The document discusses leadership qualities and sustainability. It summarizes findings from a 2010 IBM study that interviewed over 1,500 CEOs worldwide, which found that creativity is the most important leadership quality. It also discusses how students are more focused on sustainability than CEOs. The document advocates for value-based leadership and discusses how sustainability has become an important issue for businesses.
How to convince business and IT to value design?
One of the biggest outcomes of the technology consumerization trend is how it has driven the importance of design. There’s no “waiting out” this trend – an unstoppable wave of interest in design centricity is hitting the business world, shifting the focus in product and service development from features to experience. But why? What is the real value of design? Why is it worth the investment?
This document discusses sustainable innovation at Interface, a flooring manufacturer. It provides three key points:
1. Interface uses life cycle assessments to understand their products' biggest environmental impacts and focus innovation efforts in critical areas. For example, reducing nylon yarn usage in carpet tiles.
2. They embrace "successful failure" by allowing experimentation, even if some ideas don't work. This led to innovations like TacTiles, a glue-free carpet tile installation method.
3. Interface is open to external input, seeing partnerships and an innovation network as ways to access new ideas. This contributed to the development of Zelfo, a sustainable alternative to hard flooring materials.
The Sustainable Business Model Canvas is a great tool to enable you to develop more sustainable and innovative business models. It allowsyou to maximise the sustainability impact of your venture whilst minimising negative externalities, and it is fast and easy to complete. Use this canvas together with the Threebility Sustainability Impact Canvas for best results.
Detailed Description: https://www.threebility.com/sustainable-business-model-canvas
This document discusses intrapreneurship and developing an intrapreneurial mindset. An intrapreneur is an entrepreneur within a large company who drives innovation from within. They take risks, challenge the status quo, and exploit opportunities to create value for the company. While they face challenges like criticism and constraints, organizations need a culture that supports experimentation and failure to nurture intrapreneurship. Characteristics of intrapreneurs include being disruptive, competitive, passionate, and risk-taking.
The document provides a framework for developing and implementing a corporate sustainability strategy plan. It begins by discussing surveys that found awareness of sustainability's importance is growing among executives, but there is lack of consensus on what matters and how to measure its impact. The plan's goals are to help the company be recognized as accountable, assure capital market access, outperform on sustainability returns, and build reputation. The proposed framework involves 6 phases: 1) creating a sustainability culture, 2) mapping strategy areas, 3) benchmarking governance and finance standards, 4) assessing issues, 5) setting strategies and goals, and 6) an action plan. Benchmarking to standards like the Equator Principles and Dow Jones Sustainability Index can help lower costs
The Startup Design Toolkit - a design-thinking approach to startups and produ...Alejandro Rios Peña
When PMs or entrepreneurs tackle a new product venture, they need to acquire and combine skills and tools from the Development, Business and Design fields. In this session, the following topics will be introduced:
- Is there really a formula for new product or startup success?
- What is Design-Thinking and how it is driving innovation around the world?
- Building a Toolkit: a subset of practical tools curated from the Lean Startup, Customer Development, Design-Thinking and other methods, to really help entrepreneurs to accelerate and find a scalable business model.
http://productcampsf.com/proposed-session-a-design-thinking-approach-to-pm-and-startups/
How to convince business and IT to value design?
One of the biggest outcomes of the technology consumerization trend is how it has driven the importance of design. There’s no “waiting out” this trend – an unstoppable wave of interest in design centricity is hitting the business world, shifting the focus in product and service development from features to experience. But why? What is the real value of design? Why is it worth the investment?
This document discusses sustainable innovation at Interface, a flooring manufacturer. It provides three key points:
1. Interface uses life cycle assessments to understand their products' biggest environmental impacts and focus innovation efforts in critical areas. For example, reducing nylon yarn usage in carpet tiles.
2. They embrace "successful failure" by allowing experimentation, even if some ideas don't work. This led to innovations like TacTiles, a glue-free carpet tile installation method.
3. Interface is open to external input, seeing partnerships and an innovation network as ways to access new ideas. This contributed to the development of Zelfo, a sustainable alternative to hard flooring materials.
The Sustainable Business Model Canvas is a great tool to enable you to develop more sustainable and innovative business models. It allowsyou to maximise the sustainability impact of your venture whilst minimising negative externalities, and it is fast and easy to complete. Use this canvas together with the Threebility Sustainability Impact Canvas for best results.
Detailed Description: https://www.threebility.com/sustainable-business-model-canvas
This document discusses intrapreneurship and developing an intrapreneurial mindset. An intrapreneur is an entrepreneur within a large company who drives innovation from within. They take risks, challenge the status quo, and exploit opportunities to create value for the company. While they face challenges like criticism and constraints, organizations need a culture that supports experimentation and failure to nurture intrapreneurship. Characteristics of intrapreneurs include being disruptive, competitive, passionate, and risk-taking.
