This document discusses sustainability, social entrepreneurship, and the role of leadership in driving innovation through sustainability. It defines key terms like sustainability and social entrepreneurship. It argues that adopting sustainable practices can help drive innovation in areas like product design, business models, and platforms. Leading this transformation requires visionary leadership that can champion the cause and gain buy-in across the organization. Traits of effective leaders include emotional stability, dominance, and the ability to inspire others. The document provides the example of the Smart Village Living Lab in India as an initiative applying these principles.
Sustainability is a serious consideration for businesses, and is no longer perceived as an environmental issue alone. The implications of this shift are significant, and subsequently, industry leaders are determining ways to embed sustainability throughout their business operations and strategic goals.
This publication, produced alongside KPMG, examines how organisations can approach sustainability, discussing how to build sustainability into your strategy, how to implement the strategy, how to embed sustainability considerations into core business processes and how to create value through reporting. Does your business factor in sustainability when making long-term decisions? How can you ensure your business has a viable future?
https://www.charteredaccountants.com.au/secure/myCommunity/forums/chartered-accountants-forums/sustainability/49/how-do-you-make-your-business-sustainable#84
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.
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.
Sustainability is a serious consideration for businesses, and is no longer perceived as an environmental issue alone. The implications of this shift are significant, and subsequently, industry leaders are determining ways to embed sustainability throughout their business operations and strategic goals.
This publication, produced alongside KPMG, examines how organisations can approach sustainability, discussing how to build sustainability into your strategy, how to implement the strategy, how to embed sustainability considerations into core business processes and how to create value through reporting. Does your business factor in sustainability when making long-term decisions? How can you ensure your business has a viable future?
https://www.charteredaccountants.com.au/secure/myCommunity/forums/chartered-accountants-forums/sustainability/49/how-do-you-make-your-business-sustainable#84
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.
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.
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)
To “innovate for sustainability” we need to go beyond process, product, and organizational innovation into strategic (business model) innovation and normative value innovation. Value innovation builds on the introduction of new normative orientations into an existing business ecosystem. Our work delineates a new theoretical approach that is illustrated with case studies on different modes of sustainability innovation. We exemplify the approach through a case study of a stakeholder dialogue to establish a sustainable energy region in northern Germany and contrast this case against examples of innovation for sustainability on strategic and instrumental management levels.
In this presentation, given to 30 Next Gen members of AFBN, I spoke about the need (and opportunity) for Next Generation leaders to retool themselves and their family businesses.
Social innovation refers to new strategies, concepts, ideas, and organizations that extend and strengthen civil society or meet societal needs of all kinds—from working conditions and education to community development and health.
How to drive Sustainable Business through Partnerships? Here are 10 rules/recommendation on how to get beyond half-hearted CSR-initiatives, three cases on sustainability partnerships and a bit of models and research. This presentations was given at the The Danish Governments High Level Meeting on Driving Sustainable Growth held at The Confederation of Danish Industries 2014.
Mr. Lian, Tingkai is an active serial entrepreneur. From medical and pharmaceutical to fashion industries, Lian has always held a macro perspective on social and business issues. Recognizing that everyone must act to defend the environment and fight climate change, Lian founded "DOMI " to provide easy and effective energy saving solutions, and promote social justice in combating the impact of climate change. DOMI was the first business in Taiwan being awarded the international certification of B Corporation. In 2015, 2016 and 2018, DOMI was listed as one of the best companies in the world by the international headquarters of B Corporation, and has consecutively won the "Best Company in the World” award. Recognizing the urgent needs to turn around the business mentality of Taiwanese enterprises, Lian co-founded the Asia Pacific B Corp Association (APBCA) and started the B Lab Taiwan.Before Lian returned to Taiwan, he majored in biotechnology at the University of Alberta, Canada, took the Chiropractic Program at the Life University in Atlanta, USA, and studied fashion management at Domus Academy in Milan, Italy. He then completed an EMBA degree at the University of Chicago Booth School of Business. He was invited to teach as a part-time assistant professor at the Public Policy Research Center in Feng Chia University and Fu Jen Catholic University. He also teaches social innovation and UN-SDGS courses at National Taiwan University.
