1)         Lean Portfolio Management (LPM)

2)         Prioritization with Weighted Shortest Job First (WSJF)

3)         Definition of Done & Non-Functional Requirements (NFRs)

If your organization is already running SAFe, you have the foundational structure to embed sustainability as a core principle—making it simply “the way we do business here.” Here are three key practices to integrate sustainability effectively:

1) Lean Portfolio Management (LPM)

LPM ensures that strategy aligns with execution, guiding teams to work on initiatives that support the organization’s declared objectives. A strong example is IKEA’s sustainability Strategy:

“Better planet: To become climate positive across our value chain by 2030, without the use of offsetting.”

This high-level goal is then broken down into measurable objectives, such as:

– Expanding electric vehicle infrastructure

– Enhancing energy efficiency through initiatives like the EcoPilot scheme

– Transitioning to a fully circular business model

– Phasing out gas usage to support climate-positive operations

By linking every piece of work to these objectives, teams understand the purpose behind their work, and leadership can identify underfunded areas. In this model, sustainability is not a separate initiative requiring additional budget—it is embedded into the organization’s overall strategy, ensuring that resources are allocated accordingly.

2) Prioritization with Weighted Shortest Job First (WSJF)

Organizations need to decide which initiatives to pursue next, usually based mainly on the business value they provide. WSJF helps organizations to consider multiple factors beyond business value, such as:

– Business Value – Potential revenue, cost savings, brand reputation, etc.

– Time Criticality – For example, regulatory requirements may carry high urgency due to potential fines for non-compliance.

– Risk Reduction – Will this initiative mitigate risks like supply chain disruptions?

– Opportunity Enablement – Does this initiative enable us to attract eco-conscious customers, or lower capital costs by allowing us to access green bonds?

WSJF makes these factors transparent, enabling informed discussions about what is best for the organization at any given time.

 3) Definition of Done & Non-Functional Requirements (NFRs)

Agile practices like the Definition of Done (DoD) and Non-Functional Requirements (NFRs) help establish quality standards for every piece of work. An example could be that no piece of work should be considered complete unless:

– A carbon footprint assessment has been performed

– The work meets the predefined carbon footprint threshold

This approach ensures sustainability becomes a non-negotiable quality criterion rather than an afterthought.

If your organization has not yet begun its Agile journey, now is the perfect time to start. Embrace the change and the benefits it can bring to your organization.

Need help? Feel free to reach out.