Leave unclear strategies and uncertain outcomes behind you! With all your plans seamlessly integrated in the SaaS solution Cleerit, planning is easy, inclusive and efficient, and you can fast-track to higher goals. You and your team get the support you need to drive performance and reach your goals, one step at a time, every day.

Cleerit’s inclusive management models seamlessly integrate strategy execution, ESG, goal management, activities, projects, budgets, forecasts, resources, risks, compliance and performance management with

• digital, agile, inclusive and seamlessly integrated work processes
• clear focus on customer and stakeholder value
• continuous learning and improvement.

With Cleerit you get

• Real-time overview of your organization’s priorities, teams, activities, projects, resources & performance – and the decision support you need to reach your goals
• Decision-making and daily execution connected to strategic goals and priorities – aligning the big picture with day-to-day
• Best practice governance models and templates adapted to your organization’s specific situation and needs – bridging the gap between Strategy and Execution

Cleerit is the modern way to manage your organization when every day counts

• Define and distribute goals and assignments
• Transform goals into resource-based action plans
• Coordinate and manage activities & projects
• Streamline budget and forecasting processes
• Allocate resources, plan and monitor time spent
• Measure results, progress and KPI:s, manage deviations
• Monitor performance with continuous status updates and reports
• Come prepared to your meetings
• Simplify reporting and provide increased decision support
• Analyze and manage risks and compliance
• Encourage collaboration and share best practices

Welcome to contact us to find out more about how Cleerit helps you create reliable, inclusive and agile planning, management and control processes.

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More about overview, clarity and control with Cleerit

A goal without a plan is just a wish.

Antoine de Saint-Exupéry 1900-1944 – French writer, journalist and pioneering aviator

When everyday counts on the way to your goals

Starting with the big picture, Cleerit takes you through your workday. Offering a solution to align day-to-day activities with strategy, allocate and monitor resources, manage risks and secure goal reaching. While continuously tracking progress and results along the way.

With Cleerit, you get a clear integrated work process with built-in goal management, which takes you all the way from strategy to execution to performance management in an agile learning process.

Cleerit helps you focus on key questions for efficient management

• What do we do? What should we do? What have we done?
• Are we doing the right thing? Are we doing things right?
• Is what we do in line with our mission, our objectives, our goals?
• How do we allocate resources (funds / time / skills)?
• Who does what? When where how?
• What are the expected / achieved results?
• How are we doing? Do we reach our goals? Adjustments?
• Risks?

A flexible solution to always do the right things in the right way

With Cleerit, you leverage the knowledge and experience available in the organization. Everyone can be involved and take responsibility for their goals and results, based on your specific situation and needs. This way you get the best out of your resources on your way to higher goals and maximized performance.

• Gain in overview, clarity and control to be able to prioritize and make the right decisions
• Allocate resources to where they contribute the most and adjust easily when needed
• Make sure everyone works towards the same goals and knows what to do, when and why
• Leverage knowledge and experience,learn, improve, collaborate and share best practices
• Make work visible and highlight urgent issues for an increased employee productivity
• Reduce time spent on reviews and evaluations, project overruns and risks, increase forecast reliability

When you need your strategic plans to thrive, be fully understood, backed up by measurable action and executed across all teams – and ensure they don’t just sit and collect dust in static presentations or spreadsheets.

When you want agile budget processes, reliable forecasts reflecting operational reality, flexible drill-down reports, and support for everyday resource allocation and performance management.

When you manage both standing activities and projects, and you need to plan, manage, collaborate and monitor initiatives, tasks and milestones in one integrated tool easy to use for all team members.

Then Cleerit is the solution for you.

Well-structured inclusive governance models increase performance

We are with you all the way because it is also about people

We are inspired by your challenges and by contributing to more efficient processes and higher goals in your organization. Our experienced team assists you with both technical and business-specific experience and expertise.

With our support, the complex becomes simpler and you get started quickly and easily. Together, we make sure that you reach your goals, within the time frame and budget you set. We stay by your side and assist you with continuous knowledge transfer and support.

Your and your team’s success is our success!

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More about strategic planning

Why plan when conditions are constantly changing?

In today’s fast-moving world, agility is a prerequisite for long-term success, but the reality is that we have to constantly plan for how to use the organization’s resources. Some plans are short-term, others extend into an imaginary future.

Agile organizations face the challenge of taking advantage of decentralized initiatives (bottom-up) and ensuring that they are carried out within the organization’s strategic priorities (top-down).

Managing with this built-in contradiction requires new processes and routines for planning and coordination. Henry Mintzberg defined strategic planning as “a formalized system for codifying, elaborating and operationalizing the strategies which organizations already have“.

But where agile processes and strategic planning meet, two fundamental questions are asked: when we put all these initiatives together, do they contribute to our organization’s strategic goals? And, what can we learn from these initiatives to make our strategic plan even more successful?

Setting ambitious goals, defining clear processes to achieve them, implementing these processes and continuously learning from them, is a prerequisite for success and should permeate the entire organization in the daily work at all levels. That is agile planning with Cleerit.

Do we need Soft Data now that we have Big Data and BI?

Today, the ability to generate data is virtually unlimited thanks to Big Data. And Big Data is being transformed into Business Intelligence. But that does not necessarily mean that we can create better plans for the future. As Henry Mintzberg writes in his book The rise and fall of strategic planning, soft data is also important:

While hard data may inform the intellect, it is largely soft data that generate wisdom. They may be difficult to ‘analyze’, but they are indispensable for synthesis — the key to strategy making.

Today, more than ever, knowledge and experience are the most important resources of the learning organization. Or, as Lawrence ”Larry” Bossidy – previously chairman of the board at General Electric and CEO at AlliedSignal (later Honeywell) and author of the book Execution: the Discipline of Getting Things Done, said:

At the end of the day, you bet on people, not on strategies.

With Cleerit, experience and knowledge are transformed into Soft Data that can be shared. It enables an optimized use of the organization’s resources and reduces waste of time and money.

We think before we act, and our actions help us to think

Traditionally, the development of the strategic plan is thought of as a sequential process, which begins with an initial analysis that is elaborated and formalized to culminate in possible action. But strategy design as a learning process can also take the opposite direction. We think before we act, to feel safe, but our actions also make us think. We try it out, experiment with new initiatives, and these experiments are gradually shaped into viable patterns that become strategies.

A successful strategy design takes place every day, and therefore strategic planning is an ongoing and iterative learning process. Much like day-to-day work in Cleerit.

Read on to know more about the features Cleerit offers to succeed with strategic, operational and financial planning:

The CSRD-ready SaaS solution Cleerit ESG guides you through your double materiality assessments, helps you structure your ESG processes, execute your sustainability strategies, and report according to the European Sustainability Reporting Standards, ESRS, and any other standards applied in your organization.

Presentation of the SaaS solution Cleerit ESG >>

Download ESRS (European Sustainability Reporting Standards) 31 July 2023 here >>

Download the Cleerit ESG software presentation here >>

CSRD is a game changer for corporate accountability – in the EU and globally – but it is not only legislators who set demands for sustainability. Expectations that organizations work sustainably are rising from society as well as individual employees, customers, citizens and investors. CSRD will accelerate this development as comparable information will become publicly available.

With the SaaS solution Cleerit ESG, you get started quickly. All disclosure points in ESRS – approx. 990 whereof 250 metrics – are integrated, with explanations and support for the processes required by CSRD.

70% of the disclosure points are narrative – companies will have to report on sustainability strategies, processes, policies, targets and action plans – in detail and with (very) high transparency. The public benchmarks and rankings that will follow will be important drivers of change.

CSRD takes time to prepare – several months. Having system support is not only mandatory (CSRD requires digital reporting), but also a great advantage for learning and preparing the internal work, thanks to an easy-to-navigate and clear structure that guides you and helps you understand – in detail – what is expected.

The good news is that it is neither expensive (65 €/user/month) nor complicated (you only need to login), and the return on investment is very high: your chances of strategic success triple.

Get started quickly. The science-based SaaS solution Cleerit ESG offers you features to:

✔ factor in impact and risk exposure,
✔ unlock the potential of your double materiality assessments,
✔ identify, assess and manage material topics,
✔ cascade ambitious targets,
✔ create actionable roadmaps for strategic success,
✔ manage ESG data flows and distribute responsibilities within the organization,
✔ monitor and manage performance –
✔ while preparing CSRD and
✔ automating your sustainability reporting with ESRS-ready templates.

You can easily digitize and streamline your sustainability initiatives, link ESG goals and metrics to your strategic, operational and financial plans, automate your sustainability reporting processes, improve your ESG rating and communicate your contribution to a more sustainable society.