Shared Value Initiative India connects the business and community leaders towards defining the practice of shared value in India. This initiative is committed to bringing forward the realization, understanding, adoption and implementation of the best practices for creating shared value among the companies, civil society and government organizations in India, thereby accelerating the economic and social progress towards a more equitable and sustainable world.
Sustainable innovation in search of the value added configurationBioLogicalSolutions
The question is however, to what extent should knowledge sharing be realized to ensure that sustainable innovation functions properly on the one hand, and on the other hand not to lose its ownership. Losing ownership might imply that a firm also loses its competitive advantage
depending on the nature of the collaboration. Therefore mechanisms for protection of intellectual property are of strategic importance. This creates an innovation paradox, since Intellectual Property Rights do provide incentives to create knowledge, but do not stimulate
knowledge diffusion.
Pat Deering, owner of FranNet of Greater Tampa Bay presented on "Why Boomers Are Turning to Franchising" for Trend Report 4 on Boomer Entrepreneurship.
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)
To “innovate for sustainability” we need to go beyond process, product, and organizational innovation into strategic (business model) innovation and normative value innovation. Value innovation builds on the introduction of new normative orientations into an existing business ecosystem. Our work delineates a new theoretical approach that is illustrated with case studies on different modes of sustainability innovation. We exemplify the approach through a case study of a stakeholder dialogue to establish a sustainable energy region in northern Germany and contrast this case against examples of innovation for sustainability on strategic and instrumental management levels.
In this presentation, given to 30 Next Gen members of AFBN, I spoke about the need (and opportunity) for Next Generation leaders to retool themselves and their family businesses.
Social innovation refers to new strategies, concepts, ideas, and organizations that extend and strengthen civil society or meet societal needs of all kinds—from working conditions and education to community development and health.
How to drive Sustainable Business through Partnerships? Here are 10 rules/recommendation on how to get beyond half-hearted CSR-initiatives, three cases on sustainability partnerships and a bit of models and research. This presentations was given at the The Danish Governments High Level Meeting on Driving Sustainable Growth held at The Confederation of Danish Industries 2014.
Mr. Lian, Tingkai is an active serial entrepreneur. From medical and pharmaceutical to fashion industries, Lian has always held a macro perspective on social and business issues. Recognizing that everyone must act to defend the environment and fight climate change, Lian founded "DOMI " to provide easy and effective energy saving solutions, and promote social justice in combating the impact of climate change. DOMI was the first business in Taiwan being awarded the international certification of B Corporation. In 2015, 2016 and 2018, DOMI was listed as one of the best companies in the world by the international headquarters of B Corporation, and has consecutively won the "Best Company in the World” award. Recognizing the urgent needs to turn around the business mentality of Taiwanese enterprises, Lian co-founded the Asia Pacific B Corp Association (APBCA) and started the B Lab Taiwan.Before Lian returned to Taiwan, he majored in biotechnology at the University of Alberta, Canada, took the Chiropractic Program at the Life University in Atlanta, USA, and studied fashion management at Domus Academy in Milan, Italy. He then completed an EMBA degree at the University of Chicago Booth School of Business. He was invited to teach as a part-time assistant professor at the Public Policy Research Center in Feng Chia University and Fu Jen Catholic University. He also teaches social innovation and UN-SDGS courses at National Taiwan University.
Shared Value Initiative India connects the business and community leaders towards defining the practice of shared value in India. This initiative is committed to bringing forward the realization, understanding, adoption and implementation of the best practices for creating shared value among the companies, civil society and government organizations in India, thereby accelerating the economic and social progress towards a more equitable and sustainable world.
Sustainable innovation in search of the value added configurationBioLogicalSolutions
The question is however, to what extent should knowledge sharing be realized to ensure that sustainable innovation functions properly on the one hand, and on the other hand not to lose its ownership. Losing ownership might imply that a firm also loses its competitive advantage
depending on the nature of the collaboration. Therefore mechanisms for protection of intellectual property are of strategic importance. This creates an innovation paradox, since Intellectual Property Rights do provide incentives to create knowledge, but do not stimulate
knowledge diffusion.
