission statement should guide and inspire your business, so it’s essential to keep it relevant and meaningful! They have a shelf life of about 10-15 years.

A clear and concise mission statement can give your employees and customers a sense of direction and purpose. So, if you feel like your current mission statement is a little outdated or doesn’t reflect who you are as an organization, it might be time for a refresh.

Check out our 52 mission statement examples from some of the world’s best companies and organizations for inspiration!

52 Mission Statement Examples

Learning general principles for how to write a mission statement is helpful. However, these principles can become clearer by looking at some examples of mission statements. As you check out some of these mission statement examples from various types of organizations, notice how there are various ways to make your mission statement unique while sharing the tried-and-true principles of good mission statements:

Example Mission Statements for For-Profit Companies

Tesla: “Tesla’s mission is to accelerate the world’s transition to renewable energy.”

Starbucks“To inspire and nurture the human spirit- one person, one cup, and one neighborhood at a time.”

Coca-Cola: “The Coca-Cola Company exists to benefit and refresh everyone who is touched by our business.”

The Home Depot: “The Home Depot is in the home improvement business, and our goal is to provide the highest level of service, the broadest selection of products, and the most competitive prices.”

The Boeing Company, Africa Division: “Our mission is to establish a powerful presence and positive image of The Boeing Company with governments, businesses, and community leaders.”

Nike: “Our mission is to bring inspiration and innovation to every athlete* in the world. *If you have a body, you are an athlete.”

John Deere: “Double and Double Again the John Deere Experience of Genuine Value for Employees, Customers and Shareholders.”

Publix: “Our Mission at Publix is to be the premier quality food retailer in the world.”

Aveda: “Our mission at Aveda is to care for the world we live in, from the products we make to the ways in which we give back to society. At Aveda, we strive to set an example for environmental leadership and responsibility, not just in the world of beauty but around the world.”

General Motors: “General Motors’ corporate mission is to earn customers for life by building brands that inspire passion and loyalty through not only breakthrough technologies but also by serving and improving the communities in which we live and work around the world.”

New Leaf Paper: “The mission of New Leaf Paper is to be the leading national source for environmentally responsible, economically sound paper.”

Nordstrom: “Our mission is to continue our dedication to providing a unique range of products, exceptional customer service, and great experiences.”

Seventh Generation: “Seventh Generation is the nation’s leading brand of non-toxic and environmentally safe household products.”

Example Mission Statements for Non-Profits

UNICEF: “UNICEF promotes the rights and well-being of every child, in everything we do.”

ACLU of San Diego: “To protect and expand fairness, equity, and freedom through community engagement, building power, policy advocacy, and impact litigation.”

Red Cross: “To provide compassionate care to victims of disasters.”

TED Talk: “Spread ideas. Make great ideas accessible and spark conversation.”

Girl Scouts of America: “Girl Scouting builds girls of courage, confidence, and character, who make the world a better place.”

Operation Underground Railroad: “We exist to rescue children from sex trafficking and sexual exploitation.”

Goodwill: “To enhance the dignity and quality of life of individuals and families by strengthening communities, eliminating barriers to opportunity, and helping people in need reach their full potential through learning and the power of work.”

Alzheimer’s Association: “Through our many initiatives and worldwide reach, the Alzheimer’s Association leads the charge in Alzheimer’s care, support, research and advocacy.”

Pioneer Center for the Performing Arts: “To cultivate exceptional performing arts experiences in our historic venue and throughout the region.”

Pioneer Center for the Performing Arts: “To cultivate exceptional performing arts experiences in our historic venue and throughout the region.”

ASPCA, The American Society for the Prevention of Cruelty to Animals:“To provide effective means for the prevention of cruelty to animals throughout the United States.”

Mission Statement Examples for Software Companies

OnStrategy: “Our mission is to create strategy that matters and drive the culture to execute it.”

LinkedIn: “To connect the world’s professionals to make them more productive and successful.”

Equifax Business Services: “To serve our customers by utilizing information and technology that provide real-time answers to increasingly complex questions.”

Google: “To organize the world’s information and make it universally accessible and useful.”

Amazon: “We strive to offer our customers the lowest possible prices, the best available selection, and the utmost convenience.”

Duolingo: “We’re here to develop the best education in the world and make it universally available. Our global team works together to make language learning fun, free, and effective for anyone who wants to learn, wherever they are.”

Hulu: “To help people find and enjoy the world’s premium video content when, where and how they want it.”

Microsoft: “Our mission is to empower every person and every organization on the planet to achieve more.”

TikTok “ Our mission is to capture and present the world’s creativity, knowledge, and moments that matter in everyday life.”

Vivint: “Vivint helps families live intelligently in safer, smarter homes.”

Example Mission Statements for Healthcare Organizations

CVS: “Helping people on their path to better health.”

Saint Mary’s Regional Medical Center of Northern Nevada: “To deliver compassionate, quality care to patients and better healthcare to communities.”

Northern Nevada Hopes: “Our mission is to build a healthier community by providing affordable, high-quality medical, behavioral health, and support services for all.”

Pfizer Pharmaceuticals: “We will become the world’s most valued company to patients, customers, colleagues, investors, business partners, and the communities where we work and live.”

The WellPoint Companies: “The WellPoint Companies provide health security by offering a choice of quality branded health and related financial services designed to meet the changing expectations of individuals, families, and their sponsors throughout a lifelong relationship.”

New York-Presbyterian Hospital: “It is the mission of New York-Presbyterian Hospital to be a leader in the provision of world-class patient care, teaching, research, and service to local, state, national, and international communities.”

The Center for Disease Control: “CDC works 24/7 to protect America from health, safety, and security threats, both foreign and in the U.S. Whether diseases start at home or abroad, are chronic or acute, curable or preventable, human error or deliberate attack, CDC fights disease and supports communities and citizens to do the same.”

Valley OB/GYN: “At Valley OBGYN, we strive to provide quality comprehensive patient-centered women’s care here in Spokane Valley.”

The American Psychological Association: “Our mission is to promote the advancement, communication, and application of psychological science and knowledge to benefit society and improve lives.”

Dentistry for Children: “Dentistry for Children believes that good dental health starts in infancy. Our dedicated pediatric dentists and teen dental specialists promote cavity prevention and good dental habits to help create a positive experience at an early age and into their adolescent years.”

Mission Statement Examples for Governments and/or Government Entities

City of Windsor, Canada: “The City of Windsor, with the involvement of its citizens, will deliver effective and responsive municipal services, and will mobilize innovative community partnerships.”

Cliffside Park, New Jersey Police Department: “The Cliffside Park Police Department is committed to providing a safe and peaceful environment in the Borough of Cliffside Park through effective and impartial law enforcement.”

Fire Department New York: “As first responders to fires, public safety and medical emergencies, disasters, and terrorist acts, FDNY protects the lives and property of New York City residents and visitors. The Department advances public safety through its fire prevention, investigation, and education programs. The timely delivery of these services enables the FDNY to make significant contributions to the safety of New York City and homeland security efforts.”

Municipal Court of Lakeview, Texas: “Our mission is to provide an impartial, unbiased, fair, and respectful forum for the trials of all Class C misdemeanor Penal Code offenses, Health and Safety Code offenses, Alcoholic Beverage Code offenses, City Ordinance offenses, as well as to preside over administrative and civil proceedings, as authorized by state law.”

Albany, Georgia: “The City of Albany delivers fiscally responsible, highly dependable services to the citizens in the community and the region with integrity and professionalism.”

Chicago Public Library: “We welcome and support all people in their enjoyment of reading and pursuit of lifelong learning. Working together, we strive to provide equal access to information, ideas, and knowledge through books, programs, and other resources.”

Seattle, Washington City Clerk: “Provide consistent high-level services which promote and strengthen a world-class government prepared to meet the emerging needs of the 21st century. Ultimately, improving the quality of life for individuals (and the community at large) by being one of the top-tier local government agencies in our nation and by building on our interdisciplinary strengths.”

Michigan Civil Service Commission: “To provide innovative, effective, and timely HR consultation and services to attract, develop, and retain a workforce that is diverse, flexible, creative, and competent to meet the ever-changing needs of state government.”

City of Reno: “Creating a community that people are proud to call home.”

FAQ's

Every mission statement must have these five basic elements:

    1. A label such as, “Our mission…”
    2. A verb in the present tense.
    3. For whom you’re doing this for.
    4. A result or benefit of the work you do.
    5. What you do and how you do it.

Remember that a mission statement explains why your organization exists. It is a foundational element of your plan that establishes your core purpose and who you serve!

Original document, 52 Mission Statement Examples that Rock + Free Mission Guide
Source: Onstrategy
Adapted for Academy.Warriorrising

What is a rally point in the military?

What is a rally point in the military?

A rally point in the military is a designated location where soldiers can regroup, reorganize, and receive further instructions during combat or other operations. It serves as a central meeting place for units to gather and plan their next steps, particularly in chaotic or high-stress situations.

Rally points are strategically chosen and communicated to all members of a unit before a mission begins. They are often marked with distinct physical identifiers, such as colored smoke, signal lights, or other visual cues. Additionally, rally points are typically located in secure and defensible areas to ensure the safety of the troops gathering there.

These designated locations are essential for maintaining order and coordination during military operations. They allow units to consolidate their forces, receive updated intelligence, and adjust their tactics as needed. Overall, rally points play a crucial role in enhancing the effectiveness and success of military missions.

FAQs

1. How are rally points determined?

Rally points are carefully chosen based on factors such as proximity to the mission area, accessibility, security, and visibility.

2. What happens at a rally point?

At a rally point, soldiers regroup, take headcounts, assess casualties, receive further instructions, and plan their next course of action.

3. Who designates rally points?

Rally points are typically designated by unit leaders or commanders as part of the overall mission planning process.

4. Why are rally points important?

Rally points are crucial for maintaining cohesion and communication within military units, especially during intense combat situations.

5. How do soldiers find rally points?

Soldiers are trained to memorize the locations of rally points and use navigational aids such as maps and GPS devices to locate them if necessary.

6. How many rally points are typically designated for a mission?

The number of rally points can vary depending on the size and complexity of the mission, but there are usually multiple points designated for different phases of the operation.

7. What distinguishes a rally point from other military formations?

Rally points are specifically designated for regrouping and planning, whereas other formations may be used for different tactical purposes such as assaulting an objective.

8. Can rally points change during a mission?

In certain circumstances, rally points may need to be adjusted or relocated based on changing conditions or the progress of the mission.

9. Are rally points used in non-combat military operations?

Yes, rally points can be utilized in various military activities, including training exercises, humanitarian missions, and peacekeeping operations.

10. What precautions should be taken when approaching a rally point?

Soldiers approaching a rally point should exercise caution to avoid potential ambushes or enemy detection, and follow established security protocols to minimize risks.

Original document, What is a rally point in the military?
Source: The Civil War
Adapted for Academy.Warriorrising

How to Ensure Design Connects to Dollars: A Crash Course on Design Strategy

How to Ensure Design Connects to Dollars: A Crash Course on Design Strategy

Designing without a strategy is like painting without a sketch—how do you know where to start without an outline of the final result?

Even if you have a clear idea of what you want to create, a design strategy ensures the entire team starts and ends each project in the right place—without 7 back-and-forth revisions along the way.

There’s a lot to keep in mind when creating designs for a company, including brand guidelines, target audience, distribution channels, and more.

design strategy organizes all this information to align with the overall goals and objectives of the business. After all, most companies can’t afford design for the sake of designing—it must serve the business.

Wherever you are in your design process, here’s an outline of the topic (or a sketch, if you will) that walks through how to create a design strategy for your next project and examples of design strategy applied in different contexts.

What is a Design Strategy?

Design strategy is the combination of profitability, corporate strategy, and meeting user needs.

A design strategy guides how design teams work to meet business objectives through design. Creative teams refer to this strategy throughout the design process, ensuring that each creative asset or concept actually makes sense for the project.

A design strategy ensures that every asset is created with the business goals and objectives in mind. It works as a bridge between those things, prioritizing tasks and design requests.

