Sustainability & Organizational Change

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Video: Sustainability: The New Business Model Opportunities

Since 2010, MIT Sloan Management Review and The Boston Consulting Group (BCG) have been charting how organizations are responding to sustainability as a source of competitive advantage. This year we found that nearly 50 percent of companies have changed their business model because of sustainability opportunities. In this video, David Kiron, executive editor at MIT SMR, and Eugene Goh, a principal with BCG, discuss highlights of the report and specific company examples.

The Innovation Bottom Line

This is the fourth annual research report jointly produced by MIT Sloan Management Review and The Boston Consulting Group on the connection between sustainability and business. This year’s report focuses on who is profiting from their sustainability practices and why. Overall, respondents reporting profit from sustainability went up by 23% to 37% of the total. As we explore in detail, business-model innovation is the crux of sustainability profits for a majority of companies.

Tom Falk, chairman and CEO of Kimberly-Clark

“We Learned How to Listen Better”

As Kimberly-Clark began down the path toward sustainability, it was confronted with layers of miscommunication between itself and environmental activists–not to mention a lack of real understanding among many of its customers and suppliers. Tom Falk, chairman and CEO of K-C, says that all that began to change as the company got better at listening.

Image courtesy of Greif.

The Benefits of Sustainability-Driven Innovation

Results from the fourth year of MIT SMR’s research collaboration with the Boston Consulting Group have found that managers who say sustainability has caused their organization to change its business model are also more likely to say that the organization’s sustainability activities have added to profits. Respondents to the survey who changed their business model also generated profits from their sustainability-related activities.

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.

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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.

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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