In an increasingly aware world of the growing environmental and socioeconomic crisis, organizations find themselves at a crossroads from which they cannot disengage without consequences that affect their sustainability. Implementing isolated practices is no longer sufficient; a comprehensive approach is required to address these crises and find effective solutions in the private sector.

The concept of «triple impact» is gaining recognition as a proposal that can generate significant benefits. The crucial question is: how can we effectively translate this value proposition into the triple impact business model? Organizational Storytelling is the tool that can contextualize objectives and possibilities to develop best practices aligned with the current demands of society.

Implementing this strategy proposes a comprehensive process of creative adaptation with timelines that accompany the development of the organizational culture associated with the proposition. Below, we outline the stages encompassed by this process:

  1. Definition of Goals and Scope: It is essential to clearly define the objectives of the transition to a triple impact business model, including the perception of stakeholders as key actors in success that goes beyond mere profitability. This entails a genuine commitment to sustainability and social responsibility, as well as a deep understanding of what success means in this context, ensuring that all stakeholders are aligned with a common purpose.
  2. Identification of Resources and Responsibilities: Moving towards a triple impact business model requires effective allocation of resources and responsibilities. This involves dedicating time, talent, and financial resources to pursue a shared purpose. Each member of the organization must understand their role in this transition and be willing to contribute to the initiative’s success.
  3. Design of Awareness Content: Awareness content should be designed from the perspective of the organizational purpose. Training sessions should focus on how sustainability and triple impact relate to the company’s mission and vision and how these elements contribute to the success of both the organization and its stakeholders.
  4. Identification of Relevant Personal Stories: Each employee has a personal story that can contribute to the organization’s purpose and their perception of themselves as part of its achievements. Identifying these stories and highlighting how they relate to the triple impact and the organization’s purpose is a powerful source of motivation. These stories should reflect organizational values and demonstrate how employees can be agents of change and success in the transcendent context of the triple impact.
  5. Narrative Training: Narrative training should focus on how personal stories relate to the organization’s purpose, triple impact, and the perception of success. Training to understand how to structure and effectively present their stories has a direct impact on personal and professional development.
  6. Development of Personal Brand: The organizational purpose must harmoniously integrate into the personal brand of employees, including their perception of success. This means that stakeholders understand how their individual contribution relates to the organization’s purpose and the impact they can make, both in terms of personal and collective success.
  7. Ongoing Support and Coaching: Continuous support and coaching should focus on how to apply the narrative potential of their stories with a direct impact on action through deepening self-awareness and talent development.
  8. Integration into Communications: Stakeholders’ stories and messages should be integrated as an integral part of the organization’s communication system related to sustainability and triple impact.
  9. Measurement and Evaluation of the Tool: Measuring impact should focus on comparing market feedback with the value proposition designed in the business model.
  10. Celebration and Recognition: Celebration and recognition should highlight achievements. They are essential actions to motivate those involved in the process of learning, adaptation, innovation, and continuous change within the organization.

In summary, this process connects the company’s vision, purpose, triple impact, and stakeholders’ personal brands in a virtuous cycle of inspiration and action. Through this comprehensive, purpose-driven approach, organizations can transform their vision into transcendent, sustainable, and enduring action.

Mariano Pupkin


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