— Piotr Smietana, Marketing Creative Director at Superside

Let’s walk through a scenario we’ve all likely experienced:

Your company is building out a new homepage design. The marketing team knows what they need, so they ship the copy over to a UI/UX designer to get started. However, with no strategic design process in place, the final build loads slowly, which hurts SEO, and doesn’t improve lead generation as the marketing team intended. The design process has to start over.

With a documented strategy in place, you avoid wasting precious time. The designer gets a starting point, including the context for the homepage update, its functions and intended goals.

This lesson illustrates why design strategy is important:

  • It saves time by helping teams execute in the correct direction
  • It saves money by mobilizing design resources efficiently
  • It gives designers direction informed by other stakeholders
  • It accomplishes business goals by tying design to outcomes

To further cement that last point, we look to McKinsey’s Design Index (MDI) and their study on the business value of design. Top MDI performers (companies who scored high on the MDI scale) saw increased revenue and total returns to shareholders.

How to Create a Design Strategy for Your Next Project

The next time you start working on a major design project, give yourself enough time to create a documented, comprehensive design strategy that helps provide a roadmap for each phase of the project.

Not sure where to start with creating your design strategy?  Follow these five steps:

  1. Set business goals for the project
  2. Research the market
  3. Set your brand identity
  4. Create a standardized project brief
  5. Design and test

1. Set business goals for the project

Your design strategy should achieve business outcomes defined by the needs of your company and its users.

These goals are detailed, such as business growth objectives like increasing top-line revenue by 50% in 12 months, or increasing blog conversions by 5% over the next quarter.

Here’s where you want to run a design sprint workshop to help define the main business problems and gain valuable insights that contribute to your strategy.

Bring in as many stakeholders as possible, and gather as much information as you can before committing.

— Devon Fata, CEO of Pixoul

Summarize the details of your strategy to achieve these goals, which should be clear, measurable, and specific to different roles. Lay out what KPIs you’ll measure to define what success looks like. Then let stakeholders weigh in again to align on expectations.

2. Research the market

Every good strategy requires extensive research. While it’s never a bad idea to be on the cutting edge of your industry, understanding what already works for competitors can be a great starting point.

In the research phase of your design strategy, look into:

  • Your target audience
  • What is working for the competition
  • Design concepts you like
  • Design concepts you want to avoid
  • Color psychology compared to your goals

You need to know who and what the design is for. This will help you determine things like your color palette and the kind of design style you want to use.

— Alejandra Mariscalez, a lead designer at Visme

Mariscalez continues: “Is it for a younger audience or older? Does your design need to be simple and to the point? Or does it need to offer more information? This will help you create a relevant design that is more focused on your target audience and fulfills its function.”

Your company is likely founded on a competitive advantage—something that sets you apart from the flock. To find a competitive edge in design strategy, look for something that your competitors cannot replicate.

Turn their weakness into your strength.

Take the Shopify blog, for example. The company works with illustrators and designers to create custom hero images for its high-value blog posts.

Shopify’s hero images are colorful, attractive, and different from competing posts. Many organizations in the software industry use stock images that can be found anywhere online, like our example below.

Shopify found a design weakness in the industry and doubled down.

But you can run into other unanticipated problems if you execute without a design strategy, such as trying to build your brand through content marketing but using stock photography throughout your blog.

What does it say to the audience? A design strategy can help you uncover a fast, cost-effective way to produce custom on-brand blog header image that can be your differentiator.

After reviewing your design research, your place within market trends, your business objectives, and your competitors’ strengths and weaknesses—you can now identify a design strategy that separates your brand from the competition: your brand identity.

3. Set your brand identity

Online competition has given consumers infinite choices. Brands look for ways to emotionally connect with customers—becoming memorable and forming long-term relationships.

A strong brand identity stands out in a crowded marketplace, it appeals to the senses through its design. People see it, hear it, and feel it. It reinforces the emotions of your brand, no matter what asset you’re designing.

Elements of brand identity design include:

  • A memorable logo that embodies your positioning.
  • A visual language that makes you recognizable. Think color palette, scale, proportion, typography, and motion of your design.
  • A feel, which is more sensory, emotional, and experiential.
  • On-brand imagery with a consistent style and focus.

Design is intelligence made visible.

— Alina Wheeler, author of Designing Brand Identity

Once you have the core elements of your identity, create brand guidelines in a style guide.

The style guide provides clear direction on how to use your colors, typography, and design assets across all marketing materials: emails, social media posts, blogs, ads, etc.

Create a hub where your style guide lives so anyone can download the logo, image files, hex codes, and other branded assets.

4. Create a standardized project brief

The next step is putting together a design brief. This is a critical part of your strategy because it guides every design project in your company.

A good design brief should include the following:

  • Project scope: A brief overview of the project, including the time allotted, resources needed, and budget.
  • Target audience: An outline of the customer persona(s) that are being targeted with this design.
  • Assignee(s): The task owners and stakeholders for the project.
  • Roadmap: An estimate of the project start date, timeline, and major milestones.
  • Deadline: A timeline for feedback and final deadline dates.
  • Deliverables: The specific assets that need to be provided by the final deadline.
  • Available assets: The logos, illustrations, fonts, colors, and other branding assets designer(s) can use for work.

To help you create a design brief for your strategy, take advantage of this free design brief template we’ve created for you:

5. Design and test

Once you’ve finished the first four steps, you’re ready to submit and circulate the design strategy to the design team members working on the project (depending on your design team structure, they may have played an integral role in developing the strategy).

The first iteration of your design strategy might not be the final version. And that’s okay. It’s a common challenge many designers face when setting a design strategy.

I like to keep it simple in the early days. Build and iterate [on your strategy]. Don’t be afraid to make large-scale design changes frequently, as long as they’re underpinned with the right product and business strategy.

— Brian Casel, Lead Designer and founder of ZipMessage

Through Casel’s experience, he’s learned that you never really know if your design strategy works until it’s in the hands of users, citing the importance of post-launch interaction.

This is why you need to deploy the strategy, have your team adhere to it, then request feedback on the process. Adjust accordingly each time.

Even after you’ve nailed your design strategy, regularly reviewing designer feedback about the process is vital to ensuring your team is always performing and engaged.

Examples of Strategic Design Thinking Applied (And Templates to Steal)

Now that you know how to create your own design strategy, let’s look at a few real-life applications, especially keeping overall business goals in mind.

Understand that many design strategies will need to involve a number of different teams (e.g. marketing, sales, HR).

How to use design strategy to optimize landing page designs

Healthmine used Superside to speed up its landing page redesigns as part of a new website launch project.

When creating a landing page design, you’ll want to involve your sales, content, design, and development teams.

Start with the sales and content teams working together on a brief detailing each feature, benefit, and advantage of the product or service the landing page needs to include.

Next, the content team writes the copy and ships it off to the design team.

From here, it’s time for DesignOps or the project manager to put together the landing page design strategy.

The design strategy for landing pages should include:

  • The target audience of the page such as personas, use cases, and demographics.
  • The goals this page should achieve such as book a demo, buy a product, generate web traffic for ad revenue
  • Any comparable industry pages, including what works, what do you like, what you can repurpose for your own
  • The written copy for the landing page with indications for headings and formatting
  • The assets or branding guidelines to offer a starting point or guardrails for the project
  • The designer(s) assigned to the task, including who is responsible for what
  • The overall project deadline, including timelines and work-back schedules to keep designers on task

Graphic Designers and UX/UI designers will likely take the reins for this project, creating the visual assets on the page and the overall page design. The goal is to ensure it provides the best customer experience in order to generate more traffic and conversions.

Once the design has been created and approved, it’s then sent to the developer to create and launch.

Project complete.

How to use design strategy for ad creative in conversion-focused campaigns

Curology produce a high volume of creative variations for social media ads using Superside.

Another example of design strategy in action is when a marketing team needs to launch a new ad campaign. They need to design the ad creative before the campaign can go live.

Before designing anything, step one is to define the ad objectives and distribution channels because designs for Facebook audiences will likely be different than LinkedIn audiences.

The ad creative design strategy should include:

  • The type of ad and required image dimensions (e.g. a carousel ad for Instagram, or a video ad on LinkedIn)
  • The ad objectives to hit the marketing team’s goals
  • The product or service the ad is promoting
  • The written copy and brand assets to incorporate into the design
  • The designer(s) assigned to the task
  • The number of iterations required to run A/B tests on ad variations
  • The overall project deadline, including campaign start/end date

The designer can then share the ad creative with the marketing team who can launch the ad campaign and track its performance.

Your ad creative design strategy may also include an additional time frame to test new concepts based on ad performance (i.e. ad fatigue).

How to use design strategy in a big business decision like a rebrand

A rebrand unveiling video for Meta (formerly Facebook)

Our last design strategy example is for a rebrand. According to Entrepreneur.com, on average, brands change their corporate identities every 7 to 10 years.

When your company is ready, start the conversation by understanding what isn’t working (e.g. brand name no longer represents the company, poor reputation, too similar to another company) and why you’re looking to rebrand (e.g. encompassing the company’s current ethos, repositioning for a new audience, updating our image, etc.).

The design strategy for a rebrand should include:

  • Your customer personas. Perform updates and tweaks based on changes to your target audience.
  • Your color psychology research. Reanalyze your brand colors. for example, yellow means clarity and warmth, whereas red is for passion and energy
  • Your goals for the rebrand. Decide whether you’re trying to change customer’s perceptions, modernize the brand, or adapt to customers’ changing needs and tastes.
  • A list of competitor logos. review their commonalities, and how your brand can stand apart.
  • The amount of collateral damage. A rebrand likely means a change to packaging, store signage, and billboards (to name a few). Think of all the places your brand connects with your audience and the legwork needed to change it all, from sizes to materials to installers.
  • A rebrand brief. A detailed document that includes the vision, mission, promise, and values.
  • The designer(s) assigned to the task. Who is working on what?
  • The overall project deadline. Timelines and work-back schedules to keep everyone on target.

With something as complex as a rebrand, this strategy will likely be expansive to ensure it hits the nail on the head. Nearly every team should be involved in making this design project a success.

The Role of DesignOps in Design Strategy

With proof that revenue increases with good design, and knowledge of how good design gets better with a design strategy, the next phase of growth is DesignOps or design operations—where design gets woven into the fabric of the business.

Having a DesignOps team or manager can change the way your company views design, streamlining processes and showing executives that a designer’s input is essential at each step of the design process.

This role helps design teams become more involved in conversations with other departments, ensuring their voice is heard as part of the strategic planning process.

As Tim Brown, CEO of IDEO, says: “Thinking like a designer can transform the way you develop products, services, processes—and even strategy.”

DesignOps resolves important issues like communication within the design team and with other departments, building a positive team culture, onboarding new designers, and managing large-scale projects.

Think about the role of operations in a business. They oversee business functions, improve processes, and ensure the business runs smoothly.

DesignOps works the same way—except they focus specifically on the design team.

Their goal is to ensure designers on their team have the proper communication processes, tools, and strategies in place for success. Having DesignOps oversee your design team streamlines the design process and creates consistency in output.

Now, we can talk about the benefits of DesignOps a million times over, but it’s better to show you metrics based on real-life implementations.

By adding a single design project manager to their design team of 14, Intuit was able to increase their design output by 70 hours per week, taking their weekly time spent designing from 37% to 50%.

Although you might not realize it, your business needs design. From your website and your branding to your social media presence and your internal documents, design is involved in nearly every business process.

But without a design strategist or operations manager, your design team could become disorganized, wasting time on emails, meetings, project planning, and other tasks that simply aren’t what we’d call “designing.”

Develop a Design Strategy Before You Start

A design strategy is just as important as a business strategy or marketing strategy—meaning you shouldn’t start any major design, whether an ad, landing page or sales presentation without one.

Getting aligned before you begin ensures your design projects end up where they should: moving the needle for your business.

Original document, How to Ensure Design Connects to Dollars: A Crash Course on Design Strategy
Source: Super Side
Adapted for Academy.Warriorrising

How Businesses Work Together

How Businesses Work Together

Imagine you’ve just been called into a meeting and told that your organization is joining forces with another company to work on a major project.

