How does Georgia Pacific build buy-in with their community involvement programs?

  

One of the four interdependent areas of focus for creating change within an organization is Building the buy-in as discussed on pages 159-162 of your text. Research activities of a selected company of choice. You may use a place of employment, university, church, or other organization. You may conduct interviews with managers or employees or simply conducting online research.Discuss how the company of choice builds buy in with each of the following activities:Creating communityGetting hands dirtyCommunication with stakeholdersKeeping attention highEngaging customers, suppliers, community activist, and beyond.Your deliverable needs to be at least 1-1.5 pages in length of a typical word document. After you post your deliverable, revisit the forum and comment on two peer postings.I do not have book, but I have some examples for you…
Example 1:
I discovered years ago a company I would long to work for but not
because of the salary and benefits it offers but because of its
involvement within the community and the environment. Little did I
know, I was attracted to this company because sustainability was
embedded throughout the organization. I stumbled across Georgia
Pacifics website one day when I was researching the companys
background before applying for a job. Before long, I had spent almost
two hours reading and watching videos on forestry, how to make
paper, and how Georgia Pacific gives back to the community in
numerous ways. While I was unable to apply for the job because I
lacked a college degree, I knew this is a company I will work for
someday.
Our text states, Building the buy-in is an ongoing process. A trip
over to www.gp.com and you will find Georgia Pacific has been
embracing sustainability since the 1930s. As time has passed,
Georgia Pacific has created numerous foundations and programs
because they believe in order to create an outstanding community,
they should focus and invest in four areas: education, enrichment,
environment, and entrepreneurship. From scholarships to children of
the employees to teachers training programs to supporting youth
programs in the high school that focus on teaching economical skills,
the free-enterprise system, and business skills to the youth, Georgia
Pacific leads the way providing strong communities. As Georgia
Pacific put it, It is imperative that we dont stop at merely being a
good local citizen or an economic boost we also must invest in our
communities. Many of Georgia Pacifics employees are volunteer
firefighters that Georgia Pacific supports through a program called
Bucket Brigade. This program awards grants to fire departments in
GP communities to help provide the materials firefighters need to
protect their communities and educate the public.
Through the website, brochures, foundations, training programs,
certifications, and enforcing a supply chain with the same philosophy
and principals, Georgia Pacific communicates sustainability 24 hours
a day, 7 days a week. Sustainability is defined by GP as meeting the
needs of society today without jeopardizing our ability to do so in the
future. By embedding sustainability throughout the organization, it
has become a way of doing business and it shows in the
principles. Georgia Pacific has a Market Based Management
philosophy that is based on 10 principles. These principles demand
integrity, compliance, value creation, principled entrepreneurship,
customer focus, knowledge, change, humility, respect, and
fulfillment. Value creation is about creating long-term value by the
economic means for customers, the company, and societyby making
better decisions, pursuing safety and environmental excellence,
eliminating waste, optimizing and innovating. Brandon Loughren is
an ELE Project Engineer who stated in the YouTube video Georgia
Pacific: A Great Place to Start Your Career, Our Market Based
Philosophy here is definitely different from other companies I worked
with. The other companies put their principals up on the wall and not
really adhere to them but here in every meeting, you live by
them. You live by them in every project.
Georgia Pacific states on its website, Sustainability comes
naturally to people at Georgia Pacific. Not only do our products
improve peoples lives, but we also operate in ways that enhance the
quality of life in our communities, help ensure the economic stability
of our company and help protect our environmental resources. Many
documents can be found on their website that can attest to this
statement. From the Sustainable Practices to the Supplier
Sustainability Guidelines, Georgia Pacific embeds sustainability in the
daily operations. By building the buy-in decades ago, sustainability
is a way of life. Per Georgia Pacific, we have managed our business
in socially, environmentally and economically sustainable ways since
our company was founded and long before it was fashionable.
Example 2:
The Coca-Cola company has developed a world-wide campaign to increase health and
well-being with all of its stakeholders. However, it started this in a way that builds
buy with an effort to improve employee well-being. This has now expanded to be a
world-wide effort as the epidemic of obesity has spread, and Coke has attempted to keep
consumers need for well-being in mind by creating new, healthier products and providing
transparent nutrition information. They also support active and healthy living programs
worldwide. This would not be possible though without the support of Coca-Cola
employees, who are very much engaged in the process of increasing well-being through
internal programs provided by Coke.
Coke has created a community of its employees through offering social
engagement opportunities in many avenues throughout their facilities. They also have
appointed well-being champions who are expected to spark the drive to high levels of
well-being at a local level, inside and outside of Coke. Coca Cola sponsors Fit
Mobswithin its employees, where they have a chance to come together and exercise
spontaneously simply to boost energy and morale. They also have a program calledWalk
with a Leader that allows a weekly lunchtime walk with a rotating set of leaders to
produce physical activity while giving employees a chance to connect with Cokes
leaders outside of a meeting room. Coke has many initiatives to help employee well being
and engagement in place, but they also are continuing to Get their Hands Dirty.
The company has been known to hold Start-up Weekends where more than fifty
employees are gathered to brainstorm and pitch new ideas, getting their hands dirtyfor
the well-being initiative. At the end of the weekends, each group who has created a new
idea was assigned a mentor to further develop the ideas to the point of implementation.
Coke clearly also has communication with stakeholders figured out with
weekends like their Start-Up Weekends, however, they also continue to develop new
ways to promote well-being through processes like the one described above. They have
gyms in some of their facilities and offer discounted gym memberships to employees in
other areas, and they continue to find ways to support global well-being initiatives with
both their consumers and their employees. For example, their OPEN Project will is
expected to advance thirteen new initiatives in Europe to promote well-being.
Along with their continued communication of their well-being, sustainability
strategy, Coke also knows how to keep attention high. They continually develop new
campaigns and produce a report based on their goals toward sustainability, and their
progress every year. For example, in their 2014/2015 report they reported have supported
more than 330 active, healthy living campaigns in 112 markets, not including the
campaigns they supported with their own employees. They are known for their
campaigns, so every new one produces new hype.
As described above, Coke has had no problem stretching their well-being goals
from an employee, local level, to make it a global initiative in which they are continually
involved. They have included customers by improving their products, community
activists by supporting campaigns, and continue to include others through increasing
efforts.
http://www.cocacolacompany.com/content/dam/journey/us/en/private/fileassets/pdf/2015/09/2014-2015sustainability-report.pdf
http://www.coca-colacompany.com/stories/our-commitment-to-well-being