Get CSRD-ready with Cleerit ESG

Download an overview of the European Sustainability Reporting Standards (ESRS)

You are welcome to contact us to know more about how Cleerit ESG helps you unlock the potential of your sustainability strategies, automate your sustainability reporting and improve your ESG rating.

We also provide more information about EU rules and regulations further down on this page.

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More about CSR, ESG & non-financial performance

Sustainable development and the Global Goals in the UN Agenda 2030

The concept of “sustainable development” was introduced by the American environmental scientist and author Lester R. Brown in 1981. It became internationally widespread in 1987 when the UN World Commission on Environment and Development launched the concept in the report “Our common future”. Norway’s then Prime Minister Gro Harlem Brundtland, who led the Commission, gave the term the following definition, which is still the most common definition of sustainable development:

Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs.

Sustainable development is based on three dimensions: the social, the environment and the economy. The UN’s 17 global goals (SDGs) include all three dimensions.

The Global Sustainable Development Goals constitute the most ambitious sustainable development agenda ever adopted and aims to realize four ambitious overall goals by the year 2030:

• To eliminate extreme poverty
• To reduce inequalities and unfairness in the world
• To promote peace and justice
• To solve the climate crisis

Through the global goals for sustainable development, these goals can become reality.

Read more about global goals and the SDG Compass – the guide for business action on the SDGs

ESG and non-financial performance are critical to organizations’ strategic success over time

The term ESG stands for Environmental, Social and Governance and is a way of evaluating organizations’ non-financial performance and development. Historically, for-profit companies have mainly been evaluated based on financial results, but an organization’s operations also affect the environment (Environment), the employees and society at large (Social). How responsibly an organization is governed is also decisive for the organization’s sustainability over time (Governance).

Environmental, social responsibility and governance (ESG) issues play an increasingly important role in organizations’ strategy and day-to-day decisions. ESG-oriented investments have grown strongly – up 68% since 2014 and tenfold since 2004. It makes sense, therefore, that a strong ESG proposal creates value and ensures an organization’s long-term success.

E – Environmental impact
Includes the energy used by the organization, the waste it generates, the resources it needs and the consequences this has for living beings. The term also covers carbon dioxide emissions and climate change. Every organization uses energy and resources. Every organization affects and is affected by the environment.

S – Social responsibility
Covers the relationships the organization has with people, institutions and the communities the organization operates in. Social responsibility also covers the organization’s reputation, labor relations, diversity and inclusion. Every organization operates in a larger ecosystem.

G – Governance
Includes the methods and processes the organization uses to govern itself, make effective decisions, comply with the law and meet the needs of external stakeholders. Every organization is a legal entity and requires governance.

Corporate Social Responsibility (CSR)  is a management concept whereby companies integrate social and environmental concerns in their business operations and interactions with their stakeholders. CSR is generally understood as being the way through which a company achieves a balance of economic, environmental and social imperatives (“Triple-Bottom-Line- Approach”), while at the same time addressing the expectations of shareholders and stakeholders.

To actively engage in CSR means that, in the ordinary course of business, a company is operating in ways that enhance society and the environment instead of contributing negatively to them.

Key CSR issues include environmental management, eco-efficiency, responsible sourcing, stakeholder engagement, labour standards and working conditions, employee and community relations, social equity, gender balance, human rights, responsible governance, and anti-corruption measures.

An effective CSR strategy generates competitive advantages, such as enhanced access to capital and markets, increased sales and profits, operational cost savings, improved productivity and quality, efficient human resource base, improved brand image and reputation, enhanced customer loyalty, better decision making and risk management processes.

Read more about CSR at UN Industrial Development Organization

Read more about ESG at Harvard Law School Forum on Corporate Governance

With Cleerit, you easily integrate CSR and ESG strategy in your core business, automate your sustainability reporting processes and monitor your non-financial performance. You can also connect your ESG governance models to the international frameworks of your choice (ESRS, SDG, TCFD, GRI, SBTi, UNGP …).

The EU Corporate Sustainability Reporting Directive (CSRD) replaces the NFRD as of financial year 2024

NFRD – Non-Financial Reporting Directive

Since 2018 large public interest entities (listed undertakings, enterprises, banks and insurance companies) with more than 500 employees are required to publish sustainability information under the Non-Financial Reporting Directive (NFRD)

This information includes a non-financial statement with material information on their business model, policies, outcomes, risks and risk management, in addition to key performance indicators related to at least environmental, social and employee matters, respect for human rights, anti-corruption, and bribery matters.

As of 2020, 1 956 companies fell within the legal scope of the NFRD. This number increases to nearly 11 000 companies if those covered by the national transpositions of the NFRD and the Accounting Directive are also included.

The NFRD does not impose the use of any reporting framework or standard, but if preparers rely on particular frameworks, they should state this in their non-financial statement. The EU Member States are allowed to determine whether the statement should be integrated into the management report or published as a separate report.

CSRD – Corporate Sustainability Reporting Directive

In April 2021, the European Commission presented a new Corporate Sustainability Reporting Directive (CSRD) proposal as part of the European Green Deal and the Sustainable Finance Agenda.

In June 2022, the European Parliament and Council reached a political agreement on a CSRD, to which the Council gave its final approval in November 2022.

On 16 December 2022, the final act was published in Official Journal. The directive entered into force 20 days after publication, on 5 January 2023. The rules will start applying between 2024 and 2028.

The first companies will have to apply the new CSRD rules for the first time in financial year 2024, for reports published in 2025.

The CSRD introduces more detailed reporting requirements on non-financial sustainability matters, replacing the NFRD, which is no longer tailored to the EU’s transition to a sustainable economy, and expanding its scope and content with the aim to improve the quality of the reported information, standardize sustainability information for EU reporters and tackle greenwashing.

The CSRD ensures that all large companies and listed small & medium-sized companies (SMEs) are required to report on sustainability matters such as environmental rights, social rights, human rights and governance factors.

A broader set of EU companies will now be required to report on sustainability – approximately 50,000 companies in total.

ESRS – EU Sustainability Reporting Standards

The NFRD did not envisage EU-wide non-financial reporting standards, which could lead to inconsistent information being reported. The CSRD will now require companies to publish sustainability information in line with the European Sustainability Reporting Standards (ESRS), tailored to EU policies, while building on, and contributing to, international standardization initiatives.

The European Financial Reporting Advisory Group (EFRAG) is responsible for preparing the sustainability standards in its role as technical advisor to the European Commission.

The last versions of the first set of ESRS were approved by the EFRAG board on 15 November 2022 and have been subject to editorial review before its final submission to the European Commission on 22 November 2022.

The European Commission adopted the ESRS standards on 31 July 2023 through a delegated act.

The provisions apply to fiscal years starting on or after 1 January 2024 for companies already subject to the NFRD.

Financial markets need access to environmental, social and governance information that is reliable, relevant and comparable if private capital is to be channeled into financing the green and social transition. Disclosure of sustainability information aims to attract additional investment and funding to facilitate the transition to a sustainable economy, as described in the EU Green Deal.

ESRS also aims to simplify the reporting process for companies. Many companies are currently under pressure to use an array of different sustainability reporting standards and frameworks. The EU sustainability reporting standards should be a ‘one-stop-shop’, providing companies with a single solution that meets the information needs of investors and other stakeholders.

The new rules and reporting standards are expected to:

• ensure that investors and other stakeholders have access to the information they need to assess investment risks arising from climate change and other sustainability issues;
• create a culture of transparency about the impact of companies on people and the environment;
• reduce reporting costs for companies over the medium to long term by harmonizing the information to be provided.

Download an overview of the European Sustainability Reporting Standards (ESRS)

The new EU sustainability reporting rules will apply to listed and large enterprises 

An enterprise, or ‘undertaking’ in the ESRS, is considered to be any entity engaged in an economic activity, irrespective of its legal form and the way in which it is financed. Any activity consisting in offering goods or services on a given market is an economic activity.

In short, the new sustainability reporting rules will apply to enterprises

• listed on regulated markets, providing they are not micro-undertakings, meaning which employ more than 10 persons and whose annual turnover exceeds EUR 750 000, and/or an annual balance sheet total exceeds EUR 350 000. SMEs can opt-out until 2028.
• which employ more than 250 persons and/or whose annual turnover exceeds EUR 40 million, and/or an annual balance sheet total exceeds EUR 20 million.

These companies are also responsible for assessing the information applicable to their subsidiaries.

For non-European companies, the requirement to provide a sustainability report applies to all companies generating a net turnover of EUR 150 million in the EU and which have at least one subsidiary or branch in the EU exceeding certain thresholds. These companies must provide a report on their environmental, social and governance (ESG) impacts, as defined in the CSRD.