You’ve been assured that it’s a great move for everyone involved, and while you can see the benefits of the plan, you still feel uncertain – what does this mean for you, your company and your work?

Alternatively, what should you do if you’re the one who spots an opportunity for a business partnership – or if you are approached by another organization? 

In this article, we explore the different ways in which organizations collaborate with one another, and examine the challenges and opportunities that working together can bring.

Working Together: Four Types of Business Collaboration

When two or more organizations work together, they pool their resources to achieve a particular goal. For example, they may want to access a new market, to drive innovation by taking advantage of one another’s skills and technology, or to address a specific business or social problem.

The partnership may disband when a project is completed, or it may continue for as long as it benefits both parties.

Partnerships often take the form of a strategic alliance, where two companies team up because, for example, they don’t have the infrastructure, time or expertise to develop an in-house solution.

A good example of a strategic alliance is PayPal Canada joining forces with Canada Post to offer customers a time-saving “one-stop shop” for online payment and shipping. [1]

While strategic alliances are usually forged between partners looking for equal benefit, there are other kinds of collaboration where the sides may not have equal weight.

In an article for Harvard Business Review, business and leadership experts Gary P. Pisano and Roberto Verganti identified four types of collaboration that companies typically engage in. The authors call them Innovation Mall, Innovation Community, Elite Circle, and Consortium. [2]

Let’s look at each of the four in more detail:

1. Innovation Mall

An Innovation Mall is an open collaboration approach, which means that there are no restrictions on who can propose ideas, and solutions are selected based on merit. This could include “crowdsourcing” ideas from individuals as well as other companies.

But Innovation Malls are also hierarchical, meaning that one company shares a challenge to be solved, and then decides which, if any, of the suggestions to adopt.

You can generate a high number of potential solutions using this model. However, many of them may be low quality, and sorting the good from the bad can take considerable time and effort. This approach may also discourage big players or high-quality contributors, who may be reluctant to “throw ideas into the pot” with little or no guarantee of a return on their time and investment.

To counter this problem, independent providers offer a “curated” approach that matches an organization’s needs with suitable experts in the fields of business, science and technology.

 

2. Innovation Community

This approach is open and flat, rather than hierarchical. Anyone who’s interested in the topic, and has sufficient expertise, can pose questions and solutions, and the community collectively decides which solution to adopt.

Open-source software products such as Open Office and the web browser Mozilla Firefox are prime examples of innovation communities.

Innovation communities can generate a wide range of innovations in a short period of time, in a way that may not be possible in hierarchical setups. But your organization may have to be willing to accept that it does not have full control over the process.

3. Elite Circle

An elite circle is a closed, hierarchical approach, where one company poses a challenge and invites specific participants to offer solutions. The company that initiated the query decides which solution it wants to develop.

The range of potential solutions will likely be smaller than you’d get with an open approach. However, because the participants have been hand-picked for their experience and expertise, their solutions will have a greater chance of success.

For example, when NASA wanted to inspire interest in studying STEM subjects (science, technology, engineering, and math), they chose to partner with Lego to produce a range of educational toys. [3]

4. Consortium

In a consortium, an organization works with a select group of participants to define the challenge and work toward solving it. This approach is a closed, flat model.

A consortium allows a company to spread the risks, costs and effort involved in solving a problem. Because it has a flat structure, everyone involved has equal input and responsibility for achieving the stated objective.

The U.K. charity Nesta, for example, forms innovation consortia with government departments, academic institutions, and private companies to address a wide range of social issues.

 

How Partnerships Can Impact You

Collaborative partnerships are often forged at the top level of your organization, and people on the “shop floor” may have little involvement in the initial process.

But understanding the types of partnerships outlined above may enable you to take advantage of the opportunities they offer, and to recognize the challenges that they present to you and your organization.

Opportunities of Businesses Working Together

The opportunities could include:

Networking

Collaborations can give you the chance to meet people and find new allies, either in your own organization or from the partnering companies.

New relationships will naturally occur if you’re directly involved in the project. But even if you’re not, there may also be formal networking events or project-related workshops or seminars. Develop your professional networking skills, and put them to good use!

Also, the more effectively you network and show willingness to contribute to collaborative initiatives, the greater your opportunities are to branch out into new areas and raise your profile within the company.

 

Developing Your Skills

Skills development will be a natural by-product of getting involved in new tasks and projects. These could be new technical skills required to complete a specific task, or they could be “soft skills” such as communication or project management.

You may already know which skills you need or would like to work on, but, if you’re unsure, a Training Needs Assessment is a good place to start.

Improving Your Company's Products or Services

A common reason for partnering with external organizations is to use their expertise to improve or expand upon your own company’s offering to its customers.

This could include the use of innovative techniques such as Design ThinkingCustomer Experience Mapping, or business ethnography – skills that are highly sought after in an increasingly competitive marketplace. So, if you’re offered the chance to participate in a study or working group, don’t let it pass you by!

Enhanced customer satisfaction is great for your organization’s reputation, and something that you can be proud of. So you and your team members will likely feel more positive and engaged, too.

What’s more, your organization could grow as a result of its partnerships, which could mean better career development prospects for you.

Challenges of Businesses Working Together

Partnerships can present challenges as well as opportunities. And even if you’re not directly involved in the project, it may still have an indirect effect on your team or department, so it’s worth being aware of them.

Increased Workload

Creating new partnerships and alliances often involves additional work on top of “business as usual.” Ideally, your organization will assemble a project team with adequate resources to cover any additional tasks. However, sometimes there are simply too few resources to go around, or parts of the process “fall through the cracks” despite thoughtful planning.

If this affects you, and you find yourself with an unsustainable workload, speak up as soon as possible. Not doing so could impact your performance and lead to long-term stress or burnout.

Different Ways of Working

Working collaboratively with new people (whether external or internal) can cause clashes of values or working styles, which can result in conflict and delays.

To prevent this, good communication is essential. Speak to the people you are working with directly if there’s a problem – this is often the quickest way to resolve the issue.

Alternatively, speak to your manager, or the project team leader, and express your concerns tactfully. Your aim is to raise awareness of the issues, and to find mutually agreeable ways to resolve them, not to point fingers or lay blame

Uncertainty

Even if a collaborative project has a clear objective and a finite time frame, it can create uncertainty for employees. Poor communication from senior management may leave you pondering whether a partnership is a precursor to a merger or takeover. Or you may start to fear that your job is under threat.

These are understandable concerns, and, ideally, you will receive adequate information throughout the process to allay your fears. But if not, speak to your manager to clarify the situation. Remember, they might be feeling just as insecure as you are, but this can be an opportunity for building trust and showing initiative.

Legal Issues

Unless you work in the legal department, you likely won’t be expected to manage these issues. However, you may be wary about what you can say or do in relation to the project.

These concerns may include issues of ownership over project outcomes, disclosure of information regarding the project, or competition laws.

For example, if a team member from the external organization asks you for confidential information about your business, you might not know whether you can or should disclose it. And you’ll want to avoid spreading gossip or fake news to family, friends or the media, risking either organization’s reputation in the market.

If in doubt, ask for advice from your line manager or the team leader from your organization, as appropriate. Be sure to follow any communication protocol or guidelines that might have been issued.

Key Points

Organizations increasingly form partnerships or strategic alliances to drive innovation, to solve problems, or to add value to their products or services.

There are four main types of collaboration:

  • Innovation Mall: an organization seeks a solution from multiple sources, and unilaterally decides on its preferred option.
  • Innovation Community: multiple parties investigate problems and solutions, and collectively agree on the best way forward.
  • Elite Circle: select parties are invited to collaborate, and the organization that proposes the problem chooses its preferred solution.
  • Consortium: a select group defines and works on a specific problem, with shared responsibility for selecting the best option.

If your organization collaborates with outside parties, be sure to take advantage of the opportunities by networking, getting involved in new projects, developing your skills, and looking for career development opportunities.

There may be challenges, such as extra work, mismatched working methods, employee uncertainty, and legal issues, but well-managed and clearly defined collaborations should ultimately be a “win-win” for both parties.

References

[1] Parisi, P. (2017). The Power of Partnerships: Why Businesses Are Better Together [online]. Available here. [Accessed May 13, 2019.]

[2] Pisano, G. P., and Roberto Verganti, R. (2008). Which Kind of Collaboration Is Right for You? [online]. Available here. [Accessed May 13, 2019.]

[3] NASA and LEGO Partnership Inspires Kids to Pursue Science and Engineering [online]. Available here. [Accessed April 18, 2019.]

Original document, How Businesses Work Together
Source: Mind Tools
Adapted for Academy.Warriorrising

Porter’s Five Forces: Definition & How To Use The Model

Porter’s Five Forces: Definition & How To Use The Model

Porter’s Five Forces is a classic model that organizations use to assess their competitive environment and make informed decisions. The framework, developed by renowned Harvard Business School professor Michael E. Porter, lets companies evaluate the environmental forces shaping the future of their industry.

In this article, we’ll explain how you can use Porter’s Five Forces to analyze your competitive landscape, identify opportunities and solidify your position in the market.

What Are Porter's Five Forces?

Michael E. Porter’s Five Forces framework is one of the most widely regarded business strategy tools. Born out of his work in 1979, this framework offers organizations a systematic approach to assessing their competitive environment and making strategic decisions that can influence their long-term success.

The five forces include the factors that influence every industry. The five critical dimensions which shape the competitive business landscape are:

  1. Competitive Rivalry
  2. Supplier Power
  3. Buyer Power
  4. Threat of Substitution
  5. Threat of New Entrants

Competitive Rivalry

Competitive Rivalry evaluates the number of existing players and how established they are in the industry. How many competitors do you have? Are their products better than your own?

In industries with cutthroat competition, companies often lower prices and invest in expensive marketing campaigns to increase market share. That means suppliers and buyers can quickly move towards your competitors. Conversely, businesses in less competitive sectors enjoy more comfortable profit margins.

For example, the airline industry has intense competition. Major players such as American Airlines, Delta Air Lines and United Airlines often differentiate themselves by reducing costs, improving customer experience and launching new routes to attract passengers.

Supplier Power

Suppliers provide the essential ingredients for a business’s operations. How much influence does a supplier wield over a company’s profits?

When only a few suppliers can provide a product, they can dictate terms and pressure businesses to accept higher prices. Even if terms are unfavorable, some get pressured to take them because of the costs of moving to another supplier.

In an ideal scenario, companies must be able to diversify their supplier base. By reducing their dependency on a supplier, businesses can safeguard their supply chains, control costs and maintain a competitive edge.

For example, the automotive industry has many suppliers for engines, electronics and tires. However, a relatively small number of companies supply critical components such as semiconductor chips, which grants them substantial power.

Buyer Power

Buyer Power refers to the influence customers wield over a business. If an industry has strong buyer power, consumers can demand lower prices, higher quality or improved service, affecting a company’s profitability.

Buyers wield more power in a market with fewer customers and more sellers. In this scenario, businesses can differentiate themselves by formulating unique value propositions to justify their higher prices. Some examples include loyalty programs, excellent customer service and novel experiences.

The electronics industry provides a compelling example of buyer power within Porter’s Five Forces framework. Consumers can access various electronic products, from smartphones and laptops to smartwatches and home entertainment systems. Price comparisons are easily accessible online, so finding the best deals and discounts is easy.

For example, companies such as Apple let consumers customize their devices with various features, colors and accessories. They consistently upgrade their products with new features because it’s easy to transition to alternative brands or products.

Threat of Substitution

The Threat of Substitution refers to the likelihood that customers might switch to a different product or service. When substitution threats are high, businesses are vulnerable to sudden shifts in consumer preferences.

One notable example of the threat of substitution occurs in the beverage industry. Consumers can choose from many beverages including carbonated soft drinks, bottled water, juices, energy drinks, coffee, tea and alcoholic beverages. That’s why beverage companies must explore niche markets, introduce limited-edition flavors and change their packaging to differentiate themselves.