Pat Deering, owner of FranNet of Greater Tampa Bay presented on "Why Boomers Are Turning to Franchising" for Trend Report 4 on Boomer Entrepreneurship.
Today entrepreneurship has become one of key drives for the development of all the countries in the world and it is very crucial for any economy. The objectives of achieving sustained economic and industrial development, regional growth and employment generation, life support conservation and implementing technological advancements have always depended on entrepreneurial development.
Entrepreneurship and project managementchumantrakali
role of govt in entrepreneurship,role of financial institutions in entrepreneurship,entrepreneurial development programmes,entrepreneural development institutions across india, some other institu\tions
Module 4/Unit 2 Digital Sustainability – taking actionSMKCreations
Module 4 Unit 2 Digital Sustainability – Taking Action aims to provide inspirational action focused learning to support company strategy to adopt environmental practices. Looking at sustainability trends is important – how can we learn from new environmental trends? We have got you covered!
The MSLGROUP paper on "Value and Values: A Winning Business Strategy" discusses the benefits of economic stewardship and ways to develop an environmentally sustainable approach to business.
or sustainability leaders, innovation is key to meeting human needs within planetary limits. They know that many existing business models are predicated on the assumption that natural and social capital are in virtually limitless supply, and that mispriced resources and other market distortions make some models more competitive than they would otherwise be.
How Innovation and Technology Will Fuel the Transition to Sustainable Enterpr...EricCuka
This report has been created to provide insight as to why businesses should adopt sustainability practices into their core business strategies. Innovation and technology have not only created increased pressure and transparency, they have also created enormous opportunity for businesses in today's high-demand economy. There are incredible examples covered in the included research which demonstrate how organizations have utilized eco-efficiencies to increase margins while simultaneously benefiting both core and fringe stakeholders. The key concept of this paper is to encourage companies to embrace sustainability into their corporate culture in order to fuel innovation and create competitive advantages. Technology can be leveraged in a wide array of possibilities to maximize operational efficiencies, increase margins, and impact society at the same time. The research conducted to support the main argument of this report includes readings from Saint Cloud State University's MBA 605 - Strategies for Sustainable Development class, as well as multiple external readings from credible internet sources.
Anyone who is employed in a technology field will find this report especially interesting; however, the content is relevant to multiple areas of business and business strategy. Whether you are passionate about sustainability or not, the research in this paper will apply to you if you are interested in maximizing operational efficiencies through innovation and technology. The key eco-efficiencies covered include: reduced material and waste expenses, reduced energy expenses, and reduced water expenses. As companies embrace technology, combined with a sustainable strategy, additional innovations will be constructed as these companies strive towards becoming sustainable. The bottom line is that technology and innovation will fuel the transition to sustainable enterprises. Is your company going to be left behind?
Model Behavior: 20 Business Model Innovations for SustainabilitySustainable Brands
What is business model innovation? How does it impact sustainability? Which models are disrupting industries, beyond car sharing and distributed energy? This report produced by SustainAbility brings clarity to this oft-hyped space and identifies and analyzes 20 emerging business model innovations that are having a positive social or environmental impact.
Enlightened businesses are seeking to future-proof themselves over the long term by aiming to decouple business growth from increasing environmental and social damage, eliminate negative impacts, or even generate restorative/net-positive impacts. Others are going even further, innovating entirely new resilient ways of working, and exploiting the opportunities in global trade around solutions that tackle pollution, congestion, resource scarcity and other international challenges.
The purpose of this report is to highlight actions that large firms have taken to transform their business models towards sustainability.
Contingent Workflow Modelling for a Didactic Approach to Project Management i...David Luigi FUSCHI Ph.D.