Application date

The application of the regulation will take place in four stages:

1. reporting in 2025 on the financial year 2024 for companies already subject to the NFRD;
2. reporting in 2026 on the financial year 2025 for large companies that are not currently subject to the NFRD;
3. reporting in 2027 on the financial year 2026 for listed SMEs (except micro undertakings), small and non-complex credit institutions and captive insurance undertakings;
4. reporting in 2029 on the financial year 2028 for third-country undertakings with net turnover above EUR 150 million in the EU if they have at least one subsidiary or branch in the EU exceeding certain thresholds.

EU Green Taxonomy – to transform the European economy

Europe aims to achieve carbon, or climate, neutrality by 2050. This goal is part of a comprehensive action plan, the EU Green Deal, which was presented by the European Commission in 2019. 1,000 billion euros will need to be mobilized between 2021 and 2027 for the 27 member countries to achieve a low-carbon transition.

Sustainable finance is an important part of the action plan, with the objective to redirect capital investments to sustainable economic activities using a green taxonomy.

The green taxonomy, or climate taxonomy, is a European framework for a standardized classification of economic activities that greatly contribute to achieving the EU’s six environmental goals according to scientific criteria.

Today, the taxonomy includes criteria that make it possible to assess the environmental sustainability of 90 economic activities, which account for more than 93% of greenhouse gas (GHG) emissions in the European Union.

The EU has published a guide – the Taxonomy Compass – which can be used to verify which economic activities are included in EU’s green taxonomy, how they significantly contribute to the environmental goals, and which technical screening criteria they must meet in order to be taxonomy aligned.

Read more about the Taxonomy Compass

On January 1, 2022, the disclosure requirements came into effect with the taxonomy regulation (Regulation 2020/852 of the European Parliament and of the Council).

Large companies and financial institutions must include the proportion of their economic activities and/or investments eligible under the taxonomy in their sustainability reports – i.e. activities and investments that correspond to the economic activities that are currently specified in, or covered by, the taxonomy framework – expressed as a share of turnover (TO), capital expenditures (CAPEX) and operating expenses (OPEX).

From 2023, large companies will also have to report the proportion of economic activities and/or investments aligned with the taxonomy, using the same three financial key performance indicators: share of turnover (TO), CAPEX and OPEX.

In order for an economic activity eligible under the taxonomy to also be considered aligned with the taxonomy, and thus classified as environmentally sustainable according to the taxonomy, it must:

• Contribute significantly to one or more of the EU’s six established environmental goals
• Without significantly harming any of the other five goals (Do No Significant Harm – DNSH)
• Meet the Technical Screening Criteria (TSC)
• The company must also meet the minimum requirements of international conventions regarding labor law and human rights (OECD Guidelines on Multinational Enterprises and UN Guiding Principles on Business and Human Rights) throughout its global supply chain

From 2024, this obligation will apply to the majority of companies with more than 250 employees, as part of the new Corporate Sustainability Reporting Directive (CSRD).

The CSRD directive also specifies that, in the future, sustainability reporting must be “comparable, reliable and easy to find for users, and use digital technology”.

Each market participant is also free to describe how their own business activity is related to the taxonomy in the sustainability report, even if it is not currently part of the taxonomy listing. The sustainability report can be supplemented by e.g. explaining that the results of the taxonomy’s financial key performance indicators reflect the fact that the business is not yet covered by the taxonomy – and not by an inability to meet the technical screening criteria. It is also possible to describe how the company considers that its business is already low in carbon dioxide, contributes to conversion or makes it possible for other businesses to reach their threshold values.

With Cleerit, sustainability strategy & reporting is easy, inclusive and digital. You easily integrate the EU’s Green Taxonomy in your daily operations and financial planning, with clear and automated data flows.

Read more about EU Climate Taxonomy

The EU’s Social Taxonomy for employees, consumers and communities

Environmental and social criteria have been part of the EU’s sustainable finance strategy since the very beginning. It is widely recognised that there is a need for social investments to both: (i) achieve the sustainable development goals (SDGs) of the UN’s 2030 agenda; and (ii) create the social internal market set out in the Treaty on European Union (Article 3).

It is also widely recognised that businesses must show respect for human rights as envisaged in the UN Guiding Principles on business and human rights (UNGPs).

The EU is currently working on a social taxonomy project based on three main objectives:

• decent work (including for value-chain workers);
• adequate living standards and wellbeing for end-users;
• inclusive and sustainable communities and societies.

These goals target three groups of stakeholders: employees, consumers and communities.

Finally, the social taxonomy also considers socially harmful activities more generally. Similar to the environmental taxonomy, the question in this case is which activities can be considered socially harmful
under any circumstances.

Read more about EU Social Taxonomy

Corporate Sustainability Due Diligence (CSDD) to promote sustainability in corporate governance & management systems

On February 23, 2022, the European Commission adopted a proposal for a directive on Corporate Sustainability Due Diligence (CSDD). The purpose of this directive is to promote sustainable and responsible business and to anchor human rights and environmental considerations in companies’ operations and corporate governance.

These new rules will ensure that companies address the negative effects of their actions, including their value chains inside and outside Europe.

With Cleerit, you can easily structure your governance, internal control and CSDD processes, and mitigate risks and negative impacts, for effective promotion of sustainable and responsible behavior.

Read more about CSDD

Why is it important to succeed with your sustainability strategy?

It is not only legislators who set demands for sustainability. Expectations that organizations work sustainably are rising from society as well as individual customers and citizens. There are many and good reasons for developing sustainability and the driving forces are numerous.

By investing in sustainability and involving employees, customers, suppliers and other stakeholders in your sustainability strategy, you create commitment and at the same time you gain insight into both risks and opportunities.

As an integral part of the business and with support throughout the organization, sustainability becomes an investment that reduces risk exposure, increases efficiency and generates returns in the form of new business, more assignments and improved relationships.

As both customers and citizens become more aware, they place higher demands on organizations and their products and services. The organization’s employees also see sustainability as increasingly important and it has for many become a significant factor in attracting qualified employees.

Environment and social sustainability are also important criteria in procurement. Requirements labelling, energy efficiency, diversity and organic materials are selection criteria that have become important when purchasing and in requirements specifications. 

Research has also shown that companies that invest in environmental concerns, social responsibility and responsible governance do not perceive it as an obstacle to value creation – quite the opposite, in fact. A strong ESG proposal is correlated with higher equity returns, reduced credit default swap spreads (CDS) and higher credit ratings, which in turn lead to lower cost of loans and financial investments.

A strong ESG proposal safeguards long-term success and increases the company’s financial value:

• Facilitates top-line growth: helps tap new markets and expand into existing ones, drives consumer preference
• Cost reductions: helps combat rising operating expenses (such as raw-material costs and the true cost of water or carbon), reduces unnecessary waste disposal costs
• Reduced regulatory and legal interventions
• Employee productivity uplift: helps attract and retain quality employees, enhance employee motivation by instilling a sense of purpose, and increase productivity overall (employee satisfaction is positively correlated with shareholder returns)
• Investment and asset optimization: enhances investment returns by allocating capital to more promising and more sustainable opportunities, helps avoid stranded investments that may not pay off because of longer-term environmental issues

Five ways that ESG creates value – McKinsey Quarterly, novembre 2019

Setting goals and accounting for sustainability lies with the top management

The key to a sustainable business lies primarily in the business model itself, i.e. how revenue is generated, as well as how goods and services are produced and benefit the customer or citizen.

This means that the responsibility for formulating goals and strategies for a more sustainable and responsible development ultimately lies with the top management. Management is also responsible for ensuring that the sustainability strategies permeate the entire organization and are translated into detailed action plans that specify what is to be done, by whom, when and what results are expected for the strategies to become a reality.

By setting goals and reporting on sustainability, you strengthen the conditions for achieving results and at the same time create transparency and credibility, as well as strengthening your brand towards customers, citizens and employees.

Take the time to think about which sustainability aspects are most important for your organisation and what you want to achieve. Describe your sustainability strategy in the organization’s policy document, business plan and values, and make it come alive with Cleerit. Account for the progress you make, both internally and externally.

Clear overview and reliable decision support when managing your sustainability plans in a digital inclusive solution

With Cleerit you get a modern solution tailored to your needs. A solution that integrates the functions you need to implement and monitor the progress of your sustainability strategy, connected to CSRD and other sustainability regulations.

Cleerits offers you clear overview that will help you prioritise and make informed decisions as you lead your organisation towards the goals in alignment with EU CSRD, the UN Agenda 2030 and Global Compact.

Using Cleerit will also automate your continuous sustainability reporting and the annual sustainability report can be generated in real-time, including ESG materiality matrices and risk management plans.

With access to a sustainability plan that provides both an overall picture and in-depth details, management is considerably simplified, especially when you engage in sustainability activities all over the world.

Both management, the Board as well as internal control and compliance departments will be informed in real-time with Cleerit.

You can easily create reports that show progress towards your goals, how you allocate resources to prioritized areas, and the results you achieve.

