This document discusses creativity, sustainability, and branding. It begins by valuing creativity and exploring leadership through envisioning future possibilities. It then discusses using a "walkback" technique to map steps from a envisioned successful outcome back to the present to develop a plan. The document also discusses sustainability, referring to the Brundtland Commission's definition, and debates about weak vs strong sustainability. Finally, it discusses books by Hilton and Gibbons and Naomi Klein regarding corporate social responsibility and branding, coming to different conclusions about corporations' impacts.
Defining The Current State Of The Ecosystem: Diverse Investor And Innovator S...Harry Alford
On December 15, 2020, we convened investors and innovators to discuss the challenges of driving growth for underserved audiences and how we can help drive growth in the ecosystem. The event was in salon format, a gathering of people to increase our knowledge through conversation. The 90-minute thought-provoking conversation surfaced positive forces driving us forward, the hindrances holding us back, and the resources required to achieve the ideal future state we envision for the ecosystem.
New Standards For Long Term Business Survivalmorrinnoel
New Standards for Long-Term Business Survival is a free, 30-page, easy-to-read, introductory booklet that explains what sustainability is, why it is important, and how sustainable practices are being successfully implemented in businesses around the world. Included in its pages is a brief history of modern-day business sustainability as well as an overview of the subject areas, almost limitless innovations, and financial benefits that sustainable-thinking encompasses.
The booklet concludes with a 10-page checklist designed to help businesses pinpoint their weaknesses in regards to long-term thinking and the constant onslaught of ever-increasing economic change.
This presentation is based on work I have been doing with libraries and some businesses in the library & information sector.I look at framework to explore business models that I believe is helpful for all kinds of organizations and businesses
Strategic design and the climate crisisRaz Godelnik
The United Nations considers climate change as “the defining issue of our time”. Raz Godelnik, Assistant Professor of Strategic Design and Management hosts a webinar that will focus on the challenges and opportunities for strategic designers working in a business environment shaped and defined by the climate crisis.
Defining The Current State Of The Ecosystem: Diverse Investor And Innovator S...Harry Alford
On December 15, 2020, we convened investors and innovators to discuss the challenges of driving growth for underserved audiences and how we can help drive growth in the ecosystem. The event was in salon format, a gathering of people to increase our knowledge through conversation. The 90-minute thought-provoking conversation surfaced positive forces driving us forward, the hindrances holding us back, and the resources required to achieve the ideal future state we envision for the ecosystem.
New Standards For Long Term Business Survivalmorrinnoel
New Standards for Long-Term Business Survival is a free, 30-page, easy-to-read, introductory booklet that explains what sustainability is, why it is important, and how sustainable practices are being successfully implemented in businesses around the world. Included in its pages is a brief history of modern-day business sustainability as well as an overview of the subject areas, almost limitless innovations, and financial benefits that sustainable-thinking encompasses.
The booklet concludes with a 10-page checklist designed to help businesses pinpoint their weaknesses in regards to long-term thinking and the constant onslaught of ever-increasing economic change.
This presentation is based on work I have been doing with libraries and some businesses in the library & information sector.I look at framework to explore business models that I believe is helpful for all kinds of organizations and businesses
Strategic design and the climate crisisRaz Godelnik
The United Nations considers climate change as “the defining issue of our time”. Raz Godelnik, Assistant Professor of Strategic Design and Management hosts a webinar that will focus on the challenges and opportunities for strategic designers working in a business environment shaped and defined by the climate crisis.
Master's thesis - CORPORATE SOCIAL RESPONSIBILITY: Strategy and impacts on fi...auderichon
Society is feeling more and more concerned about the environment and social issues caused, among other things, by relocation and environmental dumping. Globalization has actually raised some ethical issues which peak levels were attained, socially speaking, when apparel companies were denunciated for using sweatshops in developing countries, and environmentally speaking, with Shell’s Brent Spar platform scandal. Consequently, companies started to think of how they could improve their image, even their way of doing business and started to engage in Corporate Social Responsibility (CSR).
The purpose of this thesis is to understand why companies decide to engage in CSR and if CSR policies have impacts on firms’ financial performance. Thus, the research problem is the following: What characterizes Corporate Social Responsibility strategies and do they have an impact on financial performance?
In order to answer it, I will use first a review of the existing literature, then interviews performed with persons in charge of CSR/Sustainable Development (SD) in companies and opinion leaders will be analysed. To complement this part, a study on sustainability indexes followed by a specific outlook at the automobile sector and its impact on the environment will be undertaken.
The results show that Western multinational companies (MNCs) tend to be more and more engaged, with law pushing for that as well. Stakeholders have quite an influence on the process, but the main factor of success is the commitment of top management and the integration of CSR in corporate culture. Quantitative results are more mitigated and it cannot be clearly said that CSR favours or not financial performance. More prospective is needed to be definite in the answer.