The document provides a framework for developing and implementing a corporate sustainability strategy plan. It begins by discussing surveys that found awareness of sustainability's importance is growing among executives, but there is lack of consensus on what matters and how to measure its impact. The plan's goals are to help the company be recognized as accountable, assure capital market access, outperform on sustainability returns, and build reputation. The proposed framework involves 6 phases: 1) creating a sustainability culture, 2) mapping strategy areas, 3) benchmarking governance and finance standards, 4) assessing issues, 5) setting strategies and goals, and 6) an action plan. Benchmarking to standards like the Equator Principles and Dow Jones Sustainability Index can help lower costs
The Startup Design Toolkit - a design-thinking approach to startups and produ...Alejandro Rios Peña
When PMs or entrepreneurs tackle a new product venture, they need to acquire and combine skills and tools from the Development, Business and Design fields. In this session, the following topics will be introduced:
- Is there really a formula for new product or startup success?
- What is Design-Thinking and how it is driving innovation around the world?
- Building a Toolkit: a subset of practical tools curated from the Lean Startup, Customer Development, Design-Thinking and other methods, to really help entrepreneurs to accelerate and find a scalable business model.
http://productcampsf.com/proposed-session-a-design-thinking-approach-to-pm-and-startups/
This presentation introduce basics of "Creating share value" through business as described by Michael Porter and Mark Kramer in the well-known article in HBO with the same title.
Business Model Innovation For Water ServicesHeiko Gebauer
This presentation highlights potential business model innovations for the provision of water services in low-income countries. It highlights four types of business model innovations and discusses the specific aspects of each business model.
The document provides an overview of a design thinking lecture that teaches participants how to use design thinking principles and tools to develop product ideas. The lecture includes interactive information on design thinking, analyzing market opportunities, and using a business model canvas. It also covers activities for bringing the concepts together, such as forming groups to create business model canvases, pitching product ideas using a template, and mapping out how to take a product to market. Templates and deliverables are provided to apply the design thinking process.
Business Model Canvas vs Lean Canvas vs One-Page Lean StartupRod King, Ph.D.
The document compares the Business Model Canvas and Lean Canvas tools for visually documenting and presenting business models and ecosystems. It provides descriptions of each tool, including their origins, purposes, and key differences. The Business Model Canvas created by Alexander Osterwalder is described as a strategic tool for visualizing business resources, while the Lean Canvas created by Ash Maurya is described as a more tactical tool focused on validating business model hypotheses. The document then introduces the One-Page Lean Startup framework as an integrated strategic and tactical tool that combines elements of both the Business Model Canvas and Lean Canvas.
The document discusses creativity, including what it is, why it is important, and how to embrace it. It defines creativity as the ability to imagine or invent something new. It says creativity is the most important human resource and allows for progress, new experiences, and problem solving. The document provides tips for embracing creativity, such as having passion, curiosity, and using techniques like mind mapping, sketching, and seeking inspiration. It concludes that anyone can become creative by having passion and using the right methods.
Uber is a transportation and delivery company that allows users to request cab services through a mobile app. It has disrupted the taxi industry by offering lower prices, making it popular especially with younger users who are comfortable with technology. The app has made Uber a cheaper and more convenient option than traditional cabs. This has led to financial struggles for taxi companies and the bankruptcy of Yellow Cab in San Francisco due to Uber's competition. Uber exemplifies a disruptive innovation against the taxi industry.
Getting to Product Market Fit - An Overview of Customer Discovery & ValidationJason Evanish
An overview of the first two stages of Steve Blank's Four Steps to the Epiphany: Customer Discovery and Customer Validation. Includes in depth advice on the customer development interview as well.
I'm writing a book on How to Build Customer Driven Products based on tactics like the ones in this presentation. You can sign up to learn more here: http://eepurl.com/RZoO9
This document discusses business models for sustainability. It defines a business model and reviews literature on the topic. It then discusses how sustainable business models focus on adding value to stakeholders rather than extracting value. The rest of the document provides examples of business models that can enable sustainability, such as product life cycle management, product-service systems that replace ownership, and open innovation models. It emphasizes that appropriate business models are needed to drive diffusion of sustainable technologies.
This document discusses sustainability and why it is important for businesses. It defines sustainability as meeting present needs without compromising future generations' ability to meet their own needs. While some think the sole purpose of business is profit, the document argues businesses must exist for higher purposes. It outlines the triple bottom line of people, planet, and profit. Key sustainability concepts are systems thinking, stakeholders, and material issues. The business case for sustainability includes reducing costs and risks, gaining competitive advantages, and improving reputation. Actions businesses can take include evaluating impacts, embedding sustainability into planning, understanding issues, setting goals, and implementing initiatives.