Threat of New Entrants

How easy is it for new competitors to enter the market and threaten existing players? Threat of New Entrants involves evaluating the barriers to entry in an industry.

High barriers such as high starting capital costs and a small pool of suppliers can deter new rivals from early success. For example, an established company with significant resources can lower prices to maintain a competitive edge over new entrants. However, new competitors can easily weaken your business’s position and quickly disrupt the status quo.

Example of Porter's Five Forces

Let’s put Porter’s Five Forces into action through a real-world example—the retail industry. Understanding the five forces in this competitive sector can spell the difference between success and stagnation.

Competitive Rivalry

In the retail world, competition is intense. Businesses of all sizes demand consumers’ attention, often resulting in price wars and thin profit margins. Dominant companies in this sector—including Walmart and Amazon—use various strategies to outshine their rivals. They often lower prices, optimize their supply chain and expand their product offerings, which makes it difficult for small businesses to compete with them.

Supplier Power

Finding reliable suppliers and securing favorable terms is vital to success. Large retailers such as Costco have immense buying power, so they can negotiate advantageous deals with suppliers and acquire quality products. Most companies choose suppliers based on strict criteria such as cost-effectiveness, quality and reliability.

Buyer Power

Customers in the retail industry are discerning and price-sensitive, which leads to significant buyer power. Brands that excel in customer service and providing exceptional experiences, such as Nordstrom, can command premium prices and build brand loyalty.

Threat of Substitution

The retail industry faces an ongoing threat from e-commerce and online marketplaces. Companies such as eBay and Etsy provide alternative options for quality and affordable products, so traditional retailers must continually innovate to remain relevant.

Threat of New Entrants

It’s easy to set up an online store, which means there’s a lower barrier to entry in the retail sector. Platforms such as Shopify allow new small businesses to attract customers and establish themselves quickly. However, the cost of competing with established giants in terms of marketing and logistics makes it difficult to dominate the market.

Advantages of Porter's Five Forces

Porter’s Five Forces is an indispensable resource for businesses seeking sustainable growth and competitive advantage. Here are some of its key benefits:

  • Holistic Analysis: Porter’s Five Forces provides a comprehensive overview of the competitive landscape. As a result, organizations can allocate their resources and make decisions based on multiple factors existing in the environment.
  • Strategic Insight: The model lets businesses think critically about their position in their industry and their existing competitors. That way, they can make informed decisions.
  • Risk Mitigation: By identifying potential threats, companies can address challenges ahead of time. For example, it offers a unique value proposition to remain relevant for consumers.
  • Opportunity Identification: Recognizing industry gaps and unmet needs can help businesses differentiate themselves or develop innovative solutions.
  • Long-Term Sustainability: When strategies consider Porter’s Five Forces, they are more likely to withstand market fluctuations.

Disadvantages of Porter's Five Forces

Porter’s Five Forces is a robust framework but comes with limitations. Here are some of its disadvantages:

  • Oversimplification: The model oversimplifies complex market dynamics and fails to evaluate “why” some observations occur. As a result, it can be easy to miss subtle nuances.
  • Inaccurate Strategic Analysis: The framework needs to account for the dynamic nature of industries and markets. They may evaluate their competition on broad or narrow terms while failing to consider shifting boundaries.
  • Backward-Looking: Porter’s Five Forces provides an overview of an industry based on the past, which makes it ideal for short-term analysis. However, factors including globalization and rapid technological advancements can make its analysis inaccurate.
  • Need To Understand the Purpose of Porter’s Five Forces Framework: Porter’s Five Forces can help you analyze an industry to create a business strategy. It is not used to analyze an individual company or determine whether an industry is attractive.

Bottom Line

Porter’s Five Forces provides a timeless framework for organizations that want to evaluate their competitive environment, identify opportunities and fortify their positions against threats. By understanding the different forces, businesses can make informed decisions and adapt to evolving markets.

Frequently Asked Questions (FAQs)

Yes, Porter’s Five Forces remain relevant in today’s business landscape. The core concepts of competition, supplier power, buyer power, substitution threats and new entrants continue to shape businesses’ future.

Porter’s Five Forces model mainly aims to help organizations assess their competitive environment. It provides a structured framework for understanding the forces that impact a company’s profitability and long-term sustainability so businesses can make strategic decisions.

Porter’s Five Forces primarily focuses on external factors that affect a business’s competitiveness. In contrast, SWOT analysis examines internal and external factors, such as a company’s strengths, weaknesses, opportunities and threats, to provide a broader perspective on strategic planning.

Having a competitive advantage is crucial in today’s business landscape. Businesses can harness their competitive advantage by offering unique value to customers, reducing costs or differentiating themselves in the market.

Original document, Porter’s Five Forces: Definition & How To Use The Model
Source: Forbes
Adapted for Academy.Warriorrising

Some examples of “Pain” identification in Consumer products

Some examples of “Pain” identification in Consumer products

Levi Roots’ Reggae Reggae Sauce
Chef and musician Levi Roots also appeared on the U.K.’s Dragons’ Den show in 2007. The
Dragons were keen to invest in his product, Reggae Reggae Sauce, a tasty jerk barbecue
condiment.
Roots walked away with $62,600 from Dragons Richard Farleigh and Peter Jones in exchange
for 40% equity. Major U.K. supermarket Sainsbury’s immediately stocked the product in 600 of
its stores. Sales were projected at 50,000 bottles a year, but the chain ended up shifting 50,000
per week.
The product range was expanded and the super-popular Reggae Reggae brand is now
available from a variety of retailers, as well as fast food chains including Subway and KFC.
Needless to say, Levi Roots is rolling in it. His net worth is estimated at $37.9 million.
Aaron Krause’s Scrub Daddy
Auto polisher and inventor Aaron Krause created his clever multitasking sponge with a smiley
face in 2006 while developing a foam buffing pad. The car detail expert came up with an extraspecial sponge that turns soft in warm water and hard when it’s drenched in cold water.
The foam buffing pad was sold to 3M in 2008 and Krause almost forgot about his other
invention until 2011 when he had to clean some garden furniture. Krause dug out the sponge
and was bowled over by its cleaning prowess. Thinking he was on to something big, the
polishing pro went on the Shark Tank TV show in 2012 to pitch the product.
The Sharks loved it. Krause bagged a $200,000 investment for 20% equity from Lori Greiner,
who helped him garner deals with major retailers like QVC. Scrub Daddy is now America’s No. 1
sponge, with total revenues topping $110 million, and its inventor is thought to be worth up to
$70 million.
Scott Boilen’s Snuggie
Blankets with sleeves have been around since the 1990s – the Slanket for instance was
invented by Maine’s Gary Clegg in 1998 – but innovator Scott Boilen’s take on the concept, the
all-conquering Snuggie, has been the most lucrative by a long shot.
Boilen’s company Allstar Marketing Group brought the Snuggie to market in 2008 and launched
a cheesy commercial that generated a lot of buzz, triggering a massive craze. A whopping 20
million Snuggies were sold in the first year, with sales exceeding $40 million in the first three
months alone.
The “Cult of the Snuggie” was featured on The Tonight Show, appeared in countless YouTube
videos and inspired everything from Snuggie pub crawls to ‘wear your Snuggie movie nights’. By
2018, the product had generated a whopping $500 million, according to CNBC, and Boilen is
now estimated to be worth at least $200 million.
Hamdi Ulukaya’s Chobani
In 2005, Kurdish businessman and dairy guru Hamdi Ulukaya spotted a gap in the U.S. market
for thick, strained Greek-style yogurt and set about launching his own version. The all-natural
product, which he called Chobani, launched in 2007.
Starting off by selling to small-scale retailers, Ulukaya relied on word of mouth initially to
promote the product and this strategy paid off a treat. In 2009, several major chain stores began
to stock the yogurt and sales hit the roof.
By 2012, Chobani had grown to become America’s leading Greek-style yogurt brand with
revenues topping $1 billion. A resounding success, the brand has remained on top and Ulukaya
is now worth $2 billion, according to Forbes.
Nick Woodman’s GoPro Hero
GoPro Hero inventor Nick Woodman had his eureka moment in 2002 on a surf trip to Australia.
Keen to capture all the action, Woodman cobbled together a wrist strap that enabled him to
wear his camera while hitting the waves.
Woodman developed his idea further and, with the help of a loan from his father, launched the
first GoPro Hero in 2004. The product consisted of a Chinese-made 35mm camera and
Woodman’s custom strap. Sales were buoyant from the get-go and doubled year on year.
The camera, which is now digital and has spawned a HD video version, was selling in the
millions by 2012. GoPro went public in 2014 and Woodman’s net worth peaked at $3.9 billion.
Since then, the company share price has tanked as sales have bottomed out. Still, Woodman
remains fabulously rich, though his net worth has fallen to a reported $900 million.
Sara Blakely’s Spanx
Sara Blakely came up with the idea for Spanx in 1996 when she working as a door-to-door
saleswoman in Florida and had to wear panty hose on the job. Blakely liked the slimming effect
but hated the way the seams showed when she was sporting open-toe sandals.
One evening, Blakely was getting ready for a party and wanted to wear a pair of white trousers,
but didn’t have any underwear that wouldn’t show through the fabric, so she grabbed a pair of
her work panty hose, cut off the leg parts, and Spanx was born.
Realizing her invention’s potential, Blakely invested her life savings of $5,000 into developing
the concept. Spanx launched in 2000 and found its way into major department stores in no time.
Sales soared and the product became a lingerie staple. Blakely is now estimated to be worth $1
billion.
Manoj Bhargava’s 5-Hour Energy
Former monk Manoj Bhargava dreamed up his $1 billion product after tasting an energy drink at
a trade show in California back in 2003. Michigan-based Bhargava was put off by the large
bottle and thought a mini shot-sized version would be more appealing to consumers.
He wasn’t wrong. Bhargava formulated a stimulating concoction of caffeine and B vitamins that
he packed into tiny 2-ounce bottles. His 5-Hour Energy drink was launched that same year and
picked up by drugstores, supermarkets and convenience stores. It has since taken America by
storm.
Now the go-to mini energy drink for everyone from athletes to students, 5-Hour Energy pulls in
annual revenues of almost $1 billion. Bhargava, who has signed the Giving Pledge and intends
to give away 99% of his fortune, is thought to have a net worth of up to $1.5 billion

Original document, PDF LINK
Source: PDF
Adapted for Academy.Warriorrising

Military planning translated into business – Strategic plan

Military planning translated into business - Strategic plan

I work for a software company in California. Prior to that I spent time in the Army. I saw many similarities between leading troops in battle and leading them on a sales floor. I put this together for the sales people to use as a template and let them build their own. Do any of you find this helpful?

The OPORD or Operation Order is the single most important piece of mission planning. A directive issued by a commander to subordinate commanders for the purpose of affecting the coordinated execution of an operation. (Joint Pub 1-02)

The format has not changed much over the years because of it’s effective nature. Every troop has experience with them and if you’re in a leadership position you better know the format by memory. To hammer the subject home, the Army Rangers have a 10′ 10′ board at the entrance to the infamous Darby Queen obstacle course outlining the OPORD and stress the importance of reading it twice.

When used effectively, it is possible to gain complete clarity of mission goals and execution. These are created by Generals for the important task of maneuvering troops on the ground and for much smaller tasks of getting some ice in downtown Nasiriya.

Having this clarity on your obstacles, goals, and plan of execution hands troops the power of the outcome. Imagine going into battle and having your commanding officer say “Here you are, now go North and do something.” What do you do? We’ll save the discussion about being set up for failure later. Lets focus on the solutions for a while.

You NEED a plan and most of us unless we have had some exposure to mission/project planning in the past have zero clue on what to do next. As my Drill Sergeant used to say. “Without clarity, there is chaos.” He left out that sometimes there is chaos anyways. But it’s always better to have a plan.

The same is true in business. Since I am a sales guy, I’ll use that as the example. I have created an OPORD for every one of my positions since I understood what they do. If you play semantics with me for a moment, I’ll explain.