The motivation to write this book for Mr.Peter Schwartz came from Royal Dutch/Shell group success in using scenarios to anticipate the oil crisis in the 1980’s . Shell was one of the few companies that managed this crisis. The following are the key points that may be of interest and assist the professionals in making better decisions in planning events in your life or the organization you work with:
• Too many people react to uncertainty with denial. They create blind spot for themselves.
• Scenarios are a tool for helping us to take a long view in a world of VUCA. Once you get used to the idea of scenarios, using them comes more easily.
• Scenario planning is about making choices today with an understanding of how they might turn out. This type of planning comes easy to some people. For others, it takes practice. Be patient, the end result of proper planning is worth the effort. Remember the 6 P’s of planning – Proper Planning Prevents Piddley Poor Performance.
• Scenarios can be used
To plan a business
To Judge an investment
To choose an education
To look for a job.
• Scenarios are not predictions. Rather , it is vehicles for helping the people learn & help the people to perceive futures in present.
• Scenarios deal with two worlds
The world of facts. Gather and transform information of strategic significance into fresh perspectives.
The world of perceptions. You are looking for the “aha” feeling.
Interbrand Best Global brands report 2021Social Samosa
The Interbrand Best Global Brands report highlights the top 100 brands for 2021. Overall, the average brand value increase of the Best Global Brands is 10% in 2021, compared to 1.3% in 2020.
The competitive Advantage of corporate cultures Daniel Denison, .docxmehek4
The competitive Advantage of corporate cultures
Daniel Denison, IMD Business School
Levi Nieminen, Denison Consulting
Lindsey Kotrba, Denison Consulting
What is Corporate Culture? At the climax of the annual holiday party in one rapidly growing American company, hundreds of balloons are released from the ceiling. Inside each balloon is a crisp new $100 bill and whoever scrambles the hardest, gets the most money! The lesson is simple, fun, and more powerful than all the personnel policy handbooks in the world. It helps capture the essence of some of the key definitions of corporate culture: Culture is “the way we do things around here,” and “what we do when we think no one is looking.”1 Most scholars further describe culture in terms of two important definitional fea tures, 1) culture has multiple layers or levels, and 2) culture is learned. Schein’s classic approach divides culture into three levels.2 He argues that basic, underlying assumptions lie at the root of culture and are “uncon scious, taken-for-granted beliefs, perceptions, thoughts, and feelings.” Espoused values are Artifacts, behaviors, and derived from basic underlying assumptions and are the “espoused justifications of strate gies, goals and philosophies.” Finally, at the top level are “artifacts,” that are defined as “visible, yet hard to decipher organizational structures and processes.” Like the iceberg norms are visible and tangible. Personal values and attitudes are presented in Figure 1, only about 10 percent of an organization’s culture is visible, whereas 90 percent is below the surface. However, it is the part of the culture that we can’t see—the less visible, but can be talked about. Underlying fundamental beliefs and assumptions—that often sinks the ship. beliefs and assumptions are Figure 2 reminds us that culture is learned—it includes “the lessons that we have learned that are important enough to pass on to the next generation.”3 The lessons from subconscious,invisible, and rarely questioned. Figure 1 Schein’s Three Layers of Organizational Culture the Visible Symbols cultural values that are important are reflected in the visible symbols that surround us, which further reinforce and shape our culture into the future, and so on. Winston Churchill made a similar point about architecture, stating that, “We shape our buildings; thereafter they shape us.”4 Returning to our discussion from above, it is almost always easier to change the buildings than it is to modify the cultural values that guided their construction. In other words, the stuff that resides below the surface of an organization’s culture—the fun damental beliefs and assumptions—is the core of what is learned over time and what comes to guide behaviors and visible structures and processes. Survival Figure 2 Diagram of Culture as Learned Why is Corporate Culture Important? Many top executives attest that shaping and managing their organization’s culture is one of their most important challenges. As ...
· From the assigned textbook, Managing Organizational Change 3rd r.docxoswald1horne84988
· From the assigned textbook, Managing Organizational Change 3rd read:
· Vision and the Direction of Change
· https://digitalbookshelf.argosy.edu/#/books/1260003663/cfi/6/32!/4/2/24/84/[email protected]:0
John Pendlebury et al. (1998) specify three components of visions key to change management:
1. Why the change is needed: The problem that validates the need for change
2. The aim of the change: The solution, which must be credible, meaningful, and feasible
3. The change actions that will be taken: The means, how actions will be mobilized and delivered
We can thus identify the desirable features of vision statements. However, this does not reveal the criteria on which those features should be assessed. This suggests that the affective or “feel good” content of vision is important; we know it when we see it, but this is difficult to define or to measure. Consider the sample of vision statements taken from leading (Fortune 100) global companies. Which ofthese vision statements have the characteristics that we have identified so far? Which do not have these characteristics? Based on these vision statements, for which of these companies would you find it attractive to work? Whose vision statements would turn you away? Why? How do you explain your preferences and dislikes with regard to these visions?