This document provides an overview of green marketing practices in India, including challenges and opportunities. It discusses how consumer adoption of green products is growing in India due to environmental concerns. However, high costs and lack of awareness remain barriers. The document then covers key concepts of green marketing like the 4Ps framework and strategies companies can use like green design, packaging, and pricing. It analyzes the need for green marketing in India and provides case studies of companies implementing green practices.
Design thinking is an approach to problem solving that focuses on addressing user needs. It involves looking at systems rather than just products, considering how people will use a product or service, and taking an innovative approach to distinguish a brand. The document discusses design thinking techniques like games that emphasize cooperation and thinking differently to solve problems. It also outlines the design thinking process of inspiration, ideation, and implementation and provides tips for applying design thinking. Healthcare innovation examples discussed include using mobile technology for remote diagnosis and affordable solutions to improve healthcare access.
From Design Thinking workshop facilitation to DT integration. How with-company is taking the mindset and principles of DT to provoke innovation in products, services, businesses and brand creation. More info please comment or contact us go@with-company.com
Corporate Innovation & Digital Transformation: Innovation PortfolioJohnny Ordóñez
This document discusses corporate innovation and digital transformation. It begins by defining innovation as the process of transforming hypotheses into customer-centric solutions. It then addresses common challenges with innovation initiatives such as innovation labs failing due to a lack of viable business models and disconnects from company strategy. The document advocates applying lean startup principles through experimentation and iteration to successfully scale innovation across an organization. It emphasizes aligning innovation efforts with strategic themes using an innovation portfolio approach.
The Innovator´s Dilemma of Innovation Labs and Corporate AcceleratorsManuel Funk
- Understanding the Innovator´s Dilemma of Innovation Labs and Corporate Accelerators
- Research and scientific analysis of Corporate Innovation Centers
- Triple Transformation, a strategic framework for corporations to manage disruptive technologies
Lean startup workshop: practical ways to turn your idea into a successful pro...Made by Many
This document summarizes a Lean Startup workshop about turning ideas into successful products through a scientific and customer-centric approach. The workshop teaches rapid prototyping and testing hypotheses with minimum viable products to gain validated learning. It provides examples from Skype's classroom initiative, where initial assumptions were tested and pivoted based on customer interviews. Different types of pivots are also outlined to respond to validated learning from experiments.
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
The Platform Manifesto - 16 principles for digital transformationSangeet Paul Choudary
The Platform Manifesto is a collection of principles that succinctly defines how different aspects of business transform in a world of digital platforms.
This document presents an innovation map framework that defines and differentiates four main types of innovation: operational innovation, product and service innovation, strategic innovation, and management innovation. The map charts these according to whether they are internal or external focused and evolutionary or revolutionary. It provides descriptions of each innovation type and discusses how the map can be used to align innovation initiatives and focus discussions. The goal is to help organizations better define innovation objectives and outcomes.
Climate Change, Energy, & Businesses - Quantifying the Financial Implications...SolAbility
Climate change is a reality. The political failure to direct the global energy infrastructure to an alternative system away from fossil fuels will lad to significantly higher energy costs to businesses.
This report analysis the cost impacts of energy scarcity and the increasing frequency and ferocity of climate-change-induced extreme weather events on businesses.
This presentation introduce basics of "Creating share value" through business as described by Michael Porter and Mark Kramer in the well-known article in HBO with the same title.
Business Model Innovation For Water ServicesHeiko Gebauer
This presentation highlights potential business model innovations for the provision of water services in low-income countries. It highlights four types of business model innovations and discusses the specific aspects of each business model.
The document provides an overview of a design thinking lecture that teaches participants how to use design thinking principles and tools to develop product ideas. The lecture includes interactive information on design thinking, analyzing market opportunities, and using a business model canvas. It also covers activities for bringing the concepts together, such as forming groups to create business model canvases, pitching product ideas using a template, and mapping out how to take a product to market. Templates and deliverables are provided to apply the design thinking process.
Business Model Canvas vs Lean Canvas vs One-Page Lean StartupRod King, Ph.D.
The document compares the Business Model Canvas and Lean Canvas tools for visually documenting and presenting business models and ecosystems. It provides descriptions of each tool, including their origins, purposes, and key differences. The Business Model Canvas created by Alexander Osterwalder is described as a strategic tool for visualizing business resources, while the Lean Canvas created by Ash Maurya is described as a more tactical tool focused on validating business model hypotheses. The document then introduces the One-Page Lean Startup framework as an integrated strategic and tactical tool that combines elements of both the Business Model Canvas and Lean Canvas.