This thesis is motivated by the steep increase in grass-root content production and the transformation of Web2.0 consumers into “prosumers”, a concept that pre-dated the web itself (Toffler 1980). The notion of “prosumers” in the Web 2.0 and beyond presumes an increasingly wider-scale ability for content creation with a much deeper understanding of the implications and associated risks (at all levels from quality to IPR and copyright aspects). Technology today offers the possibility to easily master complex processes such as video/image editing with a home computer or a laptop yet this is not sufficient for managing all the decision points involved in an informed fashion. The widespread availability of office-automation solutions powerful enough to handle fairly complex processes of monitoring and management, raises the research question as to the feasibility of providing a didactic model and support tools that could better serve the increased desire of web users to become content producers.
A summary of my personal expertise and knowledge completed by a description of some of the most relevant research and developments engagements carried out so far via specific examples
A brief introduction to the work carried out in the VISTA project using the Participative Video Methodology. The video is made by the subjects themselves and gives voice to a voiceless group
2. SOME DEFINITIONS
Sustainability:
meeting our own needs without compromising the ability of future
generations to meet their own needs. In addition to natural resources, we
also need social and economic resources. Sustainability is not just
environmentalism.
Economic Sustainability:
ensuring organisations/products are "built to last" and are able to function
efficiently over a long period of time.
Social Entrepreneurship
companies or institutions operating with innovative solutions to society's
most pressing social problems. They are ambitious and persistent, tackling
major social issues and offering new ideas for wide-scale change.
3. SO, WHY AND WHAT FOR?
●
We need to consider that:
- We do not own the world we live in,
- We simply borrow it form the future generations
- Available resources are limited
- What gets destroyed cannot be recuperated
●
Adopting a sustainable approach ensures:
- Achieving our objectives now while
- Making sure what we do will last
- Overall, it is more beneficial than any other approach
4. THE CHALLENGE
●
Social entrepreneurship is
- not yet well understood
- perceived as not profitable
- believed to apply only to
emerging economies
- perceived as a “fashion”
Rather than a “business”
●
Sustainability is
- not yet perceived necessary
- believed as hard to achieve
- perceived as not-profitable
- perceived as necessary only
for emerging economies
What people see is just the tip of the
Iceberg, but there is much more!
5. DELOITTE's APPROACH
Sustainability strategy - Developing a road map to address sustainability
risks and opportunities in support of business growth objectives,
stakeholder engagement and communications, and brand enhancement
programs, as well as prioritizing sustainability initiatives through detailed
value quantification.
Resource productivity and risk mitigation - Identifying ways to address
energy, water, and materials risks across the value chain.
Sustainable operations and supply chain - Refining operations and the
supply chain by addressing diverse issues such as supplier engagement,
sourcing and procurement, packaging, closed loop recycling, supply chain
transparency, and human and labor rights.
Reporting and disclosure - Identifying ways to improve collection and
reporting of data in compliance with laws, regulations, and stakeholder
expectations.
Deloitte
6. INNOVATION via
SUSTAINABILITY
Viewing Compliance as Opportunity
- Most companies start with compliance. Some choose to follow voluntary, sector-
specific codes of conduct.
- Rather than viewing compliance as a burden see this as an opportunity.
- Being a first-mover provides a competitive advantage as well as efficiencies of
scale.
- Staying ahead of regulation can also put companies in a position to shape future
legislation
Witkin,J.,(2009)
7. INNOVATION via
SUSTAINABILITY
Making Value Chains Sustainable
- Keeping pace with regulation makes companies more environmentally aware
and more attentive to their resource consumption habits.
- It helps reducing consumption and waste in their operations and workplace
environments
- It forces to become more adept with new tools like life cycle assessments,
energy footprint calculators and carbon management protocols that can lead
to future innovation especially in the design of new products and businesses.
- Driving sustainability through the supply chain compounds the positive effect
by requiring suppliers to improve their environmental and labor practices.
Witkin,J.,(2009)
8. INNOVATION via
SUSTAINABILITY
Designing Sustainable Products and Services
- With an increased focus on efficiency and newly acquired skills like life cycle
assessments, companies can redesign their offerings and tap into growing
consumer demand for more eco-friendly products and packaging.