Ira Levin (2000, p. 92) argues that some vision statements have a “bumper sticker” style, based on jargon and fashionable terms. Their similarities thus mean that they could be used by several different companies, and they are not inspirational. Hugh Davidson (2004) calls these “me-too” statements that lack distinctiveness, such as Ericsson’s vision in the 1990s, “to be the leading company in tomorrow’s converged data and telecommunications market.” Levin (2000) advocates instead the development of “vision stories” that176portray the future in a manner to which people can relate. Table 6.4 outlines the process for producing vision stories. Levin cites Arthur Martinez, chief executive of Sears, as someone adept at using visionstories. Martinez required his senior managers to write stories about the businesses that they managed and how customers related to those businesses (Domm, 2001).177
TABLE 6.4
Vision as Storytelling—How to Develop the Narrative
Step
Actions for the Senior Team
1. Become informed
Leadership team articulate their vision for the future—five to fifteen years ahead—of the organization, taking into account:
External impacts and future business challenges?
Economic, social, political, and technological trends and developments?
What are other organizations doing to prepare for the future?
Core values and beliefs?
2. Visit the future
Imagine it is five years into the future, and the organization has been so successful that business magazines want to report the story, covering:
What is the organization’s reputation and what do competitors envy?
What is the customers’ experience?
What contributions have been made to the community?
What do.
Why do certain cities and communities create more entrepreneurs than others? What makes some companies more successful than others? Are there common ingredients that make for better entrepreneurship and success within both cities and companies? Haskayne School of Business researchers delve into their research to answer these and other related questions. Jim Dewald, dean, and Seok-Woo Kwon, associate professor, share their findings on what puts some cities and companies on the path to success and greatness while others languish or fail.
New Climate Media is the first media company that frames climate change as humanity’s chance to realize its full potential.
We create and distribute media that encourages concerned citizens to take personal responsibility for climate change, and to recognize their own unique role in the co-creation of a sustainable future.
Characterization and the Kinetics of drying at the drying oven and with micro...Open Access Research Paper
The objective of this work is to contribute to valorization de Nephelium lappaceum by the characterization of kinetics of drying of seeds of Nephelium lappaceum. The seeds were dehydrated until a constant mass respectively in a drying oven and a microwawe oven. The temperatures and the powers of drying are respectively: 50, 60 and 70°C and 140, 280 and 420 W. The results show that the curves of drying of seeds of Nephelium lappaceum do not present a phase of constant kinetics. The coefficients of diffusion vary between 2.09.10-8 to 2.98. 10-8m-2/s in the interval of 50°C at 70°C and between 4.83×10-07 at 9.04×10-07 m-8/s for the powers going of 140 W with 420 W the relation between Arrhenius and a value of energy of activation of 16.49 kJ. mol-1 expressed the effect of the temperature on effective diffusivity.
WRI’s brand new “Food Service Playbook for Promoting Sustainable Food Choices” gives food service operators the very latest strategies for creating dining environments that empower consumers to choose sustainable, plant-rich dishes. This research builds off our first guide for food service, now with industry experience and insights from nearly 350 academic trials.
Master's thesis - CORPORATE SOCIAL RESPONSIBILITY: Strategy and impacts on fi...auderichon
Society is feeling more and more concerned about the environment and social issues caused, among other things, by relocation and environmental dumping. Globalization has actually raised some ethical issues which peak levels were attained, socially speaking, when apparel companies were denunciated for using sweatshops in developing countries, and environmentally speaking, with Shell’s Brent Spar platform scandal. Consequently, companies started to think of how they could improve their image, even their way of doing business and started to engage in Corporate Social Responsibility (CSR).
The purpose of this thesis is to understand why companies decide to engage in CSR and if CSR policies have impacts on firms’ financial performance. Thus, the research problem is the following: What characterizes Corporate Social Responsibility strategies and do they have an impact on financial performance?
In order to answer it, I will use first a review of the existing literature, then interviews performed with persons in charge of CSR/Sustainable Development (SD) in companies and opinion leaders will be analysed. To complement this part, a study on sustainability indexes followed by a specific outlook at the automobile sector and its impact on the environment will be undertaken.
The results show that Western multinational companies (MNCs) tend to be more and more engaged, with law pushing for that as well. Stakeholders have quite an influence on the process, but the main factor of success is the commitment of top management and the integration of CSR in corporate culture. Quantitative results are more mitigated and it cannot be clearly said that CSR favours or not financial performance. More prospective is needed to be definite in the answer.
The motivation to write this book for Mr.Peter Schwartz came from Royal Dutch/Shell group success in using scenarios to anticipate the oil crisis in the 1980’s . Shell was one of the few companies that managed this crisis. The following are the key points that may be of interest and assist the professionals in making better decisions in planning events in your life or the organization you work with:
• Too many people react to uncertainty with denial. They create blind spot for themselves.
• Scenarios are a tool for helping us to take a long view in a world of VUCA. Once you get used to the idea of scenarios, using them comes more easily.
