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Tools for Deep Change – Springboards

The unique portfolio of New Angles springboards offers you the tools you need to achieve your change goals by unlocking mindset change and generating alignment. They invite your leaders and managers to question business-as-usual habits and to think and act differently – for impact.

Sustainability Integration Roadmap

Each organization needs to design its own roadmap, but these four phases of Initiation, Mitigation, Innovation and Integration represent a useful framing of the journey for most businesses. Where is your company on this trajectory? What will it take for you to reach the next phase? Are your competitors ahead or behind? A great way to demonstrate that sustainability cannot be achieved overnight and needs a step-by-step implementation plan.

Aiming for the Blue Box

How do we know when our business impacts are sustainable? When will we know we’ve reached our goal? Without answers to these questions, how can we set meaningful targets?


It is vital for each company to determine its own fair ‘share’, depending on its scale and its environmental and social contexts.

The Blue Box concept maps Human Development Index scores for stakeholder communities against Environmental Footprint, i.e. consumption of ecological resources. It helps you chart your course and keeps you focused on the big picture when setting operational goals and KPI’s.

SDG Materiality Compass

The Sustainable Development Goals represent the first-ever global consensus between the UN, governments, civil society and business. They are an accessible and holistic way to define high-level sustainability issues. We recommend using them as a compass for recognizing and prioritizing the challenges and opportunities of your business impacts. Equipped with this compass a group of managers can develop a top-line materiality analysis, achieving consensus on their sustainability hot-spots and priorities in as little as half a day.

Sustainability Leadership Tensions

A capacity-building exercise on leadership and sustainability for your Executive committee. The faces of each card carry two plausible but contradictory messages about what the future holds in store for your sector and company, your progress on sustainability-related issues, how your team functions, and how your teams and other stakeholders regard your performance… This simple Springboard surfaces differences and prompts alignment in a couple of hours.

Stakeholder Constellation Role-play

A facilitated exploration of your company’s stakeholder eco-system and its underlying relationships, as they are now and as they could be. A fast and effective means to help your managers become aware of the impacts and dependencies of their activities, beyond purely transactional outcomes. One of the most powerful ways to experience how changing business-as-usual is more about adjusting my own mindset than convincing others.

Purpose-driven Business Model

We re-invented the classic ‘Business model generation’ process by putting company purpose at the centre, replacing customers by key stakeholders. These apparently small adjustments nudge managers to look at their business quite differently. In only a few hours the way is opened to creating far-reaching innovations in the product-service offer and exciting new sources of value.

Stakeholder Shared Value

Based on a fashion goods manufacturing company this mini-simulation asks managers to design a project portfolio that optimizes the balance between financial returns, project risk and stakeholder value creation, while at the same time advancing the company on its sustainability journey. Great insight into habitual approaches to decision-making and how including stakeholder impacts can improve outcomes. Allow 3 hours including review and discussion.


Simulation concept designed by Klas Mellander of Celemi.

MultiCapital Scorecard

Although GRIG4, SASB and IIRC all recommend that companies take into account their specific operational context in designing sustainability measures and setting improvement objectives, there used to be no tool or process framework to help managers to do this. The MultiCapital Scorecard fills the gap. MCS invites company directors to take their ethical duties, legal obligations and financial commitments to stakeholders as the starting point for managing their impacts on 6 vital capitals that constitute the building-blocks of sustainable business. MCS is the key to integrated reporting and progress measurement.

Pathfinder Dashboard

How do managers accustomed to ‘business-as-usual’ get to grips with a world of uncertainty, where the rules of the game are changing around them? This is the situation today for many businesses faced with the need to integrate sustainability and deal with new stakeholders.

New Angles Pathfinder is a half-day simulation for managers working in teams. They decide how they think their marketplace will evolve, set their criteria for success, come up with a strategy then play to win. Meanwhile customers respond to their propositions, competitors anticipate or react…
On their Pathfinder dashboards the teams have access to news events coming in from the outside world and to data from their sector. Every round starts with new information and challenges and ends with results and accounts to submit.
But outcomes are only partly financial; other components are market shares and investment analysts’ evaluations, including ESG factors. A New Angles facilitator holds the ring and asks the ‘what-if?’ questions, round by round…


New Angles Pathfinder concept designed in partnership with Klas Mellander of Celemi.

Sustainability Framework

Sustainability issues have to be defined in concrete terms for business managers, to bring the concept into focus and make it actionable.
We work with the science-based definitions of the Stockholm Resilience Institute for environmental parameters and the UN Human Rights model for social parameters. These frameworks reassure managers that sustainability has real-world meaning and equip them to explain it to their teams.