1. Situation (Whats going on?)

a. Enemy. (Who are my target companies)

(1)Weather. (Is the industry hot or cold?)
(2)Terrain. (Do they have an advantage because of market share, informed sales people?)
(3)Enemy Forces. (Who’s the competition?)

b. Friendly. (Do you have partners to help with the goal?)
c. Attachments and detachments.

2. Mission.

This is an explanation of what you plan to accomplish. Not a short summary of what you want, put some thought into it and write out a couple paragraphs of ‘what’ you want and ‘why’ it NEEDS to happen.

My goal is to saturate my sales region with information about the NetSuite product learning the details of the businesses I come in contact with and understanding their needs. Working with them to solve their pain by implementing a solution that gives them business clarity and a means to create a positive cash flow.

By doing this I will gain new contacts in a growing industry by selling awesome products and gaining market share for my growing company insuring a long and profitable career in sales.

That’s just an example.

3. Execution. (this is where the rubber meets the road.)

a. Concept of the Operation (Understanding line item 1 how are you going to position yourself?)
b. Specific tasks. ( How many calls are you going to have to make? How many hours are you going to put into it? Brainstorm on everything you can think of that will bring about the result you want.)
c. Coordinating instructions. (What marketing campaigns are being executed? What features are being released? Create a starting point.)

4. Service Support. (Who’s going to help you?)

a. General. (Who’s in your chain of command, managers peers?)
b. Material and Services. (What tools do you have available? White papers, demonstrations, communication tools?)
c. Medical evacuation and treatment. (When something goes wrong in the deal, who do you turn to?)
d. Personnel. (Do you have product marketing or engineers to back you up?)
e. Miscellaneous. (Every other support platform you can use.)

5. Command and Signal (Who do you report to and how do you close the deal?)

a. Command. (Usually your boss.)
b. Signal. (Ring the bell!!)

6. POC (Point of Contact) (Sign your name.)
This seems like sales 101, but I’d venture to say that 60% of the sales professionals I know do not have a clear written plan of what needs to be done and how they plan on achieving the task. and the other 30% never follow through. The 10% of high achievers in any company will have some variation of this report handy and revise it as needed.

For sales people, having a plan and executing it, is the difference between steak, lobster and a BMW or PB&J and a Yugo. Consistently hitting your numbers or worrying how you are going to pay the bills this month. Where do you fall in the mix?

Some sales methodologies use the same principles and they call them ‘Blue Sheets’ using Miller Heiman as an example. What ever you call it. You WILL get further in your career by having a plan to get there!

Original document, Military planning translated into business – Strategic plan
Source: Manager Tools
Adapted for Academy.Warriorrising

Why Leaders Should Focus On Strengths, Not Weaknesses

Why Leaders Should Focus On Strengths, Not Weaknesses

Motivating others is one of the most significant issues we face in leadership. Strength-based approaches can be a powerful tool for increasing motivation and performance. Comparing the impact and the cost of it, I believe strengths-based strategies are a worthy investment for leaders, yet it seems this approach does not get as much space in leaders repertoire as it deserves. In this article, I’ll be delving into two issues: what makes a stengths-based strategy so impactful and the ways leaders can better leverage the strength-based approach in the workplace.

The Impact Of A Strengths-Based Strategy

Based on Martin Seligman’s work with positive psychology, the VIA Institute on Character and Gallup have done research on strength-based approaches in the workplace. In one of the studies, Gallup found that employees feel more confident, self-aware and productive when focusing on strengths rather than weaknesses. In turn, this leads to higher employee engagement, increased performance and significantly lower attrition rates.

The research results make more sense when we analyze the outcomes of our relationship with strengths. Our strengths are great resources for increasing our energy and making us feel dynamic. It’s not uncommon to lose track of time when focusing on an area where our strengths shine — it’s an experience you may recall from your youth. Usually, these are remembered as joyful moments. The result of putting our strengths into what we are doing is joy, energy and feeling alive.

So, why do we accept the loss of joy? The answer is so familiar: While living in a “fixing” environment, we focus on our weaknesses to fix, rather than the strengths we alread have and can act on. Author Marcus Buckingham puts it another way in his book Now, Discover Your Strengths. He asked which grade parents would focus on when their kids bring home their report card if it showed an A in English, an A in Social Studies, a C in Biology and an F in Algebra. The majority of the parents (77%) said they would focus on the F in Algebra. This illustrated how, unfortunately, we are so used to focusing on our weaknesses since the very beginning of our learning journey. There is a common belief that we have got to fill the gap. Otherwise, we will be weaker. It’s the idea that only if are weaknesses could be corrected, we could be fixed and feel complete!

The problem is this mindset causes a definite feeling of insufficiency. This sense of “I’m not enough” invites other negative emotions, like anger, fear and anxiety, which do not help us to get motivated or boost our creativity so that we can better think of solutions to the problems that we face.

We all know that it takes a lot of energy to “fix things” and minimize our weaknesses. The painful part of this approach is that while we have so many valuable resources, we spend a vast amount of our energy trying to get a little bit better on our weaknesses. Making weaknesses the center of attention starts at home and school at an early age, and consciously or subconsciously continues at work and in every part of our lives. Therefore, the most outdated approach in leadership is to focus on weaknesses and fixing them instead of giving some of that space to strengths. Focusing on weaknesses instead of strengths is a disadvantageous attitude

How Leaders Can Leverage A Strengths-Based Approach

There are many effective tools that can help leaders capitalize on strengths at work. The most significant step in transforming from a weakness-focused mindset to a strength-based approach involves two things. First, the leaders’ intention to focus on strengths. When leaders identify and concentrate on well-articulated strengths in the given context, employees will likely view their managers as resources that bring motivation, success and life into the workplace.

Second is the ability to develop awareness and competencies for assessing strengths before putting them into practice. The more we infuse these into our daily routines, the fastest it soaks into the work culture. These assessments could be practiced in daily, weekly and monthly meetings or retreats. You could design a project or group exercise to be completed as a team that involves various kinds of tools and methods, like peer group work, coaching dyads or similar workgroups. In my decade of experiencing coaching groups, I’ve had the opportunity to witness excellent examples of groups working with strengths, harnessing the power to increase motivation, the level of communication and trust within the team.

Leaders could also add KPIs to performance appraisals, depending on the strengths employees could put to work and the actions required to follow through. At the team level, the team could decide on their strengths and could have a list of competencies that they will put into action. Leaders could organize a specific workshop after a team assessment for strengths, focused on the actions that they can take to implement those specific team strengths on a regular basis. On both the individual and team level, it helps to focus on the strengths and action plan at certain times, like at the beginning of the meetings or at the retreats, to specify the intentions of how to put specific strengths into action.

Leaders often look for better ways to elevate leadership skills to achieve more significant goals. Strength-based management is one of the most critical leadership approaches that can motivate followers. In my experience, you will reap the rewards of this transformation, and it will significantly contribute to a healthier work culture in your organization.

Original document, Why Leaders Should Focus On Strengths, Not Weaknesses
Source: Forbes
Adapted for Academy.Warriorrising

About the Military Decision-Making Process

About the Military Decision-Making Process (MDMP)

The military decision-making process (MDMP) is an iterative planning methodology to understand the situation and mission develop a course of action, and produce an operation plan or order (ADP 5-0). Commanders with an assigned staff use the MDMP to organize and conduct their planning activities.

The MDMP is applicable across the range of military operations from military engagement, large scale combat operations, and security cooperation activities to crisis response. The military decision making process (MDMP) helps leaders apply critical and creative thinking to analyze a mission; develop, analyze, and compare alternative courses of action (COAs); select the best COA; and produce an operations plan (OPLAN) or operations order (OPORD). The seven steps of the MDMP are—

Army leaders employ several methodologies for planning, determining the appropriate mix based on the scope and understanding of the problem, time available, and availability of a staff. Army planning methodologies include the Army design methodology (ADM), military decision-making process (MDMP), troop leading procedures (TLP), rapid decision-making and synchronization process (RDSP),and Army problem solving.

Army Design Methodology and the Military Decision-Making Process (MDMP)

Depending on the situation and the complexity of the planning effort, commanders can initiate Army design methodology (ADM) before conducting the MDMP. Army design methodology assists commanders and staffs in understanding an operational environment (OE), framing the problem, and developing an operational approach to solve or manage the problem. The understanding and products resulting from ADM can then guide more detailed planning during the MDMP.

Collaborative Planning

The MDMP facilitates collaborative planning as the higher echelon headquarters solicits input and continuously shares information concerning future operations with subordinate, adjacent, supporting and supported units, and with unified action partners through planning meetings, warning orders (WARNORDs), and other means. Commanders encourage active collaboration among all organizations affected by a pending operation to build a shared understanding of the situation, participate in COA development and decision making, and resolve conflicts before publication of a plan or order.

Preparation

The MDMP also drives preparation. Since time is a factor in all operations, commanders and staffs conduct a time analysis early in the planning process. This analysis helps them determine what actions are required and when those actions must begin to ensure forces are ready and in position before execution. This may require commanders to direct subordinates to start necessary movements, conduct task organization changes, begin information collection, and execute other preparation activities before completing the plan. These tasks are directed in a series of WARNORDs as the commander and staff conduct the MDMP.

Modifying the MDMP

The MDMP should be as detailed as time, resources, experience, and the situation permit. Performing all the steps of the MDMP is detailed, deliberate, and time-consuming. Commanders use the full MDMP when they have enough planning time and staff support to thoroughly examine multiple COAs and develop a synchronized plan or order. This typically occurs when planning for a new mission. Commanders may abbreviate the steps of the MDMP to fit time-constrained circumstances and produce a satisfactory plan.

The full MDMP provides the foundation on which planning in a time constrained environment is based. The advantages of using the full MDMP are—

  • It enables a better understanding of the situation and problem to solve.
  • It analyzes and compares multiple friendly and enemy COAs to identify the best possible friendly COA.
  • It produces the greatest integration, coordination, and synchronization of forces in plans and orders.
  • It minimizes overall risk and the chance of overlooking critical aspects of an operation.
  • It best identifies contingencies for branch and sequel development.
  • It results in a more thorough OPLAN or OPORD.

The primary disadvantage of using the full MDMP is it can be resource intensive for both time and effort. The longer the higher headquarters spends planning, the less time it generally leaves for subordinates to plan and prepare for operations.

Editor’s note: Army leaders employ several methodologies for planning, determining the appropriate mix based on the scope and understanding of the problem, time available, and availability of a staff. Army planning methodologies include the Army design methodology (ADM)military decision-making process (MDMP)troop leading procedures (TLP)rapid decision-making and synchronization process (RDSP), and Army problem solving. All five planning methodologies are discussed in The Battle Staff SMARTbook.

The military decisionmaking process (MDMP) is covered extensively in BSS7: The Battle Staff SMARTbook, 7th Ed. (Planning & Conducting Multidomain Operations) with six pages overviewing the MDMP, four pages on mission receipt (step I), 16 pages on mission analysis (step II), 12 pages on COA development (step III), 12 pages on COA analysis and war-gaming (step IV), four pages on COA comparison (step V), two pages on COA approval (step VI), two pages on orders production (step VII) and two pages on planning in a time-constrained environment.

Original document, About the Military Decision-Making Process
Source: The Lightning Press
Adapted for Academy.Warriorrising

Promoting Community-Friendly Policies in Business and Goverment

Standard Operating Procedures: Developing and Implementing

Consider two businesses, Company A and Company B:

Company A buys a tract of forest and meadow next to a wildlife protection area, cuts down all the trees, and covers most of the land with parking lots. It builds – with tax breaks given by the community to encourage it to settle there – a large factory that belches smoke into the sky and flushes chemicals into the river that flows through the protected land next door.

Many local people apply for the high-paying jobs the factory offers, but few are hired; Company A has brought most of its former workforce with it, driving up local housing prices and flooding the schools with new students. Suddenly taxes and prices rise, and new houses are going up on much of the open land that has made the community a pleasant place to live.

As if that weren’t enough, the company refuses to join the local United Way, explaining that its parent company contributes to charity through its own foundation. When local organizations inquire about funding from the foundation, Company A representatives tell them that it only gives money to large, established charities.