• Scenario planning is about making choices today with an understanding of how they might turn out. This type of planning comes easy to some people. For others, it takes practice. Be patient, the end result of proper planning is worth the effort. Remember the 6 P’s of planning – Proper Planning Prevents Piddley Poor Performance.
• Scenarios can be used
To plan a business
To Judge an investment
To choose an education
To look for a job.
• Scenarios are not predictions. Rather , it is vehicles for helping the people learn & help the people to perceive futures in present.
• Scenarios deal with two worlds
The world of facts. Gather and transform information of strategic significance into fresh perspectives.
The world of perceptions. You are looking for the “aha” feeling.
Interbrand Best Global brands report 2021Social Samosa
The Interbrand Best Global Brands report highlights the top 100 brands for 2021. Overall, the average brand value increase of the Best Global Brands is 10% in 2021, compared to 1.3% in 2020.
The competitive Advantage of corporate cultures Daniel Denison, .docxmehek4
The competitive Advantage of corporate cultures
Daniel Denison, IMD Business School
Levi Nieminen, Denison Consulting
Lindsey Kotrba, Denison Consulting
What is Corporate Culture? At the climax of the annual holiday party in one rapidly growing American company, hundreds of balloons are released from the ceiling. Inside each balloon is a crisp new $100 bill and whoever scrambles the hardest, gets the most money! The lesson is simple, fun, and more powerful than all the personnel policy handbooks in the world. It helps capture the essence of some of the key definitions of corporate culture: Culture is “the way we do things around here,” and “what we do when we think no one is looking.”1 Most scholars further describe culture in terms of two important definitional fea tures, 1) culture has multiple layers or levels, and 2) culture is learned. Schein’s classic approach divides culture into three levels.2 He argues that basic, underlying assumptions lie at the root of culture and are “uncon scious, taken-for-granted beliefs, perceptions, thoughts, and feelings.” Espoused values are Artifacts, behaviors, and derived from basic underlying assumptions and are the “espoused justifications of strate gies, goals and philosophies.” Finally, at the top level are “artifacts,” that are defined as “visible, yet hard to decipher organizational structures and processes.” Like the iceberg norms are visible and tangible. Personal values and attitudes are presented in Figure 1, only about 10 percent of an organization’s culture is visible, whereas 90 percent is below the surface. However, it is the part of the culture that we can’t see—the less visible, but can be talked about. Underlying fundamental beliefs and assumptions—that often sinks the ship. beliefs and assumptions are Figure 2 reminds us that culture is learned—it includes “the lessons that we have learned that are important enough to pass on to the next generation.”3 The lessons from subconscious,invisible, and rarely questioned. Figure 1 Schein’s Three Layers of Organizational Culture the Visible Symbols cultural values that are important are reflected in the visible symbols that surround us, which further reinforce and shape our culture into the future, and so on. Winston Churchill made a similar point about architecture, stating that, “We shape our buildings; thereafter they shape us.”4 Returning to our discussion from above, it is almost always easier to change the buildings than it is to modify the cultural values that guided their construction. In other words, the stuff that resides below the surface of an organization’s culture—the fun damental beliefs and assumptions—is the core of what is learned over time and what comes to guide behaviors and visible structures and processes. Survival Figure 2 Diagram of Culture as Learned Why is Corporate Culture Important? Many top executives attest that shaping and managing their organization’s culture is one of their most important challenges. As ...
· From the assigned textbook, Managing Organizational Change 3rd r.docxoswald1horne84988
· From the assigned textbook, Managing Organizational Change 3rd read:
· Vision and the Direction of Change
· https://digitalbookshelf.argosy.edu/#/books/1260003663/cfi/6/32!/4/2/24/84/[email protected]:0
John Pendlebury et al. (1998) specify three components of visions key to change management:
1. Why the change is needed: The problem that validates the need for change
2. The aim of the change: The solution, which must be credible, meaningful, and feasible
3. The change actions that will be taken: The means, how actions will be mobilized and delivered
We can thus identify the desirable features of vision statements. However, this does not reveal the criteria on which those features should be assessed. This suggests that the affective or “feel good” content of vision is important; we know it when we see it, but this is difficult to define or to measure. Consider the sample of vision statements taken from leading (Fortune 100) global companies. Which ofthese vision statements have the characteristics that we have identified so far? Which do not have these characteristics? Based on these vision statements, for which of these companies would you find it attractive to work? Whose vision statements would turn you away? Why? How do you explain your preferences and dislikes with regard to these visions?
Ira Levin (2000, p. 92) argues that some vision statements have a “bumper sticker” style, based on jargon and fashionable terms. Their similarities thus mean that they could be used by several different companies, and they are not inspirational. Hugh Davidson (2004) calls these “me-too” statements that lack distinctiveness, such as Ericsson’s vision in the 1990s, “to be the leading company in tomorrow’s converged data and telecommunications market.” Levin (2000) advocates instead the development of “vision stories” that176portray the future in a manner to which people can relate. Table 6.4 outlines the process for producing vision stories. Levin cites Arthur Martinez, chief executive of Sears, as someone adept at using visionstories. Martinez required his senior managers to write stories about the businesses that they managed and how customers related to those businesses (Domm, 2001).177
TABLE 6.4
Vision as Storytelling—How to Develop the Narrative
Step
Actions for the Senior Team
1. Become informed
Leadership team articulate their vision for the future—five to fifteen years ahead—of the organization, taking into account:
External impacts and future business challenges?