From sustainability strategy, goals and risk analysis, to action plans with allocated resources and budgets

Based on your goals you can create action plans in Cleerit and get a visual chain of control that shows how material topics such as climate, work environment, diversity and equality are logically linked to goals and activities. It becomes clear what is to be done, by whom, when and what results you expect to reach.

Defining, analyzing, and managing risks that can prevent you from achieving your goals is a central part of sustainability plans. The risk management function in Cleerit supports this by integrating risk analysis and measures linked to the activities in your sustainability plan, or by establishing separate risk management, compliance and GRC plans.

A prerequisite for turning strategies into reality is to allocate your resources to where they are most useful. Therefore, budget & forecasting processes and resource planning are central features in Cleerit.

You avoid time-consuming manual planning templates and can automate your planning processes for optimized resource allocation and increased reliability. And the connection to the EU’s Taxonomy is automated for efficient and comprehensive sustainability reporting.

The daily work towards the sustainability goals where everyone knows what to do

It is what you do every day, step by step, that leads you towards achieving your goals. As an operational manager, you get an overview of how various activities such as training, diversity initiatives and carbon dioxide emissions reduction activities are progressing with the help of overviews, schedules and status reports.

You and your teams get a digital workspace where it becomes clear to everyone what to do and how to contribute to the overall goals. To help you, you have tools such as materiality matrices, goal maps, project portfolio management, kanban cards, Gantt charts and the ability to share documents.

Ensure visibility of your sustainability results with reports and KPIs for analysis and learning  

With reports and metrics, status and progression, you have continuous access to data for analysis and decisions. This allows you to be fast-moving, agile and easily re-prioritize when needed.

You can define KPIs with target values ​​and compare them with outcomes for goals such as climate mitigation & adaptation, gender equality, diversity and inclusion.

Since the KPIs are linked to goals and activities, you will gain an in-depth understanding of your results.

Documentation for the Board, the annual sustainability report, ESRS-reporting and Communication on Progress (CoP) for the Global Compact are always available in real-time.

Dedicating time to analysis lays the foundation for increased learning that leads you on the path to realizing sustainability goals, while contributing to a more sustainable society.

Read on to know more about the features Cleerit offers to succeed with Sustainability, CSR & ESG:

Are you looking for a secure, flexible and inclusive solution to analyze, prevent and mitigate risks, manage governance, compliance and internal control processes? You have come to the right place.

Cleerit helps you plan, execute and monitor internal control, audit, risk management, regulatory compliance and governance processes, to support the management team in fulfilling its responsibility towards the Board, owners and other stakeholders.

• Prevent irregularities and risks, and ensure that operations are managed effectively
• Digitize you GRC plans, analyze risks, plan and distribute mitigating actions
• Define and cascade goals for regulatory compliance and ESG issues
• Manage your internal audit and due diligence processes with task boards and schedules
• Manage budget and resource planning for GRC work and teams
• Create reliable reports to the Board and its committees
• Give the Board and the mangement team access to key information in real time

If you don’t invest in risk mangement it doesn’t matter what business you’re in, it’s a risky business

Gary Cohn – previously CEO and COO at Goldman Sachs

Welcome to contact us to learn more about how Cleerit can support your work with internal control, governance, risk management and regulatory compliance.

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More about Governance, Risk and Compliance

Governance – a balance of power

Governance affects the “balance of power” between owners, or shareholders, the Board and the management team. A shift in this balance was introduced in the 1970s when the Securities and Exchange Commission in the USA presented the need for reforms.

They advocated that businesses and organisations set up audit committees, nomination committees and compensation committees. This entailed, among other things, requirements that a proportion of the board members must be independent in their relationship to the management team. The term “Corporate Governance” was in the US Federal Register for the first time in 1976.

The real mechanism for corporate governance is the active involvement of the owners.

Louis Gerstner – previously chairman of the board and CEO at IBM

Some risks that are thought to be unknown, are not unknown. With some foresight and critical thought, some risks that at first glance may seem unforeseen, can in fact be foreseen. Armed with the right set of tools, procedures, knowledge and insight, light can be shed on variables that lead to risk, allowing us to manage them.

Daniel Wagner – Managing Director of Risk Solutions at Risk Cooperative, a strategy, risk and capital management firm

The responsibilities of the organisation are shifted from a narrow ownership interest to a broader stakeholder perspective with expectations on social responsibility

Ultimately, the framework for governance is about proactively preventing irregularities that threaten the existence of the organization, with negative effects for its stakeholders, including owners and wider society. The framework consists of laws, rules and codes that clarify the division of responsibilities between management and the Board, to secure the interests of the owners.

But it is just as much about promoting the organization’s credibility in the market and in society, and GRC should therefore be seen as a strategic tool.

In addition, the stakeholder perspective has expanded over the years from a narrow focus on ownership interests to include workers, the market and the wider society with demands for social responsibility.

It is based on the assumption that consideration for other stakeholders is necessary to create long-term profitable companies and sustainable organizations.

This broadened perspective is not least noticeable in the increasing demands and often legal requirements that companies, in addition to the annual report, should also make an annual sustainability report.

We are seeing momentum building around the shift from companies focusing on shareholder return to thinking about stakeholder returns. When we see statements from the Business Roundtable in the US ‘Redefining the purpose of a corporation’ and the World Economic Forum’s Davos Manifesto for 2020 ‘for a better kind of capitalism’ we know that the message is getting through that our economic and financial systems must change, in order to address the sustainability challenges of our time.”

Linden Edgell – Global Sustainability Director ERM

Well-structured processes for planning, executing and montioring internal control processes

Within the framework of governance, your organisation is responsible for performing internal control processes such as internal audits, risk analysis and ensuring compliance with regulations. With Cleerit, you can plan this work, define activities, link them to strategic priorities and goals, allocate resources, budgets and forecasts, and get support to manage and follow up on your mitigating activities and projects.

You can create action plans for activities such as internal auditing, compliance training, updating internal regulations and policies etc. You assign who is responsible for each activity, and support everyone in the team in their daily work with tools such as kanban boards and schedules, where they easily can update the status and progression of their work.

With an overview of the entire organisation internal control become more efficient

When the entire organisation uses Cleerit for planning, control and follow-up in alignment with the strategic goals, you get direct access to the data you need to perform your internal control.

This provides the overview and clarity needed to follow up that the business allocates the resources to the strategic priorities that the board has decided on. You can for example plan and implement internal audits faster and more precisely with continuous access to the entire organization’s action plans, financial management and results.

Integrated risk management

Cleerit has an integrated risk management function to create your risk register, analyse risks and plan mitigating measures to ensure good risk management and compliance.

You get a consensus on your priority risks and can act proactively to eliminate unpleasant surprises that can affect your strategies and constitute obstacles to achieving your goals.

With Cleerit you can visualize and integrate risk management throughout the organisation.

Provide your Board and committees with increased transparency and reliable reports

Within the framework of governance, transparency is at the core, as well as providing the Board with good quality reports. With Cleerit, this is considerably simplified as you have continuous access to relevant and necessary data gathered in one place. You easily produce reports for the Board and its committees and are well prepared for reporting to your stakeholders all through the year.

As a management team, you do not need to wait for reports, you can easily log in and create favorite reports yourself to be up to date on the risk and opportunities, key results in relation to strategic priorities, as well as associated action plans, projects, budgets and forecasts. You continuously have a good overview and control over the entire organization, which helps you manage more effectively and easily prepare each board meeting.

Read on to know more about the features Cleerit offers to succeed with Internal Governance & Control, Risk Management and Compliance:

OKR – Objectives and key results – is a popular management method in times of high growth or major change, where teams and individuals focus on a few ambitious goals and key results in transparent processes and agile follow-up cycles. OKR helps you ensure that you focus your efforts throughout the organization.

Cleerit helps you succeed with your OKRs

• Define and distribute goals and strategies  
• Inovolve teams and individuals in setting time framed goals and key results 
• Increase engagement and invidual accountability  
• Support both top down and bottom up processes
• Plan activities and tasks to reach the key results 
• Plan resources and time, mangage budgets and forecasts 
• Follow up with continuous status reports  
• Be prepared for your business review meetings   
• Promote learning in an iterative process

Welcome to contact us to learn how Cleerit can support you in managing your OKR efforts.

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More about OKRs

Who invented OKR?

The method was developed as early as the 1970s by Andy Groove, who introduced OKR in Intel. Today, Google and LinkedIn are well-known ambassadors for the method. One of the earliest investors in Google, John Doerr, called Andy Grove the “Father of OKRs” in his book “Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs”.

OKRs overturned the the top-down management system: suddenly, workers were valued by what they accomplished, not their background, degree, or title. With OKRs, execution is more important than mere ideas, and Grove, who had fought his way out of Communist Hungary to become Time Magazine “Man of the Year,” was living proof of this. As one Intel historian put it, “He was sort of a walking OKR.”