Company B buys a similar, but larger, tract of land…and immediately sets aside half of it as a conservation area, which it invites the community to use. Rather than building a new plant, it has decided that the old factory on the edge of its new land is just what it needs, and hires local contractors to make over the building. At the company’s direction, they install solar panels, double-paned windows that will reduce lighting costs and provide solar heat in winter, low-flow faucets, a water-recirculation system, and other “green” features. The plant, when it is finished, will be highly energy-efficient, and will, according to the company, put nothing into the environment that’s harmful to people, wildlife, plants, or water quality.

Company B announces that it plans to hire at least 75% of its workforce from the local community, and to set up a training facility so that local people can learn the skills they need to work at the plant. It will also feature an on-site day care center for employees, as well as a generous medical and dental plan. Its executives volunteer for various organizations and boards. It funds half the cost of the construction of a new science center at the high school. It joins United Way and becomes active in its fundraising. And it explains that all of this is the policy of Company B’s parent corporation, which believes in giving back to communities where it earns its money.

Which business’s policies are more community-friendly? These examples are both extremes, of course. There are companies as callous as Company A, but not a huge number, and there are probably even fewer as community-spirited as Company B and its parent corporation. The contrast, however, serves to illustrate the difference between community-friendly and non-community-friendly business policies.

This section is about the social, health, economic, and environmental policies that business and government can adopt to improve community life, foster community development, and create healthy communities…and how community builders can persuade them to do so.

WHAT DO WE MEAN BY COMMUNITY-FRIENDLY POLICIES?

Community-friendly policies benefit either the community as a whole or its citizens as individuals and groups. They work to strengthen the bonds that hold the community together and stimulate it to develop and grow in positive ways. In some communities, community-friendly policies may also be those that help the community keep its character and historic structures and traditions, rather than forcing it into a different mold. In others, community-friendly policies may help the community change or adapt to change. They are, in the final analysis, policies that make the community healthier and benefit its quality of life.

Community-friendly policies have some specific characteristics:

  • They regard each community individually, taking into account the realities and uniqueness of its situation and its real needs.
  • They pay attention to the cultural and social norms of the community, and to patterns of relationships and settlement.
  • They support diversity and its expression, with the understanding that people can only feel like members of a community if they feel trusted and respected for who they are.
  • They don’t allow the building of highways that cut close-knit neighborhoods in half, or that eliminate neighborhoods entirely, as happened in many cities in the Urban Renewal era of the 1950’s to mid-’70’s.
  • They don’t favor one group at the expense of another, or make racial or cultural distinctions.
  • They respect the natural environment and the history of the community enough to try to preserve and take care of them.
  • They safeguard and promote the health and security of the community and its members, and lead to regulations that are fair to everyone.

The attention paid to community-friendly policies should make the community a better place to live, and improve the lives and situations of everyone in the community over time.

In the ideal, community-friendliness would be a normal consideration in any policy decision. In order for that to happen, businesses and government have to see community not only as a place where people live, but as a shared experience as well, one to which every member contributes, and from which every member benefits. The Institute for Public Policy Research, for instance, a progressive think tank based in England, seeks to use community as the context for all thinking about social and economic policy, and thus to make all policy community-friendly. This thinking fits nicely with the World Health Organization’s use of community as the context for thinking about health. Community-friendly policy ultimately leads to a healthy community.

Community-friendly policies come in many forms. We’ve already suggested that they may be social, health-related, economic, or environmental, and this isn’t really the whole story. We could include “political” and “cultural” under “social” as well, for example. As the title of this section implies, these policies can be the products of either business or government or both. They may be aimed directly at community-friendly goals, or they may be unintentional by-products of self-interest. Often, they are a combination of the two, in that instituting such policies may benefit a business, a government branch or agency, or an official, as well as the community.

WHAT ARE SOME EXAMPLES OF COMMUNITY-FRIENDLY POLICIES?

COMMUNITY-FRIENDLY SOCIAL POLICIES.

Social policies affect the ways in which individuals and groups interact with and relate to one another in a community or a society, as well as their responsibilities and obligations to one another and their rights. Both governments and businesses can institute social policies – governments for communities, states, or countries as a whole; businesses for their own employees, or, sometimes, through a trade association or agreement, for all workers in a particular group or industry.

Community-friendly social policies are those that encourage or support social norms that make the community as a whole more livable, or that improve the lives of large numbers of individuals or groups without detracting from anyone else’s.

Examples of community-friendly social policies:

  • Rent subsidies for low-income residents, coupled with tax incentives for landlords to fix up and offer subsidized, as well as market-rate, units. These policies make it possible for everyone to have a decent place to live, encourage mixed-income housing (and thereby diversity), and increase the supply of affordable housing.
  • The development or encouragement of the development of pedestrian spaces in the community through subsidies, negotiations with developers, tax incentives, etc.

Many such spaces exist, some as a result of civic projects, and some because of government encouragement. From the Stroget and the Radhasplats in Copenhagen, Denmark, to Church St. in Burlington, Vermont in the U.S., communities large and small have either constructed new streets and squares designed expressly for walking, lingering, shopping, and socializing or have closed off existing streets to traffic. Copenhagen, beginning in 1962, has turned itself quite consciously into a city of walkers and bikers. The city has eliminated, a few at a time, hundreds of parking spaces, and has, year by year, turned parking lots and car-choked streets into no-drive zones. In the process, it has quadrupled its street life, improved its commerce (people are much more likely to stop and buy something from a store they’re walking past than from one they’re driving past), reduced pollution, and made the city one of the most agreeable in Europe.

  • Policies prohibiting discriminatory practices, such as racial profiling, discrimination in housing and hiring, etc.
  • A government commitment to public transportation. Public transportation provides mobility to those who have no access to cars, conserves resources, and reduces traffic congestion.
  • Language policies. Translation in public meetings (as well as signing for the hearing-impaired) and other government activities sends a message that all are welcome to participate, and that everyone’s participation is valued.
  • Financial and other encouragement for fixing up existing buildings and using former industrial and other abandoned spaces for housing and other development. This type of policy can help historic preservation – an important element of community identity – and prevent sprawl, which wastes energy and other resources and eats open space.
  • Family-friendly policies. Parental leave, on-site day care, flexible schedules, and similar benefits make lives better for working families and allow them more time to participate in community life.
  • Workplace education, particularly in basic skills and English as a Second or Other Language (ESOL). Education benefits the workers involved, the employer – because its workers are better prepared and can be more easily trained – and the community, by enabling workers to take part more fully in community life.
  • Employers encouraging – and, in many cases, paying for – employees to spend time volunteering on organizational and community boards and committees, and in health, human service, and cultural organizations.
  • Support for community arts and culture. By sponsoring performances, displaying art in business spaces open to the public (as many banks do), and otherwise supporting the arts and culture, businesses can add greatly to the quality of community life.
  • Support for recreation. Many businesses sponsor youth sports teams, charity golf tournaments, and community sports leagues.
  • Transportation. Community-friendly transportation policy could be considered social, economic, health-related, or environmental, depending on the lens through which you view it. Public transportation and business-financed or -sponsored van pools and shuttles allow for inexpensive and convenient transportation to work, school, and shopping; provide transportation for those who otherwise wouldn’t have it (seniors, people with disabilities, the poor); encourage the mixing of people from different community sectors and cultures; make businesses – particularly downtown businesses – more accessible; encourage walking (to and from stops, on errands in between rides); reduce traffic congestion and pollution; and save energy.

COMMUNITY-FRIENDLY ECONOMIC POLICIES.

Economic policy covers a vast area, touching on anything that involves the ways in which people and communities meet their basic needs – food, clothing, and shelter for individuals; government, education, and infrastructure (roads, utilities, etc.) for communities – and, for those fortunate enough to have that opportunity, pay for luxuries and leisure activities. Most of the policies of both government and business are either directly focused on economics, or are driven by economic concerns.

Community-friendly economic policies are those that help assure that all community members have their basic needs met; improve the economic situation of low-, moderate-, and middle-income individuals and families, allowing them greater economic freedom and more choices; or improve the economic situation of the community as a whole, providing taxes, employment, and opportunity, as well as access to goods and services.

Examples of community-friendly economic policies:

  • Enterprise zones and Business Improvement Districts. Enterprise zones are low-income districts in both urban and rural areas that receive funding from the federal or state government to revitalize themselves. Business Improvement Districts are areas where local businesses make voluntary contributions to support the economic and other development of their district.
  • Hiring practices. Local governments often try to engage in fair hiring practices, so that the racial, ethnic, gender, and cultural mix of city employees reflects the general population. City governments also can, and often do, require that any city employees – teachers, firefighters, police, etc. – live within the city. This both works to keep the city a community of families, and ensures decent jobs for a large number of residents.

This latter policy, unfortunately, can be a double-edged sword. Boston, for instance, which requires residence for city employees, is one of the most expensive housing markets in the country. It is often very difficult for, say, a firefighter, especially if he has a number of children, to find affordable housing. Many leave, and many others settle for homes that are far smaller than they need because they can’t afford anything bigger.

  • Tax incentives. Governments at all levels can offer tax breaks to businesses in return for such practices as setting up shop in distressed or disadvantaged areas, adopting environmentally-friendly procedures and equipment, and hiring members of disadvantaged groups (welfare recipients, people with disabilities).
  • Education. State governments may subsidize the building of new schools, for instance. State university systems in the U.S. provide inexpensive education to students whose families might not otherwise be able to afford college, and universities in some countries are free to all who are eligible to enroll.
  • Community Development Block Grants. These federal grants are funneled through the states to communities, specifically for the improvement of infrastructure and public services in low-to-moderate income areas.
  • Community Reinvestment Act (CRA). In 1977, the U.S. Congress passed a law requiring banks to develop community-friendly lending and investment policies in the communities in which they do business. Over the years, the CRA has made it possible for many low- and moderate-income families to become homeowners, and has supported community development efforts in thousands of communities.

Many individual banks do far more than the law requires, and work closely with the community and community groups to design creative initiatives that encourage the establishment of small businesses and allow community development that both fosters economic growth and maintains the environmental and social character that makes a community a good place to live.

  • Hiring and personnel practices. Like government, a business or industry may give hiring preference to local applicants or disadvantaged groups, and may even, like Company B in our example, set up training programs to prepare those people to be hired. They may also promote from within, so that someone starting out as a janitor or laborer has the opportunity to end his working life as a foreman or manager.

In some cases, employers may offer courses or skills training in areas that would be useful to employees outside of work.

  • Employee buy-in. Many companies offer employees the chance to buy shares in the business, making them part-owners. This can be risky – many employees of Enron who invested heavily in the company lost their life savings when it went under – but it also means that workers have a say in how the company is run, and a stake in making it successful.
  • Support for other local businesses. A business that’s willing to try to find materials and supplies locally, even if it means paying slightly more, is carrying out a community-friendly policy. Restaurants often try to support local agriculture and buy directly from farmers in their area, for instance.
  • Small loans to individuals. In some areas of the developing world, a few banks have found that making small loans to villagers can be a good investment. Especially in places where a non-governmental organization (NGO) or individual has organized borrowers into an organization, as small a loan as $25.00 can pull a whole family – and sometimes a whole village – out of poverty.

With loans as small as $10.00, women in India have built weaving cooperatives, bought dairy animals, and started cell phone services. Similar stories can be found across South Asia and Africa. In addition to the proceeds from the small businesses they start with the loans, many borrowers’ groups also become literacy classes, which allows them to step up to another rung of their society, and to make better lives for their children.

COMMUNITY-FRIENDLY HEALTH POLICIES.

In a sense, all community-friendly policies are health-related. The World Health Organization (WHO) sees health as a community issue, and finds nine prerequisites for health and a healthy community: peace, shelter, education, food, income, a stable ecosystem, sustainable resources, social justice, and equity. These include all the areas that community-friendly policy is likely to touch on. There are, however, policies that aim specifically at the physical health of citizens.