Economic, social, political, and technological trends and developments?
What are other organizations doing to prepare for the future?
Core values and beliefs?
2. Visit the future
Imagine it is five years into the future, and the organization has been so successful that business magazines want to report the story, covering:
What is the organization’s reputation and what do competitors envy?
What is the customers’ experience?
What contributions have been made to the community?
What do.
Why do certain cities and communities create more entrepreneurs than others? What makes some companies more successful than others? Are there common ingredients that make for better entrepreneurship and success within both cities and companies? Haskayne School of Business researchers delve into their research to answer these and other related questions. Jim Dewald, dean, and Seok-Woo Kwon, associate professor, share their findings on what puts some cities and companies on the path to success and greatness while others languish or fail.
New Climate Media is the first media company that frames climate change as humanity’s chance to realize its full potential.
We create and distribute media that encourages concerned citizens to take personal responsibility for climate change, and to recognize their own unique role in the co-creation of a sustainable future.
Characterization and the Kinetics of drying at the drying oven and with micro...Open Access Research Paper
The objective of this work is to contribute to valorization de Nephelium lappaceum by the characterization of kinetics of drying of seeds of Nephelium lappaceum. The seeds were dehydrated until a constant mass respectively in a drying oven and a microwawe oven. The temperatures and the powers of drying are respectively: 50, 60 and 70°C and 140, 280 and 420 W. The results show that the curves of drying of seeds of Nephelium lappaceum do not present a phase of constant kinetics. The coefficients of diffusion vary between 2.09.10-8 to 2.98. 10-8m-2/s in the interval of 50°C at 70°C and between 4.83×10-07 at 9.04×10-07 m-8/s for the powers going of 140 W with 420 W the relation between Arrhenius and a value of energy of activation of 16.49 kJ. mol-1 expressed the effect of the temperature on effective diffusivity.
WRI’s brand new “Food Service Playbook for Promoting Sustainable Food Choices” gives food service operators the very latest strategies for creating dining environments that empower consumers to choose sustainable, plant-rich dishes. This research builds off our first guide for food service, now with industry experience and insights from nearly 350 academic trials.
UNDERSTANDING WHAT GREEN WASHING IS!.pdfJulietMogola
Many companies today use green washing to lure the public into thinking they are conserving the environment but in real sense they are doing more harm. There have been such several cases from very big companies here in Kenya and also globally. This ranges from various sectors from manufacturing and goes to consumer products. Educating people on greenwashing will enable people to make better choices based on their analysis and not on what they see on marketing sites.
Willie Nelson Net Worth: A Journey Through Music, Movies, and Business Venturesgreendigital
Willie Nelson is a name that resonates within the world of music and entertainment. Known for his unique voice, and masterful guitar skills. and an extraordinary career spanning several decades. Nelson has become a legend in the country music scene. But, his influence extends far beyond the realm of music. with ventures in acting, writing, activism, and business. This comprehensive article delves into Willie Nelson net worth. exploring the various facets of his career that have contributed to his large fortune.
Follow us on: Pinterest
Introduction
Willie Nelson net worth is a testament to his enduring influence and success in many fields. Born on April 29, 1933, in Abbott, Texas. Nelson's journey from a humble beginning to becoming one of the most iconic figures in American music is nothing short of inspirational. His net worth, which estimated to be around $25 million as of 2024. reflects a career that is as diverse as it is prolific.
Early Life and Musical Beginnings
Humble Origins
Willie Hugh Nelson was born during the Great Depression. a time of significant economic hardship in the United States. Raised by his grandparents. Nelson found solace and inspiration in music from an early age. His grandmother taught him to play the guitar. setting the stage for what would become an illustrious career.
First Steps in Music
Nelson's initial foray into the music industry was fraught with challenges. He moved to Nashville, Tennessee, to pursue his dreams, but success did not come . Working as a songwriter, Nelson penned hits for other artists. which helped him gain a foothold in the competitive music scene. His songwriting skills contributed to his early earnings. laying the foundation for his net worth.
Rise to Stardom
Breakthrough Albums
The 1970s marked a turning point in Willie Nelson's career. His albums "Shotgun Willie" (1973), "Red Headed Stranger" (1975). and "Stardust" (1978) received critical acclaim and commercial success. These albums not only solidified his position in the country music genre. but also introduced his music to a broader audience. The success of these albums played a crucial role in boosting Willie Nelson net worth.
Iconic Songs
Willie Nelson net worth is also attributed to his extensive catalog of hit songs. Tracks like "Blue Eyes Crying in the Rain," "On the Road Again," and "Always on My Mind" have become timeless classics. These songs have not only earned Nelson large royalties but have also ensured his continued relevance in the music industry.