Giulia Pines – A closer look at the man who invented OKRs

OKRs should be ambitious and inspiring

OKR goals are formulated in qualitative terms, they are ambitious and inspiring. The goals answer the questions why we do this, what we want to achieve, what is our desired future situation?

Teams and individuals in the organization are involved and engaged in formulating and owning their own goals, which are aligned with the company’s overall goals and strategic direction.

Each goal is linked to quantitative key results that show how the goals are to be achieved, in other words, the effects that must be achieved.

Do not set too many goals 

Focus is a keyword for the method and the recommendation is to set a few high goals and key results, an often recommended number is three and preferably no more than five.  

There are some principles that form the basis for OKR, and these are; focus, clear connection, commitment, transparency and responsibility.

Set a time for goal fulfillment

OKR is based on a process where the time factor is important. A basic idea is to set a time for when the goal is intended to be achieved. Timed status updates and follow-ups are an important ingredient in the process, and often involve weekly updates and quarterly goal follow-up. With a clear status and follow-up cycle, you build in an agile and iterative process.

Choose a flexible digital solution for your OKR processes

For your OKR processes, it is important to have a digital solution that guides you step by step to realize your high goals with the help of goal-focused planning and continuous status update. A digital solution where everyone involved can be involved and take responsibility for their goals and results.

Cleerit is the flexible tool you need to work with your OKR connected to the overall picture, based on your conditions and needs, to get the best out of your resources on the way to your higher goals and results.

Read on to know more about the features Cleerit offers to succeed with OKRs

Are you an IT director, IT manager, CIO, CTO or part of an IT team? Are you involved in Enterprise governance of information and technology (EGIT)? Are you looking for a user-friendly, complete, flexible and inclusive solution for agile delivery models and ITIL 4 & COBIT compliant management of your IT department’s work, deliveries, services and projects? Then you’ve come to the right place.

With Cleerit, you get a real-time overview of goals, priorities, teams, activities, deliverables, budget and results – and the IT management support you need to achieve your goals. One step at a time, every day.

Cleerit links IT governance to stakeholder benefit & value

• Increased proximity to customers, stakeholders and suppliers for fast and efficient IT deliveries
• Clear linkage of decision-making and deliverables to strategic objectives and priorities
• Complete best practice solution customized to meet your IT organization’s specific set-up and needs

To turn really interesting ideas and fledgling technologies into a company that can continue to innovate for years, it requires a lot of discipline.

Steve Jobs

There are many frameworks, models and processes for managing an organization’s IT operations. They are combined in different ways to meet each organization’s unique situation.

All these components and processes can be difficult to hold together if you manage them with Excel, Word and PowerPoint presentations. Instead, you can use Cleerit to keep it all together and manage both the big picture and day-to-day work.

With Cleerit, you get an inclusive and easy-to-use management system that guides you all the way from strategy formulation to execution and control.

You can start where you are today and create an integrated and collaborative model for managing the IT department’s work, services, deliveries and projects, linked to the organization’s strategic goals and priorities. To reach your goals, one step at a time, every day.

You are welcome to contact us to learn how Cleerit can support you to plan and manage your IT/ITSM initiatives.

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More about ITSM, COBIT, ITIL 4 & agile delivery

What is ITSM, ITIL 4, DevOps, SAFe and COBIT?

ITSM, for Information Technology Service Management, focuses on defining, managing and delivering IT services to support the organization’s objectives and customer needs. In other words, it is about the activities carried out by an organization to design, build, deliver, operate and control IT services offered to customers. ITSM is characterized by a process approach to management with a focus on customer needs and IT services for customers rather than IT systems, and emphasizes continuous improvement.

ITIL 4 is a framework of best practice to ensure the efficient and customer-oriented management of IT services first defined in the mid-1980s by the UK Cabinet Office.

The goal of the ITIL framework for effective and customer-oriented management of IT services is to promote

• a constructive and inclusive relationship between IT supplier and IT customer
• IT services that meet customer requirements, including stable delivery and successful change over time
• continuous improvement of IT services, processes and resource optimization over time

Read more about ITIL 4 here

ITIL best practices are also used as the foundations of ISO/IEC 20000, the International Service Management Standard for organizational certification and compliance.

ITSM and ITIL are not mutually exclusive, they complement each other.

DevOps is a set of work processes, methods and tools, to support the development, deployment and maintenance of a software. Dev = “development”, Ops = “operations”. DevOps help shorten development cycles and allows developers to automate operational tasks and incident management.

SAFe (for Scaled Agile Framework) is a framework for agile working methods and values with the goal of creating collaboration between several agile teams and thus giving larger, complex organizations the opportunity to benefit from agile system development on a larger scale. SAFe has been developed for three primary knowledge groups: agile software development, lean product development and systems thinking.

SAFe provides guidance for all levels of the organization actively engaged in software development: Team, Program, Large Solution and Portfolio that should result in greater alignment and visibility across the organization. Along with large-scale Scrum (LeSS) and disciplined agile delivery (DAD), SAFe is one of a growing number of frameworks that attempt to address the problems that arise when multiple teams are involved in the development process.

ITSM, ITIL, DevOps and SAFe are not mutually exclusive; each approach has its own goals and functions.

Unlike SAFe, ITIL is not descriptive, which means that the framework does not provide answers to HOW things should be done, but WHAT should be done to ensure success. SAFe is highly prescriptive and describes in detail both what needs to be done and how (also includes a dedicated implementation plan). Both SAFe and ITIL have their own values, although most of them overlap.

COBIT is a framework for the governance and management of information and technology (EGIT – Enterprise governance of information and technology), aimed at the whole enterprise. Enterprise I&T means all the technology and information processing the enterprise puts in place to achieve its goals, regardless of where this happens in the enterprise.

The framework “COBIT® 2019 Framework: Governance and Management Objectives” has been designed and created by SACA® (isaca.org), a global association “helping individuals and enterprises achieve the positive potential of technology”.

The COBIT framework makes a clear distinction between governance and management. These two disciplines encompass different activities, require different organizational structures and serve different purposes.

Governance ensures that:

• Stakeholder needs, conditions and options are evaluated to determine balanced, agreed-on enterprise objectives.
• Direction is set through prioritization and decision making.
• Performance and compliance are monitored against agreed-on direction and objectives.

In most enterprises, governance is the responsibility of the board of directors, under the leadership of the chairperson. Specific governance responsibilities may be delegated to special organizational structures at an appropriate level, particularly in larger, complex enterprises.

Management plans, builds, runs and monitors activities, in alignment with the direction set by the governance body, to achieve enterprise objectives.

In most enterprises, management is the responsibility of the executive management under the leadership of the chief executive officer (CEO).

COBIT® 2019 includes 40 governance and management objectives, organized into five domains separated inte governance and management.

Governance

Evaluate, Direct and Monitor (EDM)

• EDM01—Governance framework setting and maintenance
• EDM02—Benefits delivery
• EDM03—Risk optimization
• EDM04—Resource optimization
• EDM05—Stakeholder engagement

Management

• Align, Plan and Organize (APO) addresses the overall organization, strategy and supporting activities for I&T.
• Build, Acquire and Implement (BAI) treats the definition, acquisition and implementation of I&T solutions and their integration in business processes.
• Deliver, Service and Support (DSS) addresses the operational delivery and support of I&T services, including security.
• Monitor, Evaluate and Assess (MEA) addresses performance monitoring and conformance of I&T with internal performance targets, internal control objectives and external requirements.

COBIT does not make or prescribe any IT-related decisions. It will not decide what the best IT strategy is, what the best architecture is, or how much IT can or should cost. Rather, COBIT defines all the components that describe which decisions should be taken, and how and by whom they should be taken.

ITIL, SAFe and COBIT can be used separately, but together they create synergies that increase the overall value for the organization.

Parallel to these international frameworks there are privately owned models such as pm³ and PPS.

pm³ is owned by the Swedish company På AB and is a management model for handling IT management tasks.

PPS (for Practical Project Management in Swedish), is a relatively complex project model developed by the Swedish-Finnish company Tieto (now TietoEvery). The model focuses on What is to be done, How it is to be done and Who is responsible, and also focuses on achieving project goals, impact goals and strategic goals. PPS achieves this by offering support in the form of document templates, description of phases, work areas and decision points and checklists, among other things.

More general approaches to governance also coexist with these more specific IT frameworks. For example, Project Portfolio Management (PPM) for the centralized management of processes, methods and technologies used by project managers and project management offices (PMO) to analyze and collectively manage time, resources, skills and budget for ongoing and proposed projects.

With Cleerit, you do not have to choose between frameworks and methods, you can start where you are today and create an integrated and collaborative model for managing the IT department’s work, services, deliveries and projects, linked to the organization’s strategic goals and priorities. To reach your goals, one step at a time, every day.

