PRAC­TICE GUIDE­LINES

Finweek English Edition - - Csi -

WHILE THE SPECIFICS of any approach will vary de­pend­ing on the in­dus­try sec­tor, de­vel­op­ment sec­tor and lo­cal pri­or­i­ties, the CSI Hand­book [9th Edi­tion, a Tri­a­logue pub­li­ca­tion (www.tri­a­logue.co.za)] pro­vides the fol­low­ing good prac­tice guide­lines within a uni­ver­sally ap­pli­ca­ble frame­work: • Align CSI with the busi­ness – Busi­ness knowl­edge and ex­per­tise can be more ef­fec­tively ap­plied if CSI is aligned with the busi­ness in one of three ways: through the ge­o­graphic area/s of op­er­a­tion, the core busi­ness func­tion, or the eco­nomic sec­tor. By align­ing CSI with the busi­ness in one of th­ese ar­eas, com­pa­nies can im­prove long-term com­pet­i­tive ad­van­tage through bet­ter con­di­tions in the sup­ply chain and mar­ket­place. Se­lect fo­cus ar­eas – Pro­grammes are more ef­fec­tive if they fo­cus on a few flag­ship projects within one or two de­vel­op­ment sec­tors, al­low­ing the CSI func­tion to build re­la­tion­ships and con­sol­i­date ex­per­tise. Un­der­stand the de­vel­op­ment con­text – It’s crit­i­cal to un­der­stand the spe­cific chal­lenges and the dy­nam­ics of the de­vel­op­ment sec­tor and ge­o­graphic lo­cal­ity. This en­ables the pro­gramme to forge links with other key play­ers, strengthen lo­cal in­sti­tu­tions and, where best-prac­tice mod­els ex­ist, en­sure that op­ti­mal ap­proaches are adopted. Con­sol­i­date the CSI func­tion – Com­pa­nies should con­cen­trate CSI ex­per­tise in a ded­i­cated “cen­tre of ex­cel­lence” with a ring-fenced CSI bud­get. What­ever the struc­ture, there should be a ded­i­cated team that con­sid­ers the method of en­gage­ment and the best way to ap­ply re­sources. In­te­grate CSI into the busi­ness – CSI think­ing should be in­te­grated within com­pany struc­tures and ethos, cre­at­ing an en­vi­ron­ment where syn­er­gies be­tween dif­fer­ent el­e­ments of the trans­for­ma­tion agenda are forged and in­ter­nal ex­per­tise lever­aged be­tween di­vi­sions and pro­grammes. En­cour­age em­ployee vol­un­teerism – Em­ploy­ees can add sub­stan­tial value to CSI pro­grammes, par­tic­u­larly if their time and Tri­a­logue’s Good Prac­tice core skills are lever­aged in sup­port of flag­ship projects. En­gage stake­hold­ers. Forge work­ing part­ner­ships – CSI prac­ti­tion­ers should draw on the ex­per­tise and knowl­edge of ex­ist­ing ser­vice providers, build­ing syn­er­gies to en­sure that a to­tal de­vel­op­ment so­lu­tion is in place. Mon­i­tor and eval­u­ate projects – CSI de­part­ments must de­velop rel­e­vant indicators to mea­sure spe­cific re­sults, eval­u­ate the ef­fect of projects over time and de­velop feed­back mech­a­nisms. Repli­cate and scale up suc­cess­ful mod­els. Build knowl­edge-shar­ing mech­a­nisms – such as fo­rums that in­clude fel­low cor­po­rates and other so­cial sec­tor par­tic­i­pants to share CSI lessons. Re­port on CSI prac­tice – It al­lows for on­go­ing as­sess­ment and is a plat­form for for­mal com­mu­ni­ca­tion with key stake­holder groups.

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