Acting and Film Career
Hollywood Ventures
In addition to his music career, Willie Nelson has also made a mark in Hollywood. His distinctive personality and on-screen presence have landed him roles in several films and television shows. Notable appearances include roles in "The Electric Horseman" (1979), "Honeysuckle Rose" (1980), and "Barbarosa" (1982). These acting gigs have added a significant amount to Willie Nelson net worth.
Television Appearances
Nelson's char
"Understanding the Carbon Cycle: Processes, Human Impacts, and Strategies for...MMariSelvam4
The carbon cycle is a critical component of Earth's environmental system, governing the movement and transformation of carbon through various reservoirs, including the atmosphere, oceans, soil, and living organisms. This complex cycle involves several key processes such as photosynthesis, respiration, decomposition, and carbon sequestration, each contributing to the regulation of carbon levels on the planet.
Human activities, particularly fossil fuel combustion and deforestation, have significantly altered the natural carbon cycle, leading to increased atmospheric carbon dioxide concentrations and driving climate change. Understanding the intricacies of the carbon cycle is essential for assessing the impacts of these changes and developing effective mitigation strategies.
By studying the carbon cycle, scientists can identify carbon sources and sinks, measure carbon fluxes, and predict future trends. This knowledge is crucial for crafting policies aimed at reducing carbon emissions, enhancing carbon storage, and promoting sustainable practices. The carbon cycle's interplay with climate systems, ecosystems, and human activities underscores its importance in maintaining a stable and healthy planet.
In-depth exploration of the carbon cycle reveals the delicate balance required to sustain life and the urgent need to address anthropogenic influences. Through research, education, and policy, we can work towards restoring equilibrium in the carbon cycle and ensuring a sustainable future for generations to come.
Climate Change All over the World .pptxsairaanwer024
Climate change refers to significant and lasting changes in the average weather patterns over periods ranging from decades to millions of years. It encompasses both global warming driven by human emissions of greenhouse gases and the resulting large-scale shifts in weather patterns. While climate change is a natural phenomenon, human activities, particularly since the Industrial Revolution, have accelerated its pace and intensity
Epcon is One of the World's leading Manufacturing Companies.EpconLP
Epcon is One of the World's leading Manufacturing Companies. With over 4000 installations worldwide, EPCON has been pioneering new techniques since 1977 that have become industry standards now. Founded in 1977, Epcon has grown from a one-man operation to a global leader in developing and manufacturing innovative air pollution control technology and industrial heating equipment.
Artificial Reefs by Kuddle Life Foundation - May 2024punit537210
Situated in Pondicherry, India, Kuddle Life Foundation is a charitable, non-profit and non-governmental organization (NGO) dedicated to improving the living standards of coastal communities and simultaneously placing a strong emphasis on the protection of marine ecosystems.
One of the key areas we work in is Artificial Reefs. This presentation captures our journey so far and our learnings. We hope you get as excited about marine conservation and artificial reefs as we are.
Please visit our website: https://kuddlelife.org
Our Instagram channel:
@kuddlelifefoundation
Our Linkedin Page:
https://www.linkedin.com/company/kuddlelifefoundation/
and write to us if you have any questions:
info@kuddlelife.org
1. Creativity and Sustainability
Preview:
Valuing creativity
Leading through time
Walkback from success
Sustainability and the branding wars
2. Valuing creativity
‘Creativity is not a major issue in Japan . . . .
it’s the only issue’
Kao, J. (1997). Jamming: The art and discipline
of business creativity. London:
HarperCollinsBusiness.
Kao online @ www.jamming.com
Q.2: Who said?
“Imagination is more important than
knowledge”
A.: Albert Einstein
3. Cashing in on creativity
Walter Wriston, former CEO of Citicorp:
Postindustrial enterprises run on intangible assets,
such as information, research, development, brand
equity, capacity for innovation, and human
resources. Yet none of these intangible assets
appear on a balance sheet. This is another way of
saying that, according to today’s accounting
practices, the worth of a brand name like Citibank or
Ford has no value. (cited in Low & Kalafut, 2002, p.
97)
Low, J., & Kalafut, P. C. (2002). Invisible advantage:
How intangibles are driving business performance.
Cambridge, MA: Perseus Publishing.
4. Leadership is domain of the future (1)
Routing in time: Three domains
Past = Domain of description
Necessary but minimise and direct forward in
time
Present = Domain of action
Say why you’re here; what you are doing
Future = Domain of possibility
What might lie ahead
5. Leadership is domain of the future (2)
Explore new possibilities
‘What if . . .’
Ask as many people as possible
Listen to what they say then ask again
in a different way to get specific
answers
If you had an extra $1 million how
would you change your section?
What would you do with an extra $50K
6. Relating to the Future
After ‘what ifs’
State new ‘informed’ personal
possibility:
‘I think it’s possible to . . .’
‘I believe we can . . .’
Check support for joint commitment:
‘We will become leaders in . . .’