Muhtar Kent

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Example 3:
The community that I choose is Harvest Church. I have been a member of this
Church since August 2003. The way this church uses buy ins is in creating a
community of multigenerational, non-denomination, non-racial, and open to a lot of
people from all back grounds. It does not discriminate anyone for any reason. This
church is invested in the communitys interest. The people that heads up Love In
Action ministry demonstrates how creating a community works. They are a part of
Harvest Church and get support with this ministry financially. We also have several
groups that has leadership with the homeless and the unchurched, also helping with
the elderly and the disabled.
As far as getting hands dirty, Harvest Church does it all. With the helping
hands and feet ministry, we get people that are unable to get things done around their
home, or cannot afford to pay someone. So with that, we gather a team with different
gifts to help with needs. It can be painting a home, or building a ramp for someone
that really need one. As it is with everything else, we try to help the members of the
Church first then outside because we have to take care of our own. According to the
embedded sustainability book on page 161, it states the best way to build excitement
and commitment is to start on real projects proposed and developed by the employees
and other members of the team. This statement is exactly what Harvest Church does
in promoting awareness and help in the community.
There is no communication with stakeholders because there are no
stakeholders. But communicate clearly and consistently with both the employees and
members. With Facebook today, they post updates and use e-mails to communicate
with members and the public. And when people want to ask and comment, they can
just post a comment on Facebook. For instance, people on teams like refreshment,
they can ask to exchanged dates with others by simply posting a request on the page.
Our pastor does a monthly newsletter about whats going on of the Church. We also
get weekly updates about what is going on that week.
Keeping the attention high is one of Harvest Churchs model. We have had a
great deal of sustainability. We are always coming up with ways to get kids excited
with Christian activities and adult bible study. Harvest Church added a second floor
because it got so big that Civic center was not an option for Easter service anymore.
Engaging customers, suppliers, community activist, and beyond. In this case,
Harvest focuses on community at large. It brings in a lot of people who doesnt even
know that this church is a Methodist.

Introduction:

Building the buy-in is an integral part of creating changes within an organization. To achieve success, it is crucial to have employees, stakeholders, and even the community on board with the strategic plan. In this report, we will focus on how a selected company builds buy-in through various activities. We will examine the company’s initiatives and strategies and how it keeps the stakeholders engaged and invested.

Description:

In this report, we will discuss how the selected company builds buy-in through creating a community, getting hands dirty, communicating with stakeholders, and engaging customers, suppliers, and community activists. We will explore how these strategies are implemented and their impact on the company’s success.

