ABSTRACT
Organizational roadblocks can interfere with lasting adoption of impact-oriented targets. The relationships and mindsets that stir internal processes and people and influence the delivery of business value in a company’s day to day (the informal organization) may move at a different pace from the sustainability integration strategies envisioned by leadership teams. Two core elements make planning for sustainable outcomes most effective. Placing transparency first in both internal and external stakeholder engagement and leveraging the power of gamification to identify and build consensus for impact-oriented targets contribute to overcome such challenges. The real value of transparency is the turning away from negative connotations of reputational risk and shaping an internal accountability engine powered by inclusivity and cross-sectional innovation. On the other hand, the definition of reputational risk has expanded due to an increase in the desire to link corporate decision-making with organizational incentives and broad stakeholder commitments. Building a gamified enterprise process helps elevate group-level behaviors and actions beyond individual projects into scalable decisions that can sustain the momentum and buy-in. Interweaving participatory learning in the form of gamification exercises can be a valuable first step in pushing organizational incentives in the direction of inclusivity and accountability.