Developing New Business Models
- As companies view current business models through the lens of sustainability,
they will inevitably rethink these models, especially with the advent of new
technologies and the shifting landscape of customer expectations.
- New models have already started to emerge emphasizing the delivery of value
through services rather than products, and the combination of digital with
physical infrastructures.
Witkin,J.,(2009)
9. INNOVATION via
SUSTAINABILITY
Creating Next-Practice Platforms
- A sustainability focus also allows companies to build on their existing
competencies to develop next-practice platforms and new paradigms.
Witkin,J.,(2009)
Growing concerns over climate change, stricter government regulations,
pressures from NGOs and shifting consumer expectations are surging and
will force businesses to change.
Understanding this latent change that will be inevitable, suggests embracing
the sustainability agenda and rethinking long-held axioms.
The transformation will take committed leadership at the top and a motivated,
talented workforce in order to execute this agenda.
10. SO, WHAT IS NEEDED?
First and foremost is needed a LEADER, someone with a vision that will
will champion the transformation
Secondly, is needed a clear objective and aim that can be shared within
the organisation at all levels
Thirdly, is needed to have the “buy in” of the management and staff
Fourthly, is needed to gain the support of business partners, suppliers, and
most of all, CUSTOMERS.
Lastly, is needed a good COMMUNICATION STRATEGY that will support
in all the above-mentioned steps.
11. BUT WHAT MAKES A “LEADER”?
According to Prive (2012) it takes to be having:
Honesty, ability to Delegate, Communication, Confidence, Commitment, Positive
Attitude, Creativity, Intuition, Ability to Inspire, Approach.
According to Raymond Cattell's Leadership Potential Equation (1954) the traits
of an effective leader include the following:
Emotional stability, Dominance, Enthusiasm, Conscientiousness, Social boldness,
Tough-mindedness, Self-assurance, Compulsiveness.
These traits are further complemented by:
High energy, Intuitiveness, Maturity, Team orientation, Empathy, Charisma
The Air University (2014)
12. AN EXAMPLE
As example let's have a look at the KiiT Smart Village Living Lab (SVLL)
KiiT SVLL is a network of Open Innovation enthusiasts from academia and
business with its hub in a few villages in Odisha, a South Eastern State of
India.
The Lab’s current focus is on Education, Water, Energy, Environment and
Affordable Housing sectors.
All activities are managed through student projects, in the end user driven,
real life environment of the rural communities and processed into knowledge
through Living Lab infrastructure.
The SVLL is part of the European Network of Living Labs (EnoLL) and very
closely supported by experts from Finland, Belgium, UK and from other parts
of India
http://www.openlivinglabs.eu/livinglab/smart-village-living-lab-india
13. SO, WHAT IS A LIVING LAB?
A living lab is a research concept, a user-centred, open-innovation
ecosystem, often operating in a territorial context (e.g. city, agglomeration,
region), integrating concurrent research and innovation processes within a
public-private-people partnership.
14. SOURCES
Prive,T.,(2012), "Top 10 Qualities That Make A Great Leader", [On-line], [Last
accessed 2016-4-8], Available at:
http://www.forbes.com/sites/tanyaprive/2012/12/19/top-10-qualities-that-make-a-great-leader/#6abf7cb73564
Deloitte, (2014), “Commitment. Stamina. Results.”, [On-line], [Last accessed
2016-4-8], Available at:
http://www2.deloitte.com/us/en/pages/operations/solutions/about-our-sustainability-service.html
The Air University – The Intellectual and Leadership Centre of the Air Force,
(2014), “Leadership Traits”, [On-line], [Last accessed 2016-4-8], Available
at: http://www.au.af.mil/au/awc/awcgate/sba/traits.htm
Witkin,J.,(2009), “The 5 Stages for Achieving Innovation Through
Sustainability”, [On-line], [Last accessed 2016-4-8], Available at:
http://www.triplepundit.com/2009/09/the-5-stages-for-achieving-innovation-through-sustainability/