We will use Georgia Pacific as an example of a company that has successfully built buy-in through its sustainable initiatives. Georgia Pacific’s website provides a wealth of information and videos on their forestry practices, paper production, and community engagement. Their focus on sustainability is embedded throughout the organization and is communicated through various platforms.

We will examine how Georgia Pacific’s investment in education, enrichment, environment, and entrepreneurship has helped in building a strong community. Georgia Pacific’s employees are encouraged to become volunteer firefighters through a program called Bucket Brigade, which also awards grants to fire departments in GP communities to help provide the materials firefighters need to protect their communities and educate the public.

We will also discuss Georgia Pacific’s efforts in engaging customers, suppliers, and the community beyond their employees. Their focus on sustainability is communicated to their supply chain partners, and they encourage them to adopt similar principles and philosophies. The community is also engaged through various training programs, scholarship programs, and youth programs, helping create a positive impact on the community.

In conclusion, building buy-in is an ongoing process, and companies that are successful in building it continuously engage with their stakeholders and community. Through our analysis of Georgia Pacific, we will provide insights into how companies can adopt similar strategies and build successful buy-in within their organization and community.

Headings:

1. Introduction
2. Building the Buy-In
3. Georgia Pacific: An Example of Successful Buy-In
4. Creating a Community
5. Getting Hands Dirty
6. Communication with Stakeholders
7. Keeping Attention High
8. Engaging Customers, Suppliers, and Community Activists
9. Conclusion.

Objectives:
– To examine how a company builds buy-in within its organization through various activities.
– To investigate the company’s community involvement initiatives.
– To discuss the impact of communication with stakeholders on buy-in.
– To explore how to keep attention high during the buy-in process.
– To analyze the role of engaging customers, suppliers, community activists, and beyond in building buy-in.

Learning Outcomes:
– Explain the importance of building buy-in within an organization.
– Identify and evaluate the activities used by a company to build buy-in.
– Discuss the impact of community involvement initiatives in creating buy-in.
– Assess the role of communication with stakeholders in building buy-in.
– Determine strategies to keep attention high during the buy-in process.
– Analyze the benefits of engaging customers, suppliers, community activists, and beyond in building buy-in.

Building Buy-In: How to Create Change in an Organization

Introduction:
Building buy-in is an ongoing process that requires the involvement of all stakeholders. In this paper, we will examine how a selected company builds buy-in through various activities such as creating community, getting hands dirty, communication with stakeholders, keeping attention high, engaging customers, suppliers, community activists, and beyond.

Case Study:
Georgia Pacific is a company that has been embracing sustainability since the 1930s. The company has created numerous foundations and programs because they believe in investing in four areas: education, enrichment, environment, and entrepreneurship. From scholarships to children of the employees to supporting youth programs in high school that focus on teaching economical skills, the free-enterprise system, and business skills to the youth, Georgia Pacific leads the way providing strong communities.

Creating Community:
Georgia Pacific has created an outstanding sense of community with its employees. Many of the employees are volunteer firefighters that Georgia Pacific supports through a program called Bucket Brigade. This program awards grants to fire departments in GP communities to help provide the materials firefighters need to protect their communities and educate the public.

Getting Hands Dirty:
Georgia Pacific’s involvement in sustainability and community involvement programs has become a way of doing business. The company has enforced a supply chain with the same philosophy and principals, providing training programs, certifications, and has embedded sustainability throughout the organization.

Communication with Stakeholders:
Georgia Pacific communicates its sustainability initiative 24/7 through the website, brochures, foundations, and enforcing supply chains with the same philosophy and ideals. By embedding sustainability throughout the organization, it has become a way of doing business.

Keeping Attention High:
Georgia Pacific has created numerous programs such as the Bucket Brigade for its employees and has embedded sustainability throughout the organization to keep attention high.

Engaging Customers, Suppliers, Community Activists, and Beyond:
Georgia Pacific engages customers, suppliers, community activists, and beyond through its sustainability initiatives. With its involvement in the local community, GP is a good local citizen and an economic boost, investing in its communities.

Conclusion:
In conclusion, Georgia Pacific provides a model for how to build buy-in within an organization. By creating community, getting hands dirty, communication with stakeholders, keeping attention high, and engaging customers, suppliers, community activists, and beyond, GP has created a culture of sustainability that has become a way of doing business.