‘This organisation is capable of . . .’
7. Success Is Where to Start the
Team’s Leadership Journey
Scenarios present a range of creative
alternatives, incorporating emotional
learning.
The Walkback, including “cast n’ props”,
begins the journey with success assured.
There are two stages to the Walkback that
unite the intuitive and metaphorical with
the rational and systematic for best
results.
8. The walkback
Stage I: A Successful Outcome
Take 3 minutes of quiet reflection with your eyes
closed and the lights turned down low.
You are running the final scene of your team’s
movie of success in your head.
You are the director,you are in control, you have
the right cast and props.
The props need not be physical items;They may
be psychological ‘props’ e.g. Attitudes or they
may be special skills or experience.
9. The Winners’ Movie
The project has been a success. Everyone
agrees it has been exceptional. All that was
hoped for has been achieved.
Imagine what the final scene in this movie will
look like.That is what a successful outcome will
look like on your team project.
You need to be there. What does it feel
like?Look around. Who else is there, what else is
there? Listen. What sounds are there?
10. Features of the Tableau
People are happy, of course but which people?
Note the faces and names.Who is to your right
and to your left?
When the lights go on again, discuss your
individual visions of that successful
outcome and then draw the team’s view of
that scene, using flipchart paper.
Take your time and fill in the details of the
cast who were present and what props
they had to hand.
11. Stage II: From Fiction to Fact
This stage has the greatest success for those
who take the most care and pay attention to
the details.
This time, you are doing a movie storyboard
working backwards in a kind of ‘reverse
scheduling’.
Draw on flipchart paper, the penultimate scene,
ie draw what has to have happened in the scene
just before the happy ending? Be detailed, draw
all the cast and props in this scene too.
12. Retrace That Path
Then do the scene before that one and so on.
This is the ‘Walkback’ that maps out a step-by-
step route back to your first step on that
journey.
Once all these steps have been taken, you have
a detailed map of the way back to success, i.e.
to that first scene.
The ‘cast and props’ may have changed during
that journey but you will have an inventory of
the key people, skills and resources necessary to
successfully enact the team’s corporate vision.
14. Sustaining Success
To introduce debates on sustainability
To review the Brundtland Commission report to
the UN, 1987.
To consider Hilton and Gibbons book Good
Business
To consider Naomi Klein book No logo
15. Developing Sustainability
• Socially unsustainable organisations do “not
build upon and contribute to the fabric of their
society” they “cannot continue to ravage the
planet, nor can they continue to destroy some
of their finest participants” (Limerick,
Cunnington, & Crowther, 2000, p. viii)
16. Eco-sustainability:part of the triple bottom line
The term “sustainable development” was first defined in 1987 by the
United Nations’ Brundtland Commission as:
“…development which meets the needs of the present without
compromising the ability of future generations to meet their own needs.”
17. The Eco-Sustainability Challenges
The challenges encompass more than ecology; they include the economic, social and
‘spiritual’ in the broadest sense. From a reductionist version of ecology to a holistic
ecology. They are about reframing the way we see the world in which we live and the
ways in which we envisage future scenarios playing out
18. 1. Address any areas of contention you foresee concerning implementing,
monitoring, measuring,defining terms used, business and trade impacts,
specific industries’issues and so on, if the Brundtland definition were to
be adopted as part of some of the Key Performance Indicators (KPI) for
your business.
2. Select a spokesperson to report back to the class with your
conclusions.
Group Activity 1:( 15minutes)
19. Business Performance Feature Checks KPI’s: Top Objectives
Level Results
Shareholder Value/social benefits Reliability & Risk Major Event Risks
System Availability
Employee/ Public Safety Operating efficiency System Availability
Volume efficiency
Environmental responsibility R.O.C.E. Quality performance
Regulatory compliance compliance checks Asset values
Audit compliance costs
Customer impression Image and morale Reportable incidents
social impact Opinion surveys
Some areas involved in ‘wiring up’ Ecological sustainability
20. Some have attempted to outline the range of
definitions:
weak sustainability where sustainable development can be
accommodated within the current economic paradigm, largely by
internalising externalities and innovation over time and suggests
a balance between economic, social and environmental goals;
strong sustainability which views the current economic
paradigm as central to the problem of achieving sustainable
economic, social and environmental goals, suggesting that
radical changes to the structure of society are required, with
ecological imperatives as the primary focus.
Sustainable Development in New Zealand: Here Today, Where
Tomorrow? ( Pacific Rim Institute of Sustainable Management, 2001).
21. There are a number of ways that environmental
management may be measured.
Most focus on emissions and pollution but few take a
lifecycle approach, accounting for the flow of materials
and energy.
Some of the methods used are Energy and Material
Flow Analysis (EMFA), Mass balance Analysis (MBA),
Material Intensity per Unit Service (MIPS), Life Cycle
Analysis (LCA).
Ecological Footprint analysis (EFA) draws on all of the
ones above and has the added advantage of linking the
measures to the Earth‘s ‘carrying capacity‘.