Innovation is not about money. It’s about the people you have, how you’re led, and how much you get it.

Steve Jobs

Why is the best practice according to ITIL to be inclusive and co-create?

Organizations where management and operations entrust the IT department to take sole responsibility for the organization’s IT solutions tend to incur extensive technical debt. This debt is costly and complex to address. A high technical debt means that the flexibility, ability and competitiveness of the organization is hampered.

When new conditions and needs arise, they cannot be taken care of as quickly as the operational management would like. The IT department can be busy bringing order to weak and/or complex environments. The technical debt must be managed first before new features can be delivered in existing or new services. Technology then becomes an obstacle for what is to be realized.

By co-creating value, IT Service Management according to ITIL means that operations and IT must take joint responsibility for both strategic, operational and IT results. This is clarified through the concepts of services’ Outcome, Output and Activities, where the Outcome focuses on value & needs and Output on the IT department’s work and deliveries to meet those needs.

Co-creation with Cleerit means that the organization can fulfill needs and requirements to a greater extent. Technical debt is minimized and increased flexibility leads to improved overall results.

IT Service Management according to ITIL 4 with Cleerit   

With Cleerit, your work is clearly structured supporting inclusive work methods

Cleerit – a governance system for the delivery of value through IT services & products

Effective IT service management is about more than managing technology. It also includes different parts of the organization and personnel, the organization’s relationship with service providers and partners, and the various processes and technologies used within the organization. These important parts are defined as the four dimensions of service management in the ITIL 4 framework and in Cleerit.

Organizations and people
Includes the individuals, roles, knowledge, skills and abilities involved in the provision of IT services. May also include customers, service providers, supplier employees and other stakeholders in the service relationship. Leadership, communication, and a culture that encourages collaboration and helps individuals understand their contribution to creating value for customers and stakeholders are also covered by this perspective. With Cleerit’s inclusive work processes, you easily involve all stakeholders in the service relationship.

Information and technology
Includes the technologies that support service management, workflow management systems, innovations, knowledge bases, analytical tools and communication systems, as well as the information that is created, stored, managed and used by the organization in the delivery of IT services.

Partners and suppliers
Covers the organization’s relationships, contracts and agreements with other organizations involved in the design, delivery and support of IT services. With Cleerit’s inclusive work processes, you get closer to your partners and suppliers and can offer faster and more qualitative IT deliveries.

Value streams and processes
Defines the activities, workflows, controls and processes that work together to provide IT services to achieve agreed upon objectives. With Cleerit’s inclusive and seamlessly integrated management model, all these components work together to ensure goal achievement.

External factors
Service providers do not work in isolation; they are affected by external factors that can affect how the dimensions work. These include political, economic, social, technological, legal and environmental (PESTLE) factors. These external factors limit or influence how organizations work with the four dimensions of service management. By linking the IT department’s strategic plan to the organization’s overall strategies and ESG goals, you can take advantage of new opportunities while reducing the risk of unexpected threats in the outside world.

Read on to know more about the features Cleerit offers to succeed with your strategic IT work:

Cleerit lets you integrate and digitize your quality management system (QMS), including policies, processes and action plans, with the aim of helping your organization meet the demands of your customers and stakeholders. Cleerit’s inclusive quality management model is based on the PDCA cycle, Plan-Do-Check-Act, for full control and continuous improvement of your processes and products.

Quality work is extensive because it encompasses everything. Quality is what shapes the customers’ experience when they consume your products and services, what is usually called “the moment of truth”. Using Cleerit when working systematically with quality is therefore about consciously and effectively working with what will ultimately affect how the customer experiences your products and services.

Quality is not an act, it is a habit.

Aristotle

• Define, improve and control processes
• Prevent mistakes and reduce waste
• Define and distribute quality goals 
• Plan and manage your quality activities
• Manage and follow up on quality audits and continuous improvement activities
• Create and monitor your quality plan budget and forecast
• Measure and analyse quality results and deviations with flexible reports and KPIs   
• Analyse, prevent and mitigate quality risks  
• Improve collaboration and knowledge sharing  
• Simplify reporting and ensure access to key information in real-time  

Welcome to contact us to learn more about how Cleerit can support your quality management processes.

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More about quality plans with Cleerit

Why is quality management important?

Working proactively with quality is a prerequisite for a successful business where customer satisfaction is in focus. The idea is simply that efficient quality management will pay off since it leads to satisfied customers, reduced errors and increased performance.

Quality is never an accident; it is always the result of intelligent efforts.

John Ruskin

Transforming your quality management plans into reality with comprehensive seamlessly integrated capabilities

Cleerit lets you manage quality with action plans linked to your quality goals in a quality management model that shows how strategic quality processes are logically linked to goals and activities. This clarifies how activities such as quality controls, certification processes, audits, improvements and business development contribute to supporting your organization’s delivery of high-quality products and services, as well as increased productivity.

Potential quality failure is a risk that comes with a cost. For those of you who work to identify, analyze and mitigate risks as part of quality management, Cleerit offers integrated risk management capabilities, which you can connect to your quality management plans or manage in separate risk management plans, depending on your needs.

Turning strategic quality plans into reality requires that you allocate your resources wisely, where they create the highest value. Therefore, financial planning and time management are important and seamlessly integrated components in Cleerit. You avoid manual time-consuming planning and control templates, and you can automate your budget processes for optimized resource allocation, faster results and higher reliability.

Make sure that everyone knows what to do, when and why  

Cleerit enables you to monitor the progress of your quality management activities, such as quality controls, inspections, audits and improvement projects, with activity boards, schedules and status reports.  

You and your team get a digital collaboration space with governance models, goal maps, task plannings, Gantt charts, kanban boards and documents, that clarifies what you should do and how you contribute to the overall quality goals.

Visualize and share quality management results and contributions with reports and KPIs for analysis and learning 

With reports and metrics, status follow-up and progression, you have continuous access to evidence- based data for analysis and informed decisions. This allows you to be agile and re-prioritize when needed. You can define KPIs and measures, set target values ​​and compare outcomes for continuous quality improvement.

You can generate comprehensive reports in real-time, to share insights and quality contributions to the organization as a whole, and to the various business areas and functions. When you have access to comprehensive evidence-based data tailored to your needs in one solution, you can analyze, learn and continuously improve.

Read on to know more about the features Cleerit offers to succeed with your quality plans:

Do you manage your communication plans, campaigns, PR activities, events, schedules and budgets with Excel, PowerPoint, meetings and a lot of e-mails? Are you looking to adopt digital and inclusive technology to unleash and share the impact of your communication plans? Cleerit is the solution for you!

With Cleerit, you digitize your communication plans, and include everyday activity planning, budget processes and performance management, aligned to your strategic goals. You get:

• Real-time overview of your organization’s priorities, teams, plans, resources, activities, target groups and performance in a flexible inclusive solution adapted to your specific needs
• Clear connection of communication goals and activities to the organization’s strategic priorities – and the decision support you need to maximize communication performance and contribution
• Best practice communication management models adapted to your organization’s specific situation and needs – connecting your communication goals to everyday work

• Define and distribute your internal and external communication goals
• Manage communication projects, events, trade shows, PR activities and media relations
• Manage campaigns and communication material
• Create and monitor your communication budget
• Measure and analyse communication performance with flexible reports and KPIs
• Create a communication contact directory throughout the organisation
• React in real-time and convey collective messages in crisis situations
• Improve collaboration and knowledge sharing
• Simplify reporting and ensure access to key information in real-time

Welcome to contact us to learn more about how Cleerit can maximize the impact of your communication plan.

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More about communication plans with Cleerit

A clear communication plan is the foundation for a strong brand

Your brand is not what you say it is, it is what your customers and target groups say it is. And not communicating is also to communicate. Therefore, having a clear and well thought out communication plan is a critical success factor for your organization.

Just as a strategic plan serves as a roadmap for how your organization intends to achieve its goals, a communications plan helps you steer the organization’s communications efforts. It lays out the foundation for your communication activities and ensures a successful communication strategy.

With Cleerit, you can easily create and share a clear communication plan that will help you reach your goals. With an inclusive communication management model, you identify your objectives and target groups, in line with the organization’s overall goals. Once the big picture is clear, you cascade objectives throughout the organization and connect the activities required to successfully drive your communication strategy and build a strong brand.

Replacing paper with a PC screen doesn’t change the need for clear, precise communication.

Kenneth Roman & Joel Raphaelson – How to Communicate Effectively in Business

Clear overview and reliable decision support with a digital inclusive solution for communication planning and control

With Cleerit, the central communications department can easily manage communication plans and activities in close collaboration with regional and local communication managers, for streamlined and inclusive communication processes throughout the entire organization.