The document discusses creativity, including what it is, why it is important, and how to embrace it. It defines creativity as the ability to imagine or invent something new. It says creativity is the most important human resource and allows for progress, new experiences, and problem solving. The document provides tips for embracing creativity, such as having passion, curiosity, and using techniques like mind mapping, sketching, and seeking inspiration. It concludes that anyone can become creative by having passion and using the right methods.
Uber is a transportation and delivery company that allows users to request cab services through a mobile app. It has disrupted the taxi industry by offering lower prices, making it popular especially with younger users who are comfortable with technology. The app has made Uber a cheaper and more convenient option than traditional cabs. This has led to financial struggles for taxi companies and the bankruptcy of Yellow Cab in San Francisco due to Uber's competition. Uber exemplifies a disruptive innovation against the taxi industry.
Getting to Product Market Fit - An Overview of Customer Discovery & ValidationJason Evanish
An overview of the first two stages of Steve Blank's Four Steps to the Epiphany: Customer Discovery and Customer Validation. Includes in depth advice on the customer development interview as well.
I'm writing a book on How to Build Customer Driven Products based on tactics like the ones in this presentation. You can sign up to learn more here: http://eepurl.com/RZoO9
This document discusses business models for sustainability. It defines a business model and reviews literature on the topic. It then discusses how sustainable business models focus on adding value to stakeholders rather than extracting value. The rest of the document provides examples of business models that can enable sustainability, such as product life cycle management, product-service systems that replace ownership, and open innovation models. It emphasizes that appropriate business models are needed to drive diffusion of sustainable technologies.
This document discusses sustainability and why it is important for businesses. It defines sustainability as meeting present needs without compromising future generations' ability to meet their own needs. While some think the sole purpose of business is profit, the document argues businesses must exist for higher purposes. It outlines the triple bottom line of people, planet, and profit. Key sustainability concepts are systems thinking, stakeholders, and material issues. The business case for sustainability includes reducing costs and risks, gaining competitive advantages, and improving reputation. Actions businesses can take include evaluating impacts, embedding sustainability into planning, understanding issues, setting goals, and implementing initiatives.
This document provides an overview of green marketing practices in India, including challenges and opportunities. It discusses how consumer adoption of green products is growing in India due to environmental concerns. However, high costs and lack of awareness remain barriers. The document then covers key concepts of green marketing like the 4Ps framework and strategies companies can use like green design, packaging, and pricing. It analyzes the need for green marketing in India and provides case studies of companies implementing green practices.
Design thinking is an approach to problem solving that focuses on addressing user needs. It involves looking at systems rather than just products, considering how people will use a product or service, and taking an innovative approach to distinguish a brand. The document discusses design thinking techniques like games that emphasize cooperation and thinking differently to solve problems. It also outlines the design thinking process of inspiration, ideation, and implementation and provides tips for applying design thinking. Healthcare innovation examples discussed include using mobile technology for remote diagnosis and affordable solutions to improve healthcare access.
From Design Thinking workshop facilitation to DT integration. How with-company is taking the mindset and principles of DT to provoke innovation in products, services, businesses and brand creation. More info please comment or contact us go@with-company.com
Corporate Innovation & Digital Transformation: Innovation PortfolioJohnny Ordóñez
This document discusses corporate innovation and digital transformation. It begins by defining innovation as the process of transforming hypotheses into customer-centric solutions. It then addresses common challenges with innovation initiatives such as innovation labs failing due to a lack of viable business models and disconnects from company strategy. The document advocates applying lean startup principles through experimentation and iteration to successfully scale innovation across an organization. It emphasizes aligning innovation efforts with strategic themes using an innovation portfolio approach.
The Innovator´s Dilemma of Innovation Labs and Corporate AcceleratorsManuel Funk
- Understanding the Innovator´s Dilemma of Innovation Labs and Corporate Accelerators
- Research and scientific analysis of Corporate Innovation Centers
- Triple Transformation, a strategic framework for corporations to manage disruptive technologies
Lean startup workshop: practical ways to turn your idea into a successful pro...Made by Many
This document summarizes a Lean Startup workshop about turning ideas into successful products through a scientific and customer-centric approach. The workshop teaches rapid prototyping and testing hypotheses with minimum viable products to gain validated learning. It provides examples from Skype's classroom initiative, where initial assumptions were tested and pivoted based on customer interviews. Different types of pivots are also outlined to respond to validated learning from experiments.
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
The Platform Manifesto - 16 principles for digital transformationSangeet Paul Choudary
The Platform Manifesto is a collection of principles that succinctly defines how different aspects of business transform in a world of digital platforms.