Examples of community-friendly health policies:

  • The establishment of greenways, bike lanes, urban and rural walking and bike trails, etc. These car-free paths encourage people to exercise, granting them not only pleasure, but the health benefits of regular physical activity, and may reduce pollution as well.
  • No-smoking laws. While many smokers would perhaps not regard these laws as community-friendly, there is no longer any question that smoking is a health hazard, and that second-hand smoke – smoke breathed by non-smokers in the presence of people smoking – is nearly as harmful as smoking itself. Anti-smoking ordinances protect the health of non-smokers, and may help to change smokers’ behavior.
  • The construction of public sports facilities. Building sports facilities – skate parks, tennis courts, soccer fields, pools – for community use encourages exercise, particularly for children and youth. There is a good deal of evidence that habits of physical activity gained in childhood stay with you for the rest of your life, and help to prevent heart disease, strokes, and other ailments that were once considered the inevitable companions of aging.
  • Health care and health insurance. In most of the developed world, with the notable exception of the U.S., governments use tax money to provide health care for everyone, either by employing medical professionals directly or by acting as insurer.

This short list doesn’t even scratch the surface of government programs that promote health or otherwise address health issues. Federal, state, and local governments in most countries variously conduct or fund mental health counseling, substance use prevention and treatment, community clinics, nutrition programs, disease (e.g., malaria) eradication…the list goes on and on. Not all these programs are community-friendly: many, although well-meaning, fail to take into account the cultural norms of the population they’re aimed at, or the real needs of the community. They are all aimed, however, at improving the health and lifespan of the population.

  • Encouragement of exercise. Many businesses maintain an on-site exercise facility, (gym, workout room, outdoor jogging track, etc.), sponsor walking or jogging clubs or lunchtime sports, or subsidize health club memberships for employees.
  • Healthy food in company cafeterias and restaurants. Businesses can choose to serve only healthy food in on-site cafeterias. Healthy food can help employees manage weight and avoid heart disease, many cancers, and diabetes, among other conditions.

Even fast food restaurant chains are changing the ingredients they use. Their food is still generally very high in calories, but most now is fried in poly-unsaturated oil rather than beef fat or lard, and most chains offer salads, which – if you skip the dressing and the deep-fried chicken on top – are reasonably healthy.

  • Managing emissions into the air and water. By “scrubbing” or otherwise treating whatever comes out of their factory chimneys and waste pipes, businesses can maintain or improve the community’s air and water quality, thus reducing the risk of respiratory illness, certain cancers, and other conditions.
  • Employee assistance programs. Mental health counseling, substance use treatment, stress management, and other health-related services are offered, either on- or off-site, by many businesses as part of their employee benefit package.
  • Preventive health screenings. Some employers conduct annual or semiannual screenings for high blood pressure, cholesterol, diabetes, and other easily-detectable conditions at no cost to employees.

These screenings work to the employer’s benefit as well, as do other health-promotion activities. The less time employees lose to illness, the more productive – and profitable – the business will be.

COMMUNITY-FRIENDLY ENVIRONMENTAL POLICIES.

The environment of a community can be divided into the natural environment – the areas of land, air, and water that haven’t been shaped by human interference, and the plants and animals that flourish there – and the built environment – the buildings, streets and roads, bridges, and other constructions that people make in order to mold their environment to their comfort and convenience. Falling somewhere between are the “natural” areas that aren’t really natural – parks, farms, and other man-made landscapes, as well as the areas that were once used by people, but have been intentionally or unintentionally left to go “back to nature.”

The ultimate goals of community-friendly environmental policies are to create as comfortable and people-friendly a built environment as possible, preserving open space and other features of the natural environment, conserving natural resources, and maintaining healthy air and water quality. In government and business alike, these ends demand attention to both the built and natural environments.

Examples of community-friendly environmental policies:

  • Establishment of wildlife refuges, urban wilderness, and other protected areas. Most national, state or provincial, and many local governments set aside areas of natural beauty or particular interest to be protected from development.
  • Environmental requirements for development. Following on the landmark U.S. National Environmental Policy Act of 1969, many countries, as well as individual states and provinces, have instituted laws requiring assessments of the environmental impact of any government or government-funded project. This makes it possible to minimize the environmental consequences of such a project to the community, and to protect natural areas and resources.
  • Environmental laws and regulations. In the U.S. and many other countries, laws regulating air and water quality, mandating environmental clean-up, and setting vehicle emissions standards protect both the community and the environment.
  • Conservation easements and farmland protection policies. Conservation easements and the Farmland Protection Program make it possible to sell the development rights to land at a fair market rate (or to donate the rights and take a tax credit) to the government or a land trust, while keeping ownership. This protects the land from development, while allowing owners who may have few other assets to realize its value.
  • Recycling. Many communities establish recycling centers where paper, plastic, glass, metal, and other materials are sold to recyclers and reused. While there is occasional debate about whether this actually saves energy (recycling materials, by some measures, uses as much energy as manufacturing new materials), it obviously saves bulk. Glass and plastic, in particular, don’t break down in landfills – they’ll still be there in a thousand years – so the more times they can be recycled, the better for the community environment.
  • Building or refitting buildings to conserve energy. Businesses can use renewable-energy heating, water recirculation, and other energy-conservation schemes.

Many communities and businesses now try to build or adapt buildings to the LEED (Leadership in Energy and Environmental Design) standards of the U.S. Green Building Council. Some communities give tax breaks or other incentives to developments or businesses whose structures meet LEED standards.

  • Adopt-a-highway programs. Here, a business takes responsibility for keeping a mile or two of local roadway clear of trash and debris by sending out a crew of employees on a regular basis to clean up the roadside.
  • Tree-planting and other similar activities. Many businesses engage in beautification efforts – planting trees and flowers, cleaning up their lots, etc. – that have environmental benefits as well. Trees, for instance, provide shade in summer and windbreaks in winter, and absorb carbon dioxide while giving off oxygen.
  • Voluntarily developing or buying technology to make operations cleaner. “Scrubbers” for chimney emissions, improved water filters, computerized meters for use of water and chemicals – these are only a tiny fraction of the devices available that can improve or protect environmental quality and conserve energy.

One example of this practice is that of corporations or branches of government buying fleets of hybrid or other low-emission, high-mileage vehicles (trucks that run on biodiesel, for instance), in order to cut down on pollution and conserve fuel.

The range of community-friendly policies is limited only by the creativity of people in government, business, and the community.

As is so often the case, the issue of community-friendly policy is not always simple. Sometimes, one community-friendly policy has to be weighed against another. The preservation of a particular piece of open land may compete with the possibility of a commercial development that will provide many jobs. Environmental clean-up laws may target the current owners of property that needs to be restored, rather than those who did the polluting. Constructing new pedestrian zones or burying a highway to rationalize traffic and create a greenway may cost billions and cause huge disruptions for a long period of time: ask any Bostonian who lived through the Big Dig, which took about 15 years to complete.

The point here is that you have to consider carefully what’s actually “community-friendly.” In many cases, a temporary disruption is worth the cost; in others, it may not be. In the case of competing positive outcomes, there may need to be some compromise, or some way of deciding which is in fact the greater good. It may not be easy, but the discussion, if it’s conducted with the best interests of the community in mind, may bring new solutions to light, or may clarify the issue so that everyone agrees on the best path. If everyone – government, business, activists, and citizens – keeps an open mind and focuses on what’s good for the community, real community-friendly policies can result.

WHY PROMOTE COMMUNITY-FRIENDLY POLICIES?

The value of community-friendly policies may seem obvious, but if it were, there would be no need for policy change. It’s important to think about what the advantages of real community-friendly policies are, and to champion them at every opportunity.

  • Community-friendly policies can help everyone in the community. They make the community a more pleasant place to live, and improve its overall quality of life. Many policies – a commitment to excellent schools, for instance – not only attract new residents and businesses (thereby providing tax revenue and jobs), but can change the future for the next generation.
  • Community-friendly policies can promote equity. Such policies ease the burdens of those on the bottom of the economic ladder by providing them with the possibility of decent jobs and housing, and the tools to find and keep them.
  • Community-friendly policies can promote diversity. By respecting cultural and other differences, they make possible a community in which everyone feels valued.
  • Community-friendly policies can be good for business. By helping to make the community an attractive place to live, firms increase their ability to recruit the best employees, and also increase their local support. Furthermore, many community-friendly policies – pedestrian spaces, for instance – specifically promote business and increase commercial activity.
  • Community-friendly policies can help politicians get elected or reelected. All good politicians know this, but many have to be reminded about what’s actually community-friendly, as opposed to merely self-serving.
  • Community-friendly policies promote community health, environmental quality, financial stability, and social justice. That’s their purpose.

So what are the barriers to community-friendly policies?

Given this list of positives, it would seem impossible to be opposed to most community-friendly policies. Not everyone sees things in that light, however. Self-interest, politics, economics, short-sightedness, wishful thinking, and other factors often get in the way.

Many people believe that economic arguments are more important than any others, for instance, and that anything that fosters economic growth should be encouraged. When those arguments conflict with environmental concerns or social issues, these people would say, they must win. Others may feel the same way about environmental or social issues. When there are multiple interests within the community that see themselves as competing, it becomes difficult to recognize community-friendly policies unless they benefit the specific interest you support.

That’s why involving as many sectors as possible in planning community-friendly initiatives is so important. The more interests that are represented, the easier it is to reconcile conflicts and to point out the advantages to them that a particular policy can bring. People are often stubborn, but they’re seldom stupid: if they understand that something will benefit them, they’ll get on board.

WHY PROMOTE COMMUNITY-FRIENDLY POLICIES?

The obvious – and correct – answer here is all the time, but there are some crucial points when the opportunity for promoting community-friendly policies is greatest.

  • When policy is specifically being debated. Whether there’s a crisis, or whether a particular area of policy has simply come up for a regularly-scheduled review, this is an excellent time to describe community-friendly policies, and to point out their advantages.
  • When there’s an election. Politicians can be more easily convinced to take community-friendly positions when they know that those positions will gain them votes. If you can bring enough people together to convince candidates that there’s support for community-friendly policy, they’ll probably be willing to support it as well.
  • When something new – a development, a construction project, a highway, a park, an initiative of some sort – is about to be started. Getting in on the ground floor will give the community negotiating power. It may be possible to convince a developer to add “green” elements to buildings or landscape (energy conserving systems, low-water sprinklers, elimination of toxic fertilizers and pesticides), or to persuade the city’s anti-drug initiative to add substance-abuse treatment to the stricter enforcement it’s planning.
  • When there’s a crisis in the making. If a historic building that could be turned to other uses is about to be destroyed, or still more subsidies for affordable housing are about to be cut, it’s time to intervene and explain why the proposed policy isn’t community-friendly, and why community-friendly policy would better serve everyone.
  • When there’s a public groundswell for community-friendly policy in a specific area. Whether because of an event, a widely-publicized study or article, or simply a growing public perception of a need, community members sometimes come together to demand solutions in the form of community-friendly policy. There’s no better time to approach policy makers than when you have the weight of public opinion on your side.
  • When the community is invited to the table. When you’re asked to be part of a planning or policy-making process, it’s up to you to make the most of the opportunity, and to make clear what makes the most sense for the community both from its own current perspective, and from looking at the long term.

WHO SHOULD PROMOTE COMMUNITY-FRIENDLY POLICIES?

Perhaps the real question here is “Who decides what are community-friendly policies?” The ideal answer is that it’s a collaborative decision among all sectors of the community, policy makers, and perhaps researchers (who may also be community members) as well. That ideal, however, is seldom met, and even when it is, it may involve a great deal of patience and negotiation on all sides.

The town of Greenfield, Massachusetts, voted down, by referendum, Wal-Mart’s application for a building permit, fearing that the presence of a Wal-Mart would kill the still-vital downtown. Many in town favored the store, however, and thought that granting the permit was the more community-friendly policy. There is still some bad feeling over the matter more than a decade later, and still controversy over whether it was the right decision for the community.