Communication managers get a clear overview of all communication activities and teams across the organization. You can zoom in from the big picture to focus on in-depth details, which helps you to quickly navigate through large amounts of information and prioritize as you lead your team towards your internal and external communication goals.

From communication strategy and goals to communication plans with resource and budget planning

You can easily create your goal focused communication plan in Cleerit and get a visual plan that shows how strategic areas, such as brand, media and target groups, are logically linked to goals and activities. Monitoring status, progress and goal fulfilment is only one click away.

A prerequisite for turning communication strategies into reality is to allocate the resources where they contribute the most. Therefore, activity-based budgeting and resource planning are important features in Cleerit. You can easily plan and monitor your budget with a clear connection to your communication activities and projects, which helps you to stay agile. With Cleerit you can also automate salary and overhead cost budgets.

You avoid manual time-consuming planning templates and can automate your planning processes for optimized resource allocation, increased reliability and performance.

Manage the daily work towards common goals and make sure everyone knows what to do and why

Cleerit helps you get a clear overview of your activities – such as the production of communication material, PR events, crisis management, media relations and internal communication.

With the help of goal maps, activity boards, Gantt schedules and status reports, you make sure everyone knows what to do, why, when and at what cost.

Cleerit is your digital platform for collaboration where the daily efforts and contributions of the communication teams are aligned to the organization’s strategic goals and messages.

Make communication contributions and success visible with reports and KPIs for analysis and learning

With reports and metrics, and continuous monitoring of status and progress, you have real-time access to evidence-based data for analysis and informed decisions. This allows you to be agile and re-prioritize when needed. You can define KPIs and measures, set target values ​​and compare outcomes for your campaigns and activities.

When essential information such as target groups, messages, communication channels, resource allocation, progress and performance, are gathered in one solution, you can produce your own reports tailored to your needs.

You can generate comprehensive reports in real-time, to share insights and show the contribution of the communication department to the different business areas and functions in the organisation.

Your internal stakeholders get a clear view of how you manage your resources for strategic communication to customers, investors, media, the general public and internally in the organisation.

Cleerit helps you take a clear ownership of communication strategies, work more proactively, and continuously learn and improve with evidence-based decision support.

For communication plans delivering maximum performance on your way to your higher communication goals.

Read on to know more about the features Cleerit offers to succeed with your communication plans:

Do you manage your marketing plans, campaigns, projects, go-to-market, schedules and budgets with Excel, PowerPoint, meetings and a lot of e-mails? Are you looking to adopt digital and inclusive technology to unleash the impact of your marketing plans and deliver customer experiences that match your brand promise? Cleerit is the solution for you!

With Cleerit, you digitize your marketing plans, and include everyday activity and campaign planning, budget processes and performance management, aligned to your strategic goals. You get:

• Real-time overview of your organization’s priorities, teams, plans, resources, activities, target groups and performance in a flexible inclusive solution adapted to your specific needs
• Clear connection of marketing goals and activities to the organization’s strategic priorities – and the decision support you need to maximize marketing performance and contribution
• Best practice marketing management models adapted to your organization’s specific situation and needs – connecting your marketing goals to everyday work

• Define and distribute marketing goals
• Manage marketing projects, activities and go-to-market
• Manage campaigns and communication material
• Create and monitor your marketing budget
• Measure and analyse marketing performance with flexible reports and KPIs
• Improve collaboration and knowledge sharing
• Simplify reporting and ensure access to key information in real-time

Welcome to contact us to learn more about how Cleerit can maximize the impact of your marketing plan.

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More about marketing planning with Cleerit

The marketing plan is an important part of the business plan

The marketing plan defines how the company will present itself to the market, i.e. how to attract more customers and retain existing ones, both in the short and long term. It specifically describes all the steps to sell a product or service.

It is an important tool that helps you convey the right message to the right people, and turn leads into customers to create growth. But it is also about retaining existing customers. Research shows that it is 5 times more expensive for a company to convince a new customer than to convince an existing customer to buy again.

A marketing plan can be short or long and extend over the next year or longer. Designing a marketing plan is also useful in itself as it often generates new thoughts, ideas and initiatives that can take the company forward.

The marketing plan always takes its starting point in the marketing strategy, which is a targeted effort to convey a brand’s message, product or service to a specific audience. Renowned marketing guru Philip Kotler defined the marketing strategy as the way in which the marketing function organizes its activities to achieve profitable sales growth at a market mix level.

With Cleerit, you can easily create a clear marketing plan that will help you reach your goals. A clear and well thought out marketing plan that helps you define and distribute your goals, prioritize, allocate resources and responsibilities, design and coordinate activities and campaigns. And last but not least, measure results, efficiency and goal fulfilment.

Focus on the right message for the right people at the right time.

Russell Glass

Clear overview and reliable decision support with a digital inclusive solution for market planning and control

With Cleerit, the central marketing department can easily manage marketing plans and activities in close collaboration with regional and local marketing managers, for streamlined and inclusive marketing processes throughout the entire organization.

Marketing managers get a clear overview of all marketing activities and teams across the organization. You can zoom in from the big picture to focus on in-depth details, which helps you to quickly navigate through large amounts of information and prioritize as you lead your team towards your marketing goals.

From marketing strategy and goals to marketing plans with resource and budget planning

You can easily create your goal focused marketing plan in Cleerit and get a visual plan that shows how strategic areas, such as brand, media and target groups, are logically linked to goals and activities. Monitoring status, progress and goal fulfilment is only one click away.

A prerequisite for turning marketing strategies into reality is to allocate the resources where they contribute the most. Therefore, activity-based budgeting and resource planning are important features in Cleerit. You can easily plan and monitor your budget with a clear connection to your marketing activities and projects, which helps you to stay agile. With Cleerit you can also automate salary and overhead cost budgets.

You avoid manual time-consuming planning templates and can automate your planning processes for optimized resource allocation, increased reliability and performance.

Manage the daily work towards common goals and make sure everyone knows what to do and why

Cleerit helps you get a clear overview of your marketing campaigns and activities with the help of goal maps, activity boards, Gantt schedules and status reports. You make sure everyone knows what to do, why, when and at what cost.

Cleerit is your digital platform for collaboration where the daily efforts and contributions of the marketing teams and are aligned to the organization’s strategic goals and messages.

Make marketing contributions and success visible with reports and KPIs for analysis and learning

With reports and metrics, and continuous monitoring of status and progress, you have real-time access to evidence-based data for analysis and informed decisions. This allows you to be agile and re-prioritize when needed. You can define KPIs and measures, set target values ​​and compare outcomes for your marketing campaigns and activities.

When essential information such as market initiatives, geographic markets, target groups, resource allocation, progress and performance, are gathered in one solution, you can produce your own tailor-made reports. No need to wait for other BI-tools to provide the insights you need.

You can generate comprehensive reports in real-time, to share insights and show the contribution of the marketing department to the different business areas in the organisation.

Cleerit helps you take a clear ownership of marketing strategies, work more proactively, and continuously learn and improve with evidence-based decision support.

The marketing team can focus on the future, adjust plans and become a learning team that takes new steps towards higher market goals.

Read on to know more about the features Cleerit offers to succeed with your marketing plans:

Leave unclear strategies and uncertain outcomes behind you! With all your plans seamlessly integrated in the SaaS solution Cleerit, planning is easy, inclusive and efficient, and you can fast-track to higher goals. You and your team get the support you need to drive value creation and reach your goals, one step at a time, every day.

Cleerit’s inclusive management models seamlessly integrate strategy execution, ESG, goal management, activities, projects, budgets, forecasts, resources, risks, compliance and performance management with

• digital, agile, inclusive and seamlessly integrated work processes
• clear focus on stakeholder value and contribution
• continuous learning and improvement.

With Cleerit you get

• Real-time overview of your organization’s priorities, teams, activities, projects, resources & performance – and the decision support you need to reach your goals
• Decision-making and daily execution connected to strategic goals and priorities – aligning the big picture with day-to-day
• Best practice governance models and templates adapted to your organization’s specific situation and needs – bridging the gap between Strategy and Execution

Cleerit is the modern way to manage your organization when every day counts

• Define and distribute goals and assignments
• Transform goals into resource-based action plans
• Coordinate and manage activities & projects
• Streamline budget and forecasting processes
• Allocate resources, plan and monitor time spent
• Measure results, progress and KPI:s, manage deviations
• Monitor performance with continuous status updates and reports
• Come prepared to your meetings
• Simplify reporting and provide increased decision support
• Analyze and manage risks and compliance
• Encourage collaboration and share best practices

Welcome to contact us to find out more about how Cleerit helps you create reliable, inclusive and agile planning, management and control processes.

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More about overview, clarity and control with Cleerit

A goal without a plan is just a wish.