This document presents an innovation map framework that defines and differentiates four main types of innovation: operational innovation, product and service innovation, strategic innovation, and management innovation. The map charts these according to whether they are internal or external focused and evolutionary or revolutionary. It provides descriptions of each innovation type and discusses how the map can be used to align innovation initiatives and focus discussions. The goal is to help organizations better define innovation objectives and outcomes.
Climate Change, Energy, & Businesses - Quantifying the Financial Implications...SolAbility
Climate change is a reality. The political failure to direct the global energy infrastructure to an alternative system away from fossil fuels will lad to significantly higher energy costs to businesses.
This report analysis the cost impacts of energy scarcity and the increasing frequency and ferocity of climate-change-induced extreme weather events on businesses.
The document discusses climate change and the energy sector. It provides information on:
1) The greenhouse effect and how human activities are increasing greenhouse gas levels and global warming.
2) Key greenhouse gases like carbon dioxide and their sources. Human activities like fossil fuel use are the main driver of rising CO2 levels.
3) Climate change is already affecting factors like temperature, sea levels, and glaciers. Impacts are projected for areas like agriculture, water resources, and human health.
4) International agreements like the UNFCCC and Kyoto Protocol aim to reduce emissions but countries have different commitments. The EU ETS is a carbon market program to lower emissions cost-effectively.
This document analyzes Patagonia, Inc. and its unique culture and business practices. It discusses Patagonia's conservationist mission statement and objective to earn profits in order to fund environmental initiatives, rather than maximize shareholder wealth. It also describes Patagonia's transparent and employee-oriented culture, including benefits like paid parental leave. The document evaluates Patagonia's "Workbook Process" budgeting system, recommending continued use but with senior manager oversight of meetings and division manager reports to improve accountability.
The case study was given to us by our Professor in Business Policy and Strategy where we were to analyze Patagonia's achievements and successes as well as their downfalls, and give them new ways to expand their business. We took a look at they're corporate strategies, finances, and sales, and then provided feedback with data for where they should ultimately take their company which was described in the case analysis that was given to us.
Toward a Climate Literate, Energy Aware, Science Savvy SocietyClaus Berg
The Essential Principles of Climate Science Literacy. Presentation given at the ICE2009 (Inspiring Climate Education) Conference in Copenhagen, Oct. 2009. By Mark S. McCaffrey, Associate Scientist III,
The Cooperative Institute for Research in Environmental Sciences (CIRES),
University of Colorado at Boulder, USA.
Uploaded by Claus Berg by permission from Mark S. McCaffrey.
The document discusses entrepreneurship and the entrepreneurial process. It defines entrepreneurship as taking risks to create new value through time and effort. The key functions of entrepreneurs are innovation, risk taking, and organizing new businesses. The stages of the entrepreneurial process include opportunity analysis, planning, acquiring funding, implementing plans, and growing the business. A business plan is also essential, outlining the industry, product/services, marketing, finances, and risks of the new venture.
This powerpoint presentation defines entrepreneurship and discusses its history and modern applications. It begins by defining an entrepreneur as someone who organizes and manages a business while taking on financial risk. It notes that agricultural students have been involved in entrepreneurship since the early 20th century through programs like raising livestock and growing crops. Today, agricultural entrepreneurship can involve many diverse activities beyond farming like custom harvesting or operating a small engine repair service. The presentation concludes by discussing characteristics of successful entrepreneurs and different types like social and lifestyle entrepreneurs.
Sustainability in the Agri-Food Context (AgroEcology course lecture)Nick Betts
This document provides an overview of sustainability in the agri-food context. It discusses the origins and evolution of sustainability concepts from meeting basic needs to current focus on environmental, social and economic factors. Key contributors to sustainability thinking are highlighted like Adam Smith, Peter Drucker, and Gro Harlem Brundtland. Components of sustainability like soil quality, economic viability and social responsibility are examined. Measuring sustainability is also addressed through developing SMART goals and key performance indicators. The document emphasizes that sustainability requires a systems thinking approach.
The document discusses how sustainable development and corporate social responsibility (CSR) are increasingly important for businesses. It notes that stakeholders now expect companies to operate responsibly and honor ethical values. Embracing CSR and sustainability can benefit companies in many ways such as improving brand image, increasing sales and attracting employees. The document advocates that companies integrate social and environmental concerns into their core business to create long-term value for both society and their own organization.
A presentation made in February 2016 to a range of groups interested in an update on the Flourishing Business Innovation Toolkit project.
The presentation provides a personal and detailed view of the history of the project and the our Toolkit - including current status of all elements of the project.
