Sustainability & Organizational Change

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Image courtesy of Novo Nordisk A/S.

How to Become a Sustainable Company

Trends suggest that the public is no longer satisfied with corporations that focus solely on short-term profits. A recent study comparing companies that adopted environmental and social policies with companies that didn’t supports this view. However, few companies are born with a commitment to sustainability. To develop one, companies need leadership commitment, an ability to engage with multiple stakeholders along the value chain, employee engagement and disciplined mechanisms for execution.

Peggy Ward, director of the Enterprise Sustainability Strategy Team at Kimberly-Clark Corporation

The Four Organizational Factors That Built Kimberly-Clark’s Remarkable Sustainability Goals

Peggy Ward, director of the Enterprise Sustainability Strategy Team at Kimberly-Clark Corporation, says that having strong support from the company’s Chairman & CEO, his global strategic leadership team, four business units and an external sustainability advisory board have been crucial to building and meeting aggressive sustainability metrics.

Suzanne Fallender, director of CSR Strategy and Communications for Intel

Integrating Sustainability Into Strategy, Governance and Employee Engagement

Just because you can’t measure an action doesn’t mean it’s not creating strategic value, says Suzanne Fallender, director of CSR Strategy and Communications for Intel. Her job, though, is to measure wherever she can and make the best case possible for incorporating sustainability efforts into every facet of the company.

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Sustainability Nears a Tipping Point

This year, most survey respondents say sustainability is permanently on their companies’ top management agendas. What’s more, a substantial portion of respondents say their companies are profiting from sustainability activities – and even increasing their commitments to sustainability initiatives. This is the third year that MIT Sloan Management Review and the Boston Consulting Group have reported out on the survey conducted of managers and executives from companies based around the world

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Image courtesy of Flickr user kitroed.

Innovating in Uncertain Markets: 10 Lessons for Green Technologies

Lessons from the successes and failures of many emerging technologies offer a helpful guide in how adoption works. This article draws on the authors’ book Wharton on Managing Emerging Technologies and their ongoing research at the Wharton School’s Mack Center for Technological Innovation about why companies so often misinterpret emerging technologies.

Image courtesy of Flickr user indywriter

New Sustainability Study: The ‘Embracers’ Seize Advantage

How fast are businesses adopting sustainability-driven management? The new Sustainability & Innovation Study identifies two distinct camps — ‘embracers’ and ‘cautious adopters’ — and offers a snapshot of how the management future will look.

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Sustainability: The 'Embracers' Seize Advantage

This report on the second annual Sustainability & Innovation Global Executive Study by MIT Sloan Management Review and The Boston Consulting Group reveals two distinct camps of companies: “embracers” — those who place sustainability high on their agenda — and “cautious adopters,” who focus more on energy cost savings, material efficiency, and risk mitigation. The report identifies seven practices exhibited by embracers, which together begin to define sustainability-driven management.

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The Change Leadership Sustainability Demands

Sustainability initiatives can’t be driven through an organization the way other changes can. The authors’ research indicates that successful sustainability initiatives tend to evolve through three distinct phases. Phase 1 involves making the case for change, Phase 2 entails translating vision into action and Phase 3 is about expanding boundaries. Each stage requires different organizational capabilities and leadership competencies.

Showing 21-40 of 59