If a participatory, collaborative process isn’t possible – because of lack of time, lack of structure, lack of interest, or the nature of the divisions within the community – among those who might be involved are:

  • Stakeholders (i.e. those most directly affected by the policy).
  • Community activists.
  • Particular populations or groups who may have an interest (language minorities, public housing tenants, parents of children in the schools, the business community, low-income workers, etc.)
  • Public officials, both elected and appointed.
  • Public employees (who may be asked to carry out or administer policy).
  • Community-based organizations and community coalitions.
  • Educational institutions.

HOW DO YOU PROMOTE COMMUNITY-FRIENDLY POLICIES?

This last part of the section may look familiar if you’ve read Section 11 of this chapter. It’s adapted from that section, Promoting Family-Friendly Policies in Business and Government. The two issues are in fact quite similar, and there’s a great deal of overlap.

In many cases, for either business or government, the adoption of community-friendly policies is more than a simple decision to do things one way as opposed to another. It involves a change in perception about the nature of a community, and about what’s important for businesses and society. For that reason, promoting community-friendly policies may take time and careful thought. The following series of steps takes that into account.

 

DECIDE WHERE TO START.

Your success may depend on the issue you choose to address first. You’re not going to change a community overnight, and you’re not going to persuade it to change everything at once. What’s a good first step toward a totally community-friendly set of policies?

The very first step, as we implied in the box about barriers to community-friendly policies, is to enlist people from as many sectors of the community as possible to work on the issue together. A broad-based coalition or participatory effort can make all the difference.

If the homeless advocate and the corporate vice-president are sitting at the same table working on the same problem, it is likely that they can find some common ground, and devise a policy – or at least an outcome – that pleases both of them, and benefits the community as a whole. (If the corporation invests in affordable housing and in programs to help homeless people learn the skills – or take the meds, or both – necessary to keep a roof over their heads and stay employed, and convinces other corporations to do the same, there will be fewer homeless people on the streets, a bigger potential employee pool, and more customers for their products and services.)

One possibility is to poll community members to see what’s most important to them. You might find different preferences for different folks: business people may be largely concerned with economic issues, while parents may be focused on education. Still others may be most interested in the environment or in social issues. You should aim for fairness in what you propose: what’s the greatest benefit for everyone?

The ideal is to start with something that will have a real impact, but that isn’t so ambitious that it’s impossible – or too impossibly expensive – to achieve. It’s unlikely, for instance, that a community will, at your urging, decide to revamp its whole public transportation system, but it might be persuaded to put in a new bus route. That’s a start, and it may mean a great deal to the people it serves.

This can be a foot in the door for that new transportation system. You can use the discussion about bus routes to point to other communities that have gone through a planning process, raised money, and are now reaping the benefits. In general, though, the way to profound social change – and that’s what we’re talking about here – is one reachable, sustainable goal at a time. Trying to cross the bridge in one leap can actually slow you down over the long term.

DO YOUR HOMEWORK.

Especially if there is to be a public debate about the issue of community-friendly policies, you need to have not only facts, but also ideas at the tip of your tongue. Some of the areas you should research:

  • Businesses or communities, especially nearby ones, where community-friendly policies have been adopted.
  • Policies that have been implemented elsewhere, and their results.
  • Best practices, as determined by research and/or results.
  • Particular needs in your community.
  • Alternatives to what you’re initially proposing.
  • Potential costs, and ways to defray them.
  • Potential benefits for everyone involved.

Your research might include searching libraries and the Internet, talking to people who’ve had direct experience with the issue – local officials, business leaders, community activists, environmentalists, consumer advocates, etc. – conferring with researchers or other experts, and talking with health and human service organizations that have worked with businesses or communities as partners in implementing community-friendly policies.

Your effort is far more likely to be successful if you know what you’re talking about, and have answers to the objections of opponents or skeptics. The more information and ideas you have, the more people will take your arguments seriously.

OFFER TO HELP FIND SOLUTIONS THAT WORK.

As explained above, part of your research should be aimed at generating some alternative community-friendly scenarios. These can be used as starting points in a discussion of what kinds of community-friendly practices or policies might work in your community or business. Alternatively, you can offer to participate in a coalition or on a committee set up to look at possible community-friendly innovations. Some ways to make community-friendly policies work:

  • Public-private cost sharing. Workplace education programs themselves are often paid for by public funds (taxes), while employers encourage workers to take advantage of them by providing paid release time for education.
  • Volunteerism. Once a skate park is established and built by the community, it could be maintained by the “Friends of the Skate Park,” many of whom are likely to be drawn from among its users.
  • Pilot programs. You can test a small, inexpensive version of a possible program or initiative, in order to examine its effectiveness, and to adjust and improve it before committing to a large-scale effort.
  • Incentives. Businesses that conserve water, for instance, might pay lower meter rates in addition to saving by using less.
  • Fees. Government-supported community-friendly facilities can charge an admission fee to help cover costs, or might be supported by higher taxes.
  • Recognition. A “Community-Friendly” designation might be granted by local government, the Chamber of Commerce, or some other body to businesses that have implemented community-friendly policies.

FRAME THE DEBATE AS A WIN-WIN SITUATION.

Try to avoid assuming an adversary position here. Emphasize the fact that community-friendly policies are good for everyone involved – employers, government, the society as a whole. No one loses, and everyone benefits. Use the available research to make the case that community-friendly policies improve the business climate and the quality of life in a community.
It’s hard to argue against a change that confers universal benefits.

POINT TO AND REWARD THOSE BUSINESSES AND GOVERNMENT AGENCIES WHO SUPPORT AND ENGAGE IN COMMUNITY-FRIENDLY PRACTICES.

A “community hero” or “best business” award, with lots of publicity, could both raise the profile of community-friendliness and identify it as something that others might aspire to.

COMMUNICATE, COMMUNICATE, COMMUNICATE.

Get your message out to policy makers in business and government, to activists, and to the public. The best arguments in the world are worthless if no one hears them. Use all the channels available to you, particularly:

  • The media
  • Labor unions.
  • Chambers of Commerce and other business associations.
  • Community activists.
  • Professional associations.
  • Direct contact with policy makers.
  • Direct contact with the appropriate people in businesses. These might be CEO’s, Human Service Directors, owners of small businesses, or influential employees.

An element to consider here is that a good part of an effort to promote community-friendly policies is changing the perceptions of business people, government officials, and/or the public about what’s normal. Some of the policies you advocate for may be innovative or unusual. One aim of your publicity might be to place them firmly in the mainstream, things that should be of obvious concern to everyone. (This might be accomplished through participation in a community strategic planning process, where the need for such policies might be included or implied in a community vision statement.)

That kind of placement could lead to a whole new way of thinking. What if state and national political conventions – or town boards, for that matter – provided child care so that single parents could attend? What if businesses and schools coordinated around the teaching of science, with high-tech and other businesses providing funding for labs and employees to demonstrate practical applications? What if the community provided day care or home health care for frail elders as a matter of course? The world could look different, and better. Perhaps your effort can contribute to that end.

MARSHAL SUPPORT.

Put together a coalition, if you can, or work for the support of a large number of influential people. It would be great if your support could come from all segments of the community, but some particularly important groups and individuals include:

  • Unions and other trade associations.
  • Working families.
  • Community activists.
  • Community organizations and institutions (fraternal organizations, churches, hospitals, universities, etc.)
  • Businesses and business associations.
  • Policy makers.
  • Influential individuals, particularly in business and government.

ADVOCATE FOR COMMUNITY-FRIENDLY POLICIES IN WHATEVER WAYS ARE APPROPRIATE TO THE SITUATION.

You’ll have to decide what “appropriate” means for you here. The more confrontational you choose to be, the harder it is to restore good will afterwards. You’d probably only use direct action, for instance, in a situation that’s patently unfair and not likely to improve in any other way. Your goal, after all, is one that’s typified by policy makers in business and government being genuinely concerned about people, and feeling, at the same time, that any community-friendly changes they make will benefit them as well – hardly an adversary situation.

Some possible ways you might advocate for community-friendly policies:

  • Direct advocacy with businesses. If you have powerful arguments to make, making them face to face can sometimes be your best strategy.
  • Union negotiations.
  • Persuading business, professional, or trade associations (the Chamber of Commerce, for example) to issue policy statements supporting community-friendly practices and policies.
  • Legislative advocacy. This might entail personal contact with legislators and aides, a full-scale legislative campaign, or both.
  • Electoral campaigns and ballot initiatives. A candidate who adopts your ideas can bring them enormous publicity (and can help turn them into policy if she’s elected). Alternatively, in many states you can, by gathering enough voters’ signatures, put a policy change on the ballot as a referendum question to be decided by the voters. If they approve, the community-friendly policy you proposed becomes law.
  • A media campaign.
  • Direct action. Again, this would probably be a last resort, and could range, in increasing order of seriousness from filing a grievance or complaint, to holding a public demonstration, to calling a strike or boycott, to a lawsuit.

There are essentially three ways to promote community-friendly policies: They are, in order of preference, partnership, persuasion, and pressure. Partnership – working collaboratively with all sectors of the community to define and institute community-friendly policy – is by far the best and most effective when it’s possible. Next best is persuasion; there’s nothing wrong with it, but it’s dependent on the power of policy makers, rather than a joint effort. Finally, there’s pressure, what you resort to when policy makers seem determined to take an adversary position and leave no room for negotiation.

It’s always better to work with people than against them, and it’s always better to be a partner than a petitioner. Thus, the ideal situation is to have a seat at the table when policy is discussed. If that’s not possible, then research, persuasion and public relations may help. And when none of those work, it’s time to use direct action tactics to try to force policy makers to pay attention.

CONTINUE PROMOTING COMMUNITY-FRIENDLY POLICIES IN BUSINESS AND GOVERNMENT INDEFINITELY.

The long-term goal here is a different view of community, and the consideration of what’s community-friendly whenever policy is formulated. In order to reach that goal, you have to keep working at it indefinitely. Each gain is a step in that direction…but if you stop walking, you’ll find yourself not standing still, but going backward. As with almost any other activity described in the Community Tool Box, you have to keep moving forward to reach your goal.

IN SUMMARY

Community-friendly policies are those social, economic, health, and environmental policies that improve life for particular groups or the community as a whole, while harming or detracting from no one, respecting cultural and other differences, fostering environmental responsibility, encouraging diversity, and making the community a better place to live. In a perfect world, community would always be the context for any discussion of policy, and the uniqueness of each community would be considered when policy was made. Since the world is not yet perfect, it is the responsibility of community builders and activists – and anyone who’s affected by or interested in policy decisions – to promote that view, and to advocate or plan for community-friendly policy.

The best-case scenario is to get seats for all sectors of the community at the policy-making table, so that policy decisions are collaborative and take differing and sometimes conflicting needs into account. When, as is usually the case, that’s not possible, persuasion – or, when all else has failed, confrontation – may be needed to convince the powers that be of the necessity of community-friendly decisions.

Whatever the case, the long term goal here is to make the consideration of community-friendliness a given in any policy discussion, and to create a view of community that encompasses everyone and makes every policy decision community-friendly.

Contributor 
Phil Rabinowitz

Online Resources

Center for Rural Affairs.Advocates for community friendly policies that support family farm operations and rural entrepreneurship for small business

Forum of Private Business, a British industry organization.
Short piece about business use of CSR (corporate and social responsibility) guidelines.

Institute for Public Policy Research. The Communities Initiative of IPPR (Institute for Public Policy Research) a progressive think tank in UK. Work toward looking for community-friendly policies in any policy – community as a base for all thinking about social and economic policy

Milbank Memorial Fund report: “Health Policies for the 21st Century: Challenges and Recommendations for the U.S. Department of Health and Human Services.” By Jo Ivey Boufford and Phillip R. Lee.

A Neal Peirce column on the website of the National Academy of Public Administration, discussing rehabilitating existing buildings and infrastructure before thinking about building new ones.

This helpful Worksite CSA Toolkit, developed by the Lawrence-Douglas County Health Department, shares practical guidance on how to start a Community Supported Agriculture program to make subscriptions to fresh, locally-grown produce available at your workplace. Read more about workplace CSA programs, or view related appendices.

Original document, Promoting Community-Friendly Policies in Business and Goverment
Source: CTB
Adapted for Academy.Warriorrising