A recording of a Q&A with Antony Upward about this presentation is available to members of the Strongly Sustainable Business Model Group - linked from here: http://wiki.ssbmg.com/meeting/2016-02-09
For details of the process we're using to design our business please see our wiki: http://wiki.ssbmg.com/FBT-project/business-model
As usual, recommended downloading the presentation and viewing in slideshow mode with the speakers notes handy
The document discusses social entrepreneurship and provides examples of social entrepreneurs. It defines social entrepreneurship as using business approaches to solve social problems. Examples highlighted include Grameen Bank, Aravind Eye Hospital, and Agastya, which addressed issues like access to credit, healthcare, and education through innovative and sustainable models. The document also outlines common traits of social entrepreneurs and challenges they tackle, as well as resources for learning more.
OECD Workshop: Measuring Business Impacts on People’s Well-being, Chris LaszloStatsCommunications
OECD Workshop: Measuring Business Impacts on People’s Well-being, 23-24 February 2017, Paris, France, More information at: http://www.oecd.org/statistics/oecd-workshop-on-measuring-business-impacts-on-peoples-well-being.htm
The document outlines Geoffrey Gourley's presentation at the Sustainable Councils Conference 2009. The presentation focused on three key elements for councils to meet sustainability expectations: sustainability innovation, inspired leadership, and community engagement. For innovation, Gourley discussed Australia's history of innovation and how councils can apply it. He emphasized the importance of inspired visionary leaders to drive change. And he argued councils must fully engage communities, especially youth, to achieve real sustainability results, such as through community eco-centers.
The Evolution From Management From Leadership to CreativeshipMonster
We’ve evolved from Management to Leadership, and now need to evolve to Creativeship, defined as the necessity to create an organizational culture that can compete and thrive in this new era.
The combination of technological advances (including social media), globalization, shifting economic drivers, government intervention, vastly different motivational drivers within different generations, and the emergence of social responsibility is leading to a pronounced shift in the definition of leadership.
Over the past 25 years, we have seen the shift from managing things, data, process (management) to leading people (leadership).
Going forward, leaders will now need to focus on Creativeship – defined as creating sustainable cultures.
This presentation will push you to think differently on how best to flourish in this era of speed, technological advances, and innovation.
Key take-a-way points include:
* Why you need to link your employment brand to your product or service brand
* Importance of thinking global
* Why and how to leverage social media
* Best practices to boost innovation, speed, technology, engagement, purpose, inclusion, collaboration, and engagement
Wharton Social Impact Conference program_10.27_final (1)Greg Hagin
The Wharton Social Impact Conference was organized by the Wharton Social Impact Initiative in collaboration with Wharton MBA and Social Impact Club students. The one-day conference featured keynote speakers, panels on social entrepreneurship, impact finance, and strategic partnerships. The goal was to discuss innovative business strategies and tools for creating positive social change. Over 150 people attended the event held in Philadelphia.
Tsing Capital is a pioneer and leader in cleantech investment in China, founded in 2001. With a vision of sustainability driving economic opportunity, Tsing Capital has invested in cleaner production and living. It has grown significantly over 13 years to become a dominant player in China cleantech, with four USD funds. Tsing Capital adds value to portfolio companies through resources and training. It is recognized globally for its achievements and Don Ye was named one of China's most powerful people in 2009.
Lifehack Labs - "How To Make A Difference" - Alex Hannant // Ākina Foundation...Lifehack HQ
Alex Hannant from Ākina Foundation presents "How To Make A Difference" at #LifehackLabs - a social innovation lab focused on improving youth wellbeing.
Flourishing Business Canvas v2 IntroductionAntony Upward
This document provides an introduction to the Flourishing Business Canvas, a tool for designing business models that create value in a sustainable and equitable way. It discusses the contexts and perspectives considered by the canvas, including the environmental, social, and economic contexts as well as outcomes, people, value, and process perspectives. The canvas consists of 16 questions grouped under these perspectives to provide a framework for sketching, designing, and understanding flourishing business models. The document invites the reader to make use of and contribute to the canvas in order to engage in designing businesses that sustain the possibility of life flourishing into the future.
Social entrepreneurs combine the passion of a social activist with the business skills of a business pioneer. They create sustainable solutions that change society for the better. Some key traits social entrepreneurs share with business entrepreneurs are being strategic thinkers, mission driven, focused, resourceful, results oriented, and able to persevere despite obstacles. Social entrepreneurs bring new approaches to social issues through innovations like new design solutions, business models, and funding models.
David Cooperrider Sustainability For Profit And Value Through Appreciative In...dlc6
The document discusses business opportunities in sustainability and positive change. It provides examples of companies like Fairmount Minerals that have used Appreciative Inquiry to bring together stakeholders to jointly design sustainable initiatives, creating new business value. Walmart's packaging sustainability efforts are highlighted as preventing millions of pounds of waste while saving money. The potential for organizations to catalyze positive change through strengths-based approaches like Appreciative Inquiry is discussed.
THoMer Kristien zooms in on the challenges our world is facing today and the sustainable answers businesses have come up with. How purpose-driven is your company?
The Impact of Rotary Values in Leadership Roles PresentationRotary International
How can top managers in commercial organizations leverage Rotary values to make a difference in their company and the world? Fairness and friendship can have a lasting role in creating positive change. Reflect on your style and practices as you learn to make value-based leadership decisions.
Solar panels made in sweat shops cleantech forum -keynoteMark Donohue
This keynote address discusses the importance of considering social and environmental impacts beyond just financial returns when investing in clean technology. The speaker notes that while cleantech aims to be environmentally positive, production processes sometimes use toxic chemicals or have negative social consequences that could damage the brand. The cleantech industry needs to avoid repeating the mistakes of other sectors and proactively adopt best practices to advance social justice, employee welfare and reduce toxics. Considering these "triple bottom line" factors of people, planet and profit is important to attract sustainable investment and build truly great companies of long-term value.
This document discusses social entrepreneurship and the role it plays in achieving the UN Sustainable Development Goals. It notes that entrepreneurship creates jobs, drives economic growth, addresses environmental challenges, and enables youth engagement. The document then summarizes some global trends in social enterprise ecosystems, including growing awareness, more corporations engaging, and increasing access to capital and markets. It provides examples of industries social enterprises focus on and discusses impact investing assets under management. Finally, it discusses the work of Impact Hubs in building collaborative communities, providing support to startups, and developing social enterprise ecosystems.
Similar to Sustainability meets Leadership & Entrepreneurship (20)
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
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1. Sustainability meets Leadership & Entrepreneurship
Sebastian Straube, Passion driven Sustainability Expert
Copyright by Sebastian Straube
2. Creativity is the most important leadership quality
The study is based on face-to-face conversations with more than 1500 CEOs worldwide
Source: Capitalising on Complexity, Global Chief Executive Officer (CEO) Study 2010, IBM Institute for Business Value
3. Creativity is the most important leadership quality
The study is based on face-to-face conversations with more than 1500 CEOs worldwide
Source: Capitalising on Complexity, Global Chief Executive Officer (CEO) Study 2010, IBM Institute for Business Value
4. Creativity is the most important leadership quality
The study is based on face-to-face conversations with more than 1500 CEOs worldwide
Source: Capitalising on Complexity, Global Chief Executive Officer (CEO) Study 2010, IBM Institute for Business Value
5. Creativity is the most important leadership quality
The study is based on face-to-face conversations with more than 1500 CEOs worldwide
Source: Capitalising on Complexity, Global Chief Executive Officer (CEO) Study 2010, IBM Institute for Business Value
6. Creative Leaders experiment to improve the status quo
Creative Leaders experiment to improve the status qup
Source: Capitalising on Complexity, Global Chief Executive Officer (CEO) Study 2010, IBM Institute for Business Value
7. The next generation of leaders
Source: Inheriting a complex world - Future leaders envision sharing the planet, IBM Institute for Business Value
8. Students are more focused on sustainability than CEOs
Source: Inheriting a complex world - Future leaders envision sharing the planet, IBM Institute for Business Value
9. The Biosphere Economy
Nine planetary boundaries
Source: The Biosphere Economy: Natural limits can spur creativity, innovation and growth, Volans
Adapted from: ‘A safe operating space for humanity’, Nature, by Johan Rockström,Will Steffen, Kevin Noone, Asa Persson,F. Stuart Chapin et al, September 23, 2009
10. The Biosphere Economy
Ecological Footprint and Biocapacity
Source: The Biosphere Economy: Natural limits can spur creativity, innovation and growth, Volans
Adapted from ‘The Ecological Power of Nations: The Earth’s Biocapacity as a New Framework for International Cooperation’, Global Footprint Network, 2009.
11. The Biosphere Economy
Natural limits can spur creativity, innovation & growth
Source: The Biosphere Economy: Natural limits can spur creativity, innovation and growth, Volans
22. Value Based Leadership
Post Industrial Economy is based on knowledge & information
Materialistic Leadership Model Value Based Leadership
• High Profile Leader • Collaboration
• Dominant objective of goal • Social Responsibility
achivement • Sustainable Development
• Self-interested & individualistic • Critical Dialoge
outlook • Consensus oriented decision making
• Male model of life
• Materialistic perspective
Traditional management concepts are no longer responsive to new challenges of globalisation, deregulation,
rapid technological change, greater complexity and increasing competition -> increased importance of
intangible capital.
Source: Responsible Entrepreneurship, EBBF 2009
24. Which sector has a business case for sustainability?
Source: Sustainability: The Embracers seize advantage, MIT Sloan Management Review, Winter 2011
25. Organizational benefits of adressing sustainability
Source: Sustainability: The Embracers seize advantage, MIT Sloan Management Review, Winter 2011
26. CEO’s views on Sustainability
Source: A New Era of Sustainability, UN Global Compact-Accenture CEO Study 2010 (based on 766 completed responses)
27. CEO’s views on Sustainability
Source: A New Era of Sustainability, UN Global Compact-Accenture CEO Study 2010 (based on 766 completed responses)
28. Most critical challenges to the future of business
Source: A New Era of Sustainability, UN Global Compact-Accenture CEO Study 2010 (based on 766 completed responses)
29. Consumers are driving business sustainability
Source: A New Era of Sustainability, UN Global Compact-Accenture CEO Study 2010 (based on 766 completed responses)
30. Tipping point for embedded sustainability
Source: A New Era of Sustainability, UN Global Compact-Accenture CEO Study 2010 (based on 766 completed responses)
31. The new agenda for business
Source:WBCSD Vision 2050, 2010
32. How many Earths do we use in 2050?
Source:Global Footprint Network and WBCSD Vision 2050, 2010
36. Nature-Inspired Innovation
Biomimicry, Cradle to Cradle, Natural Capitalism, Blue Economy
Janine Benyus Michael Braungart Paul Hawken Gunter Pauli
William McDonough
Source: The Biosphere Economy: Natural limits can spur creativity, innovation and growth, Volans
37. Unreasonable Institute
Vision: Accelerate ventures that future generations will remember as having defined
progress in our time.
Source: http://unreasonableinstitute.org/ 50 Fellows
38. Unreasonable Institute
Giving the World’s Most Unreasonable Entrepreneurs Wings
Source: http://unreasonableinstitute.org/
39. Unreasonable Institute
Objectives
• Create effective, internationally scalable solutions to the biggest global
challenges of our time.
• Support the international collaboration of the world’s most promising
entrepreneurs.
• Educate Unreasonable Fellows in the most innovative principles of
entrepreneurship & equip them with integral skills, support, & financing.
• Elicit an international community of the world’s most innovative investors,
entrepreneurs and thought leaders… what we like to call the International
League of Unreasonables.
• Ensure that Boulder, Colorado is recognized an international hub for innovation
and entrepreneurship.
• Work relentlessly and have fun doing it.
Source: http://unreasonableinstitute.org/
41. Skoll Foundation
Mission: Drive large scale change by investing in, connecting and celebrating social
entrepreneurs and the innovators who help them solve the world’s most pressing problems
Source: http://www.skollfoundation.org/
70 Fellows
42. Skoll Foundation
Issues
• Economic and Social Equity benefits all segments of society, not a select few.
• Environmental Sustainability is an integral part of long-term economic
development and growth.
• Everyone has access to basic Health care.
• The Institutional Responsibility of corporate, governmental, and other powerful
interests can be upheld through standards for transparency, citizenship and
sustainability.
• Forging cross-cultural understanding and respect for human dignity can lead to
Peace and Security.
• Tolerance and Human Rights win over discrimination and persecution.
Source: http://www.skollfoundation.org/
43. Skoll Foundation
Financial founding
Source: http://www.skollfoundation.org/
44. Richard Reed, Adam Balon & Jon Wright
Founders, Innocent Drinks
Source: http://www.innocentdrinks.co.uk/
45. Innocent Drinks
Business Idea
Source: http://www.innocentdrinks.co.uk/
47. Patagonia
Patagonia's Mission Statement
„Build the best product, cause no unnecessary harm, use business to inspire and
implement solutions to the environmental crisis.”
Source: www.patagonia.com
48. Patagonia
We use 1% of our sales each year to support environmental work around the world.
Source: www.patagonia.com
49. Ray Anderson
Founder, Interface
Source: www.interfaceglobal.com
50. Interface
The Sustainability Journey – Mission Zero: To be the first company that, by its deeds,
shows the entire industrial world what sustainability is in all its dimensions: People,
process, product, place and profits — by 2020 — and in doing so we will become
restorative through the power of influence.
Source: www.interfaceglobal.com
51. Interface
The Sustainability Journey – Mission Zero
We’re now sixteen years into our journey and a decade away from the date we predicted for
achieving our vision – 2020. Company-wide commitment to Mission Zero has unleashed
innovative thinking and connected us to a higher purpose. We're simultaneously pursuing
sustainability along three paths - innovative solutions for reducing our footprint, new ways to
design and make products and an inspired and engaged culture.,
Source: www.interfaceglobal.com