Solution 1:

Building Buy-In Through Sustainability Efforts at Georgia Pacific

Georgia Pacific is a leading example of a company that has built buy-in through its sustainability efforts. The company has been embracing sustainability since the 1930s and has created numerous foundations and programs to focus on education, enrichment, environment, and entrepreneurship. Georgia Pacific believes that to create an outstanding community, it must focus on investing in these four areas.

One of the ways the company builds buy-in is through its volunteer program called Bucket Brigade. Many of Georgia Pacific’s employees are volunteer firefighters that the company supports by providing grants to fire departments in GP communities to help provide the materials firefighters need to protect their communities and educate the public. This program not only benefits the employees but also the entire community, creating a sense of pride and appreciation for the company among the residents.

Georgia Pacific also communicates sustainability efforts 24/7 through its website, brochures, foundations, training programs, certifications, and supply chain management. Sustainability has been embedded throughout the organization and has become a way of doing business. This sends a message to stakeholders that sustainability is important to the company, and its efforts are aimed at meeting the needs of society today without jeopardizing the future.

Solution 2:

Building Buy-In Through Employee Engagement at Google

Google is another company that has built buy-in through employee engagement. The company has a unique approach to communication with stakeholders and building the buy-in through employee engagement. Google’s management has a flat organizational structure where the employees have direct access to management. This approach has fostered an environment of engagement where employees feel valued and appreciated.

Google also keeps attention high by hosting weekly town hall meetings where employees can ask questions directly to management. This interactive communication channel builds a sense of community and helps employees buy into the company’s mission. In addition, Google encourages employees to volunteer in the community and become involved in social activities. This approach creates a sense of belonging and purpose among employees, which translates into higher productivity.

Google also engages its customers, suppliers, and activists by hosting events and seminars to promote innovation and creative thinking. In doing so, the company is building a culture of collaboration that fosters creativity and a sense of community with its suppliers, customers, and activists. This approach creates a positive impact on the environment and the community.

In conclusion, companies can build buy-in through various activities, including sustainability efforts, employee engagement, community involvement, and effective communication with stakeholders. The companies that invest in these areas are likely to see higher employee morale, increased productivity, and a positive impact on the community and the environment.

Suggested Resources/Books:

1. “The Art of Communicating” by Thich Nhat Hanh
2. “Building a StoryBrand: Clarify Your Message So Customers Will Listen” by Donald Miller
3. “Switch: How to Change Things When Change Is Hard” by Chip Heath and Dan Heath
4. “The Power of Community: How Phenomenal Leaders Inspire their Teams, Wow their Customers, and Make Bigger Profits” by Howard Partridge

Similar Asked Questions:

1. What are some effective ways for companies to build buy-in from employees and stakeholders?
2. How can companies engage with their customers and community activists?
3. What are some examples of companies that prioritize sustainability and community involvement?
4. How can communication be used as a tool to build buy-in within an organization?
5. What are some challenges companies face when trying to build buy-in, and how can they overcome them?

Building Buy-in Activities in a Company:

Creating Community:
A key way that companies build buy-in is by creating a sense of community among employees and stakeholders. For example, the company mentioned in the example above, Georgia Pacific, fosters close-knit communities through support for volunteer firefighters and youth programs. Companies can also create shared spaces for employees to collaborate and connect, such as break rooms, team-building events, and training programs.

Getting Hands Dirty:
Another way that companies build buy-in is by fostering a sense of ownership and responsibility among employees and stakeholders. By empowering individuals to take action and implement changes, companies can build momentum and strengthen buy-in. This could include initiatives like volunteering in the community, taking part in sustainability efforts, or participating in decision-making processes.

Communication with Stakeholders:
Effective communication is essential for building buy-in in any organization. Companies should be transparent in their decision-making processes and regularly communicate their goals and values to employees, customers, and community members. This includes using multiple channels for communication, such as social media, email newsletters, and in-person meetings.

Keeping Attention High:
To build and maintain buy-in, companies need to keep their initiatives and values at the forefront of stakeholders’ minds. This could include celebrating successes, recognizing individuals for their contributions, and reminding employees of the company’s mission and values. Consistent communication and updates on progress can also help to keep stakeholders engaged and motivated.

Engaging Customers, Suppliers, Community Activists, and Beyond:
To truly build buy-in, companies need to engage with a wide range of stakeholders, including customers, suppliers, and community activists. This could include collaborating on sustainability initiatives, supporting local causes, and participating in industry-wide efforts to create change. By engaging with a diverse group of stakeholders, companies can build relationships and strengthen buy-in across their ecosystem.

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