Antoine de Saint-Exupéry 1900-1944 – French writer, journalist and pioneering aviator

When everyday counts on the way to your goals

Starting with the big picture, Cleerit takes you through your workday. Offering a solution to align day-to-day activities with strategy, allocate and monitor resources, manage risks and secure goal reaching. While continuously tracking progress and results along the way.

With Cleerit, you get a clear integrated work process with built-in goal management, which takes you all the way from strategy to execution to performance management in an agile learning process.

Cleerit helps you focus on key questions for efficient management

• What do we do? What should we do? What have we done?
• Are we doing the right thing? Are we doing things right?
• Is what we do in line with our mission, our objectives, our goals?
• How do we allocate resources (funds / time / skills)?
• Who does what? When where how?
• What are the expected / achieved results?
• How are we doing? Do we reach our goals? Adjustments?
• Risks?

A flexible solution to always do the right things in the right way

With Cleerit, you leverage the knowledge and experience available in the organization. Everyone can be involved and take responsibility for their goals and results, based on your specific situation and needs. This way you get the best out of your resources on your way to higher goals and maximized performance.

• Gain in overview, clarity and control to be able to prioritize and make the right decisions
• Allocate resources to where they contribute the most and adjust easily when needed
• Make sure everyone works towards the same goals and knows what to do, when and why
• Leverage knowledge and experience,learn, improve, collaborate and share best practices
• Make work visible and highlight urgent issues for an increased employee productivity
• Reduce time spent on reviews and evaluations, project overruns and risks, increase forecast reliability

When you need your strategic plans to thrive, be fully understood, backed up by measurable action and executed across all teams – and ensure they don’t just sit and collect dust in static presentations or spreadsheets.

When you want agile budget processes, reliable forecasts reflecting operational reality, flexible drill-down reports, and support for everyday resource allocation and performance management.

When you manage both standing activities and projects, and you need to plan, manage, collaborate and monitor initiatives, tasks and milestones in one integrated tool easy to use for all team members.

Then Cleerit is the solution for you.

Well-structured inclusive governance models increase value creation

We are with you all the way because it is also about people

We are inspired by your challenges and by contributing to more efficient processes and higher goals in your organization. Our experienced team assists you with both technical and business-specific experience and expertise.

With our support, the complex becomes simpler and you get started quickly and easily. Together, we make sure that you reach your goals, within the time frame and budget you set. We stay by your side and assist you with continuous knowledge transfer and support.

Your and your team’s success is our success!

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More about strategic planning and general interest

Why plan when conditions are constantly changing?

In today’s fast-moving world, agility is a prerequisite for long-term success, but the reality is that we have to constantly plan for how to use the organization’s resources. Some plans are short-term, others extend into an imaginary future. Agile organizations face the challenge of taking advantage of decentralized initiatives (bottom-up) and ensuring that they are carried out within the organisation’s strategic priorities (top-down).

Managing with this built-in contradiction requires new processes and routines for planning and coordination. Henry Mintzberg defined strategic planning as “a formalized system for codifying, elaborating and operationalizing the strategies which organizations already have“.

But where agile processes and strategic planning meet, two fundamental questions are asked: when we put all these initiatives together, do they contribute to our organization’s strategic goals? And, what can we learn from these initiatives to make our strategic plan even more successful?

Setting ambitious goals, defining clear processes to achieve them, implementing these processes and continuously learning from them, is a prerequisite for success and should permeate the entire organization in the daily work at all levels. That is agile planning with Cleerit.

The importance of leveraging knowledge and experience

Today, the ability to generate data is virtually unlimited thanks to Big Data. And Big Data is being transformed into Business Intelligence. But that does not necessarily mean that we can create better plans for the future. As Henry Mintzberg writes in his book The rise and fall of strategic planning, soft data is also important:

While hard data may inform the intellect, it is largely soft data that generate wisdom. They may be difficult to ‘analyze’, but they are indispensable for synthesis — the key to strategy making.

Today, more than ever, knowledge and experience are the most important resources of the learning organization. Or, as Lawrence ”Larry” Bossidy – previously chairman of the board at General Electric and CEO at AlliedSignal (later Honeywell) and author of the book Execution: the Discipline of Getting Things Done, said:

At the end of the day, you bet on people, not on strategies.

With Cleerit, experience and knowledge are transformed into Soft Data that can be shared. It enables an optimized use of the organization’s resources and reduces waste of time and money.

We think before we act, and our actions help us to think

Traditionally, the development of the strategic plan is thought of as a sequential process, which begins with an initial analysis that is elaborated and formalized to culminate in possible action. But strategy design as a learning process can also take the opposite direction. We think before we act, to feel safe, but our actions also make us think. We try it out, experiment with new initiatives, and these experiments are gradually shaped into viable patterns that become strategies.

A successful strategy design takes place every day, and therefore strategic planning is an ongoing and iterative learning process. Much like day-to-day work in Cleerit.

Public managers can only to a limited degree let performance indicators drive decisions

Management in a public sector organization is fundamentally different from management in a private company. While private managers are mainly concerned about the bottom line of making sustainable profits, public managers are confronted with a top line of regulation, political interference and budget constraints.

As a result, public managers can only to a limited degree let performance indicators drive the decisions on how to steer & control their operations. Nevertheless, research has proven that there are many cases where steering & control improved thanks to performance management initiatives.

With Cleerit, organizations can manage performance information for three reasons: learning, steering & control, and accountability.

Performance management is a key factor in public sector reforms

Performance management is a key factor in public sector reforms in many OECD countries. The choice of a performance management strategy is generally considered to be a positive element in a modernization process.

In countries that have implicitly or explicitly evaluated the performance management reforms, it is said that efficiency, cost awareness and effectiveness have improved.

Enhanced clarity about responsibilities of the political, the ministerial and agency levels, and the related transparency about accountability are also considered to be an advantage.

Many cases show that giving internal emphasis to information systems such as through internal consultation, self-audits, and involvement of stakeholders, does result in better performance information.

Self-evaluation also seems to be another key element which will enhance knowledge, ownership and the practice of performance management itself.

However, audits and reviews carried out by OECD showed that in many Member countries

• financial targets may be given higher priority than, for example, service quality;
• trade-offs between quality and efficiency may be unclear;
• general targets may not always have clear indicators;
• links between inputs-activities-outputs-outcomes-targets are not systematic.

It is also important to bear in mind that performance measurement is one source of information amongst many. The non-use of formal knowledge such as performance information does not imply that decisions are not informed.

More than three decades ago, Mintzberg (1975) observed that many managerial tasks involve judgement rather than formal analysis. Managers therefore prefer rapid, informal and speculative information to entirely accurate information. Current leadership studies do not seem to suggest a more analytical profile for the contemporary manager.

Nevertheless, since pure rational decision-making is preferred over satisficing search-behavior, using performance measurement may be seen as a step towards more rationality. Although measurement always deals with past performance, it may to some degree reduce uncertainty over future performance.

With Cleerit knowledge, experience, data and evidence provide solid grounds for rational and rapid decision-making. Links between inputs-activities-outputs-outcomes-targets are clarified and communicated to the entire organization, and all targets can be monitored with clear quantitative and qualitative indicators.

Performance in the public sector can be defined as the fulfilment of the general interest

Performance refers to the productive organization, that is, an organization that has the capacity to perform and convert this capacity into results – outputs and outcomes.

There is substantial literature on high-performing public sector organizations and governments that roughly equates performance with superior capacity of the performing institutions.

Several studies have also attempted to clarify the concept of public value. Public value in the public and non-profit sector is the analogue of shareholder and user value in the private sector. Public value refers to the value created by government through services, laws, regulation and other actions.

In analytical terms, values are the frame of reference for the assessment of performance in the public sector. Values and performance thus ask different questions about the same issue.

A performance assessment will analyze to what extent public organizations and programs further influence the general interest. Are public services provided in an efficient and effective way? What are the impacts of a program on equity? Have sufficient measures been taken to guarantee the functioning of the public sector, even in the wake of disastrous events?

A value assessment will ask questions about the values that prevail, whether they are in conflict or whether they are complementary. In order to make this assessment of dominant values in the public sector, we may need to have a look at behavior aimed at the fulfilment of the general interest (performance).

Another big question for governments today is how to better connect with citizens. Some researchers speak of a crisis of citizen participation.

In response to this crisis, public officials have provided performance information to the public. The assumption is that more information will lead to better knowledge, higher trust and more involvement.

With Cleerit public value is made visible and can be shared with internal and external stakeholders, for increased accountability, transparency, understanding and trust.

Read more about performance management in the public sector:

In search of results – Performance management practices (OECD)

Performance management in the public sector (Wouter Van Dooren, Geert Bouckaert and John Halligan)

Read on to know more about the features Cleerit offers to succeed with strategic, operational and financial planning: