Embedding Sustainability into Strategy I: A source of business opportunity un...Miles Weaver
Exploring business strategy and sustainability from a traditional strategic management lens. Lecture delivered to Edinburgh Napier Business School students in 2013.
Beyond Green: The Triple Play of SustainabilityCognizant
The triple bottomline is about People, Planet and Profits. Sustainable organizations and responsible corporate citizens are concerned with more than just economic performance.
Caring for the Future: Systemic Design of Flourishing Enterprise - RDS3 - Jon...Antony Upward
A conference paper that introduces the Strongly Sustainable Business Model Canvas that is conceptually "powered by" the Strongly Sustainable Business Model Ontology. This practitioner visual design tool supports the description of past, current, or future business models that may create outcomes anywhere on a continuum of profit-prioritizing to strongly sustainable. Strongly sustainable outcomes, a term originated by Ecological Economists, are those that "sustain the possibility that human and other life will flourish on this planet forever" (Ehrenfeld).
Presented at "The Third Symposium of Relating Systems Thinking and Design (RSD3)" October 15-17 2014, Oslo, Norway.
Slides and other materials from conference presentation: http://systemic-design.net/rsd3-proceedings/business-enterprise-design/
This article summarizes significant elements of my graduate thesis - see https://yorku.academia.edu/AntonyUpward/Thesis.
Subsequently the Strongly Sustainable Business Model Canvas has been further refined to become the Flourishing Business Canvas (see www.FlourishingBusiness.org for the most recent practice and developments).
Cite as: Jones, P. H., & Upward, A. (2014). Caring for the future: The systemic design of flourishing enterprises. Proceedings of the Third Symposium of Relating Systems Thinking and Design (RSD3), Oslo, Norway. 1-8.
Embedding Sustainability into Strategy I: A source of business opportunity un...Miles Weaver
Exploring business strategy and sustainability from a traditional strategic management lens. Lecture delivered to Edinburgh Napier Business School students in 2013.
Beyond Green: The Triple Play of SustainabilityCognizant
The triple bottomline is about People, Planet and Profits. Sustainable organizations and responsible corporate citizens are concerned with more than just economic performance.
Caring for the Future: Systemic Design of Flourishing Enterprise - RDS3 - Jon...Antony Upward
A conference paper that introduces the Strongly Sustainable Business Model Canvas that is conceptually "powered by" the Strongly Sustainable Business Model Ontology. This practitioner visual design tool supports the description of past, current, or future business models that may create outcomes anywhere on a continuum of profit-prioritizing to strongly sustainable. Strongly sustainable outcomes, a term originated by Ecological Economists, are those that "sustain the possibility that human and other life will flourish on this planet forever" (Ehrenfeld).
Presented at "The Third Symposium of Relating Systems Thinking and Design (RSD3)" October 15-17 2014, Oslo, Norway.
Slides and other materials from conference presentation: http://systemic-design.net/rsd3-proceedings/business-enterprise-design/
This article summarizes significant elements of my graduate thesis - see https://yorku.academia.edu/AntonyUpward/Thesis.
Subsequently the Strongly Sustainable Business Model Canvas has been further refined to become the Flourishing Business Canvas (see www.FlourishingBusiness.org for the most recent practice and developments).
Cite as: Jones, P. H., & Upward, A. (2014). Caring for the future: The systemic design of flourishing enterprises. Proceedings of the Third Symposium of Relating Systems Thinking and Design (RSD3), Oslo, Norway. 1-8.
Business for Good: Balancing Purpose with Profit in a Post-Covid ScotlandMiles Weaver
Join Dr Miles Weaver and Dr Hock Tan, from Edinburgh Napier’s Business School on July 30th for Purpose-driven Organisations, will discuss that many businesses to emerge stronger in a post-covid Scotland will be purpose-driven. Using business as a force for good.
This webinar, hosted by Lorraine Thomson, who heads up Interface's Highlands and Islands team, examines the power of ‘purpose’ and the opportunities for SME’s in embracing the UN Sustainable Development Goals (SDGs) to create Sustainable Value (for all relevant stakeholders). ‘Profit’ is an output, not a ‘purpose’. Business exists beyond making money and maximising shareholder value. There is a growing consensus that businesses that place “purpose beyond profit” can generate greater returns. What does this mean for SME’s and where are the opportunities? We will first seek to understand what is meant by creating sustainable value and the power of purpose. Followed by taking an overview of the SDG Action Manager to help you to identify opportunities for growth while making an impact across environmental, social and governance landscape.
Nurturing the talent pool: Challenges and opportunities of bringing on board ...Miles Weaver
Board’s to be effective need the right mix of skills, knowledge, backgrounds and experiences and perspectives to govern well, as well as embodying diversity in its widest sense (The NCVO Good Governance Guide, 2010). This talk discusses the benefits and role of 'Young Trustees' as a untapped source of talent, how we can nurture and support this talent to make a significant contribution to the governance of Scotland's third sector, charities and public bodies. But ... First of all, we need to tackle what we mean by 'young'? It's time to spill the beans ....
Discussion/Workshop:
How to encourage more people to get on board?
To identify ways in which Trusteeship can be encouraged and how we can build relationships and networks to support the development of trustees in Scotland.
On June 14, the Melbourne Development Circle explored Shared Value Partnerships. Whilst there are positive examples that can be drawn upon to learn 'what works' in these partnerships, questions still remain about their long-term effectiveness when compared to more traditional modes of development. This presentation is from one of the speakers, Jess Pattison from the Shared Value Project.
Business sustainability - U of Huddersfield and Kajire Girls Sote ICT
This presentation on business sustainability is a product of team of students from the University of Huddersfield, UK who mentored students from Kajire Secondary, Kenya in marketing, customer relations and business sustainability. Students communicated through skype and email in the first term of 2016. The cooperation was managed by student Chris Wainwright from the University of Huddersfield and Abuga Ezra, teacher and Sote ICT Club mentor at Kajire Secondary.
Presentation on Stuart Hart's Sustainable Value Matrix as a tool and framework for understanding corporate sustainability (for our Principles of Sustainable Management class 2013)
ACTION & REACTION of Investors, Finance & Investees.
In Impact Investing the limited availability of (inclusive) impact investment products steer investors towards different(iated) impact levels, preferred investment products & impact assets allocation.
E.g. in fixed income green or muni bonds, health property, farmland REITs or SDG investment funds etc. Of course all investments have impact, but impact investing aims at doing well & doing good, which in today's investment market practice varies mainly from doing less harm (the largest offer in investment products) to having positive, broad and/or deep impact. It is an impact ladder developing with growing transparency & product innovation.
Defining a Theory of Change is a strategy for impact investors to define how to achieve impact, their societal & environmental goals. Just as their financial strategy or mandate defines the risk appropriate return goals.
For those overwhelmed by the choices, discourse & reasoning in the impact investment universe, I will briefly sketch impact investment choices i.e. actual market offerings & trends such as Exclusion, Engagement, ESG Integration and more impact ambitious goals such as SDG contribution as Theories of Change.
It is not intended as a philosophical thought piece & soul searching clarification of the theories, on the contrary it aims to be a simplification regardless of ethical, ideological or sustainability motivations.
THEORIES OF CHANGE are like INVESTMENT MANDATES: guiding principles to achieve goals.'Balancing impact
& return' mandates can be exclusion guidelines and/or allocation to low(er) ESG (Environment, Social & Governance) Risk Exposure and / or Selection of ESG Opportunity, Best-in-Class investments, SDG & (Deep) Impact Investments.
Embedding Sustainability Mindset in Business Robert Steele
This presentation was created for a 1/2 day mini workshop to offer a look into the AtKisson Sustainability Accelerator Tools, one of the world's most effective, comprehensive toolkits, which is essential for incorporating sustainability into your organization's strategy, operations, and innovation.
Business for Good: Balancing Purpose with Profit in a Post-Covid ScotlandMiles Weaver
Join Dr Miles Weaver and Dr Hock Tan, from Edinburgh Napier’s Business School on July 30th for Purpose-driven Organisations, will discuss that many businesses to emerge stronger in a post-covid Scotland will be purpose-driven. Using business as a force for good.
This webinar, hosted by Lorraine Thomson, who heads up Interface's Highlands and Islands team, examines the power of ‘purpose’ and the opportunities for SME’s in embracing the UN Sustainable Development Goals (SDGs) to create Sustainable Value (for all relevant stakeholders). ‘Profit’ is an output, not a ‘purpose’. Business exists beyond making money and maximising shareholder value. There is a growing consensus that businesses that place “purpose beyond profit” can generate greater returns. What does this mean for SME’s and where are the opportunities? We will first seek to understand what is meant by creating sustainable value and the power of purpose. Followed by taking an overview of the SDG Action Manager to help you to identify opportunities for growth while making an impact across environmental, social and governance landscape.
Nurturing the talent pool: Challenges and opportunities of bringing on board ...Miles Weaver
Board’s to be effective need the right mix of skills, knowledge, backgrounds and experiences and perspectives to govern well, as well as embodying diversity in its widest sense (The NCVO Good Governance Guide, 2010). This talk discusses the benefits and role of 'Young Trustees' as a untapped source of talent, how we can nurture and support this talent to make a significant contribution to the governance of Scotland's third sector, charities and public bodies. But ... First of all, we need to tackle what we mean by 'young'? It's time to spill the beans ....
Discussion/Workshop:
How to encourage more people to get on board?
To identify ways in which Trusteeship can be encouraged and how we can build relationships and networks to support the development of trustees in Scotland.
On June 14, the Melbourne Development Circle explored Shared Value Partnerships. Whilst there are positive examples that can be drawn upon to learn 'what works' in these partnerships, questions still remain about their long-term effectiveness when compared to more traditional modes of development. This presentation is from one of the speakers, Jess Pattison from the Shared Value Project.
Business sustainability - U of Huddersfield and Kajire Girls Sote ICT
This presentation on business sustainability is a product of team of students from the University of Huddersfield, UK who mentored students from Kajire Secondary, Kenya in marketing, customer relations and business sustainability. Students communicated through skype and email in the first term of 2016. The cooperation was managed by student Chris Wainwright from the University of Huddersfield and Abuga Ezra, teacher and Sote ICT Club mentor at Kajire Secondary.
Presentation on Stuart Hart's Sustainable Value Matrix as a tool and framework for understanding corporate sustainability (for our Principles of Sustainable Management class 2013)
ACTION & REACTION of Investors, Finance & Investees.
In Impact Investing the limited availability of (inclusive) impact investment products steer investors towards different(iated) impact levels, preferred investment products & impact assets allocation.
E.g. in fixed income green or muni bonds, health property, farmland REITs or SDG investment funds etc. Of course all investments have impact, but impact investing aims at doing well & doing good, which in today's investment market practice varies mainly from doing less harm (the largest offer in investment products) to having positive, broad and/or deep impact. It is an impact ladder developing with growing transparency & product innovation.
Defining a Theory of Change is a strategy for impact investors to define how to achieve impact, their societal & environmental goals. Just as their financial strategy or mandate defines the risk appropriate return goals.
For those overwhelmed by the choices, discourse & reasoning in the impact investment universe, I will briefly sketch impact investment choices i.e. actual market offerings & trends such as Exclusion, Engagement, ESG Integration and more impact ambitious goals such as SDG contribution as Theories of Change.
It is not intended as a philosophical thought piece & soul searching clarification of the theories, on the contrary it aims to be a simplification regardless of ethical, ideological or sustainability motivations.
THEORIES OF CHANGE are like INVESTMENT MANDATES: guiding principles to achieve goals.'Balancing impact
& return' mandates can be exclusion guidelines and/or allocation to low(er) ESG (Environment, Social & Governance) Risk Exposure and / or Selection of ESG Opportunity, Best-in-Class investments, SDG & (Deep) Impact Investments.
Embedding Sustainability Mindset in Business Robert Steele
This presentation was created for a 1/2 day mini workshop to offer a look into the AtKisson Sustainability Accelerator Tools, one of the world's most effective, comprehensive toolkits, which is essential for incorporating sustainability into your organization's strategy, operations, and innovation.
Measures to improve social Environments.pptxFaisalkanju
Measures to improve social Environments.
In these slides, everything covers about this topic. in which we discussed the social environment type of environment, the social environment of business, and measures to improve the social environment
The following slide presentation is from the Spring 2011 series of “Introduction to Social Enterprise” workshops by Enterprising Non-Profits (enp). Enp offers these workshops throughout British Columbia (Canada) every spring and fall.
The workshop presentation defines social enterprise, provides examples of social enterprises in British Columbia, describes the business development path, and explains enp’s granting program and grant application process.
For more information on enp, go to www.enterprisingnonprofits.ca
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1. An Integrated Framework for Wealth Creation in Businesses John Cleveland Innovation Network for communities
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4. Integrated Wealth Creation Financial Natural Social Core Process: Customer value creation. Embodied in: Money, physical assets, “good will.” Core Process: Building trust and reciprocity. Embodied in: Social relationships and social institutions. Core Process: Learning and personal development. Embodied in: Physical, mental, emotional, spiritual capabilities; and intellectual property. Core Process: Water, mineral, energy and biotic cycles. Embodied in: Natural system resilience and productivity; raw material inputs. Human Human capital is at the middle of the triangle, because it is the basis for a company’s ability to contribute to capital formation in the three other domains. OUR FOCUS IS HERE
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9. At the Intersection of Two Practice Fields “ For-Profit” “ For-Benefit” Social Venturing: “ Both/And” not “Either/Or”
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12. Connecting Four Capitals to Core Business Processes Enterprise Dimensions How It Can Influence the Four Capitals Mission What its purpose is; what its long term vision is; how it communicates to stakeholders Leadership What it values; who it recruits; how it develops leadership Marketing and Product Development Who it sells to; what it sells; how it designs products and services; where it sells Production How it produces; how much waste it creates; technology it uses Human Resources Who it hires; how many; how diverse; how it develops them; where they are located Supply Chain Management What it buys; where it buys it; who it buys from; how it develops its supply base Facilities Where it locates; how it constructs its facilities Finance Where it borrows money; where it invests funds; how it distributes profits/surplus Community Relations Who it gives money to; how it contributes to the community; who they lobby/influence and on what issues
13. A Spectrum of Practice “ For-Profit” Culture “ For-Benefit” Culture Traditional Non-Profits: Purpose: Improve the welfare of a target population. Products: Services designed to achieve a specific social outcome. Processes: Oriented towards involvement and intention. Profits: Funded through grants, transfer payments; third parties pay costs. Target is break even Performance: Impact on quality of life. “ Dual Purpose” Enterprises: Purpose: Create social and financial capital. Products: Designed to generate margins and create social benefit. Processes: Designed for both efficiency and social impact. Profits: Revenues from multiple sources. Margins and social contributions. Performance: Social impact and wealth creation. Traditional For-Profits: Purpose: Create wealth for owners. Products: Products and services that provide value to customers. Processes: Oriented towards cost and quality efficiency. Profits: Customer pay for products and services. Target is maximum profit. Performance: Profit margin; return on investment; growth. Non-profits become more “business-like” (Mission unchanged) For-profits pay attention to social outcomes (Mission unchanged)
14. Developing An Integrated Strategy Enterprise Dimensions Capital Formation Strategies Financial Capital Natural Capital Social Capital Human Capital Mission Leadership Marketing and Product Development Human Resources Supply Chain Management Facilities Finance Community Relations
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16. A Focus on Natural Capital and Environmental Performance
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21. Firm Environmental Performance The environmental performance of firms can be looked at from at least three different useful dimensions: Environmental impacts The facet of the natural ecology that is being affected (what ISO 14000 refers to as “environmental impacts”) Environmental aspects The dimension of the company’s operations that can have an impact on the environment (what ISO 14000 refers to as “environmental aspects”) Improvement goals The generic strategies that can be deployed to reduce environmental aspects and impacts.
22. Environmental Impacts This dimension of environmental performance refers to the aspect of natural capital that company activities are most likely to affect. The four main categories are linked to the four primary natural cycles that sustain us. Cycle Description Energy Energy cycles represent the pathways through which energy is captured, stored, and used. There are three different energy “pathways” – energy “income” which is reflected in direct solar absorption, biomass storage, wind, and hydro power; energy “savings” which is our store of fossil fuels; and energy “inheritance” which is our store of nuclear and geothermal energy. Mineral These are the cycles of minerals from underground to above ground and back to the earth. In natural systems, this occurs through plants and the soil, which makes minerals available for use by living species. Mining and other human cycles accelerate and disrupt these cycles. Water Waste moves through a continuous cycle of evaporation, precipitation, percolation and infiltration. Disruptions to the natural water cycles affect its quality, quantity and timing. Animal and plant populations Plant and animal ecologies depend on energy, mineral and water cycles. When we disturb these cycles, we affect both individual species and entire eco-systems.
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29. Summary Dimensions of Firm Behavior Product Design Operations Facilities Transportation Etc. ENV. IMPACT GOALS Environmental Aspect (Co. Systems) Environmental Impact Improvement Goals Energy Impact Mineral Cycle Impact Water Cycle Impact Plant & Animal Population Impact Reduce Use Intensity Increase Renewable Resources Reduce Health and Pollution Risk Increase Degree of Reuse Extend Service & Function
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31. Strategies to Support Sustainable Commerce Strategy Description Invest Invest, either directly or indirectly (i.e. through equity or debt funds) in the growth of existing companies or the creation of new ones that demonstrate superior environmental performance (e.g. “green gazelles”). Subsidize Underwrite some cost of doing business (e.g. tax abatements; tax credits; equipment purchase; land and utilities; etc.) that help companies improve environmental performance. Regulate Change regulatory incentives and penalties to encourage environmental performance. Create New Inputs Through R&D and other investments, create new products, materials, or intellectual property that can improve firm environmental performance (e.g. university research institutes for alternative materials).
32. Strategies to Support Sustainable Commerce (cont’d) Strategy Description Create Demand Be a customer for products or services that exhibit improved environmental performance (e.g. buy green buildings; purchase green power); aggregate demand among many customers to make the sale more feasible. Advise and Consult Provide consulting services to companies (such as MMTC’s “lean and green” services; or the Green Supplier Network assessments) Inform Provide market research; tool kits; and other information materials. Create indicators of environmental performance for firms and sectors. Educate Develop curricula (credentialed and non-credentialed) and educational programs to provide the knowledge and skills that companies need to improve environmental performance. Network Create relationships between players that would not happen in the normal course of their business.
33. References USEFUL REFERENCES Author Title Paul Ekins The Gaia Atlas of Green Economics Ray Anderson Mid-Course Correction Janine M. Benyus Biomimicry: Innovation Inspired by Nature John Elkington Cannibals With Forks, The Triple Bottom Line of the 21 st Century Business Paul Hawken Ecology of Commerce: A Declaration of Sustainability Paul Hawken, Amory & Hunter Lovins Natural Capitalism: Creating the Next Industrial Revolution Brian Nattrass & Mary Altomare The Natural Step for Business Livio DeSimone & Frank Poposff Eco-Efficiency – The Business Link to Sustainable Development Claude Fussler Driving Eco-Innovation Lester Brown Eco-Economy – Building An Economy for the Earth Robert Costanze et al An Introduction to Ecological Economics National Academy of Engineering The Greening of Industrial Eco-systems Allan Savory Holistic Resource Management
34. The INC Mission is to develop and spread scalable innovations that transform the performance of community systems. www.in4c.net Pete Plastrik 231-448-3169 [email_address] John Cleveland 616-240-9751 [email_address]