Measures of sustainability
22. Eco footprinting
This gives a single measure of how
individual, organizational, regional and global
behaviours and consumption interact.
It is in a metaphorical form which is
intuitively easy to recall.
By using other concepts such as
‘Earthshare’
Earthshare is the average, sustainable, bio
productive capacity available per person
This also shows the impact of population
demographics.
23. Other Elements of Sustainable
Business
•Corporate governance
•Business ethics
•Community dividend
•National prosperity
•Industry reputation
•Global and local security
•Other? You identify them…..
24. Hilton and Gibbons Book: Why CSR?
1. Litigation risk (Texaco sued for racism)
2. Reputation: Coca Cola “damage the asset that
is the brand and you damage share price”
3. CSR builds “fund of benevolence”
4. Losing business from ethical investors
5. Without CSR, firms invite regulation
6. Demand of social auditing for future
generations
7. Without organisation’s acting, others will
shape CSR
25. Hilton and Gibbons: Background
• Steve Hilton and Giles Gibbons founded
UK’s first social marketing company, the
consulting firm ‘Good Business’ in 1997
• They have a prestigious client list including
Coca Cola and Nike
• Their selling slogan for the book of the
same name parodies Karl Marx’s Manifesto:
• “Capitalists and anti-capitalists of the world
unite! You have nothing to lose but your
guilt.”
26. Hilton and Gibbons: Preface
• 1960 quote from founder of Hewlett-Packard:
“I want to discuss why a company exists in the first
place . . . . many people assume, wrongly, that a
company exists simply to make money. While this
is an important result of a company’s existence,
we have to go deeper and find the real reasons
for our being. . . .we inevitably come to the
conclusion that a group of people get together
and exist as an institution that we call a company
so they are able to accomplish something
collectively that they could not accomplish
separately – the make a contribution to society.”
27. H & G: Sources of CSR info
• Beyond Ben & Jerry, Body Shop & Hubbard
• Business in the Community - over 700 of the
UK's top companies committed to improving
their positive impact on society.
www.bitc.org.uk/ Business-impact.org
• See links @ http://www.freedomtocare.org
• www.iosreporting.org offers web based
environmental and social reports from leading
companies, displayed in easily accessible
graphical formats within a consistent
framework of quantitative indicators
28. H & G
• Uses Marx & Engels’ anti-capitalist bible The
Communist Manifesto to invite business “to
eliminate social abuses” while increasing profit
• Contrasts negative images of business
(Simpsons) with positive image of brands
• Sees potential for brands for social change
“If a brand can sell a child a dream, why can’t
it persuade that child to read?”
• Example of “Reach for the Sky” UK campaign
that built Sky’s brand image while impacted
positively on some teenage careers
29. H & G (2)
• An organisation’s collective creativity and
skills can be used “to crack a social problem”
• H & G almost totally positive about potential
of, and much behaviour of corporates
• Sees Nike as less exploitative than local
business in third world
• Attacks reading by Klein because she is
published by Rupert Murdoch’s ‘Evil Empire”
• Despite cover – H & G imply hypocrisy in
Klein’s book’s global corporate success for
condemning corporate globalisation
30. Background to Naomi Klein
• Canadian journalist/writer/activist
• No Logo worldwide bestseller
• Became a guru of the anti-corporatism
• Published a 2002 update: Fences and
Windows: Dispatches from the Front Lines of
the Globalization Debate
• Taps into popular culture (e.g. Fight Club)
• "When deep space exploitation ramps up, it
will be corporations that name everything. The
IBM Stellar Sphere. The Philip Morris Galaxy.
Planet Starbucks.“
31.
32. Klein’s Corporate-Society Links
Advertising invites people to buy products
They then act as advertisements for brand
So people become "walking billboards"
I am what I buy
On campus Coca Cola becomes the only
refreshment in refreshment slot machine
Items become synonymous with stars
Beer and tobacco companies sponsor arts and
sport to equate them with their products
33. No Logo’s Web of Brands
• Similar topics & different conclusions to H & G
• Connects the brand of London Fog in Canada
to sweat shop workers in Indonesia
• IBM computer makers in “designer slums” with
no chance of becoming computer users
• “Solutions for a small planet” shift problems
• Gap between image and identity
• New Brand World: Move from “the making of
things” to the selling of perceptions
34. No Logo’s Web of Brands (2)
• Customers buy brands rather than things
• Kraft worth $12.6 billion – double its paper
worth because of value of its brand name
• Brands powered by ads, marketing, & PR
• Brands establish “emotional ties” through “the
Starbucks Experience”
• Has positive and negative potential: If image
and identity fit then all can be well - otherwise
35. No Logo’s Web of Brands (3)
• Can you brand sand? (p. 661)
• Major challenges for commodity producing
nations such as New Zealand and China
• How can you brand sustainable development
• Can it be done without integrating image and
identity?
• Returns to central communication question:
• How can we stay honest in our personal and
organisational lives?