To appreciate the role of entrepreneurship in challenging and urgent times
To classify the types of climate change effects on entrepreneurs as well as the opportunities hat arise within the Asia–Pacific context
To review important concepts in climate change economics that impact entrepreneurial activity
To appreciate the various emerging frameworks in entrepreneurial ecology
To begin our exploration of entrepreneurship and the environment
To distinguish between business and social entrepreneurs
To distinguish between entrepreneurs and small-business owners
To explain the importance of entrepreneurs for economic growth
To examine the historical development of entrepreneurs and of entrepreneurship
To define entrepreneurship and explore the major schools of entrepreneurial thought
To realise that entrepreneurship is a pathway to freedom
To begin our exploration of entrepreneurship and the environment
To distinguish between business and social entrepreneurs
To distinguish between entrepreneurs and small-business owners
To explain the importance of entrepreneurs for economic growth
To examine the historical development of entrepreneurs and of entrepreneurship
To define entrepreneurship and explore the major schools of entrepreneurial thought
To realise that entrepreneurship is a pathway to freedom
This presentation provides an overview of the elements that comprise the entrepreneurial ecosystem and shares the best practices for new product development. It also provides measures that can be used to evaluate the effectiveness of the entrepreneurial ecosystem and proposes a world class solution that can be used to increase the success rate of entrepreneurial ventures.
Presentation based on Harvard Business Review article: "What is Disruptive Innovation?", by Clayton M. Cristensen, Michael E. Raynor, and Rory McDonald – December, 2015 issue.
The theory of disruptive Innovation was introduced in the article: "Disruptive Technologies: Catching the Wave", by Joseph L. Bower and Clayton M. Christensen from the HBR january–february 1995 issue.
The thought process of the entrepreneur varies from a normal person to an extent that it functions differently. Learn about the difference, the role creativity plays, what motivates an entrepreneur and the process of transitioning from Idea to Business opportunity!
Also get an insight why business fail, so that you can avoid those mistakes and how to start a business with low investment.
Part One of Entrepreneurship Lecture Notes on Students Enterprise Club at www.studentsenterpriseclub.com.
This is a Study guide for intending Entrepreneurs.
This talk was delivered on 15th September (Engineers Day) at BML Munjal University. It covers differences between invention, innovation, entrepreneurship, and startup. It discussed innovation landscape, types of innovation, and three important types of innovation in today's world. Innovator's method and innovators skills are also provided.
In Entrepreneurship section, who are entrepreneurs, types of entrepreneurs, entrepreneurial mindset and effectual thinking are discussed. Future of organization is discussed briefly along with why its necessary to learn entrepreneurship. Idea to launch (#flow_with_ramesh), why startup fails (#flow_with_ramesh), are you a startup kid? (#flow_with_ramesh) And challenges of entrepreneurship are discussed. In the end, what three interesting things you can do from learning, mentors, and work is discussed. Lastly, I describe my experiences with innovation and entrepreneurship is discussed.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Business Model Canvas is a Strategic Management and Lean Startup template for developing new or redesigning existing business models to create competitive advantage.
Based on the framework developed by Strategyzer, the canvas is presented as a visual chart with 9 building blocks. These elements cover the areas of the organization's core offering, infrastructure, customers, and finances. They include: Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships and Cost Structure.
This innovative and increasingly popular tool can be used in a collaborative setting such as a strategy planning workshop. It helps organizations to align their activities by illustrating and discussing potential trade-offs in a structured manner. It is a hands-on tool that fosters understanding, discussion, creativity, and analysis.
This presentation provides a basic overview of the Business Model Canvas. It is intended to provide users with basic knowledge of the approach to business modeling. It is most suitable for a half-day or one-day workshop to familiarize participants with the Business Model Canvas, and its other concepts and tools, e.g. Design Thinking, Value Proposition Canvas.
LEARNING OBJECTIVES
1. Understand the key concepts of business model thinking.
2. Acquire knowledge of the 9 building blocks of the Business Model Canvas for value creation.
3. Learn how to apply the Business Model Canvas to map out your current business model for understanding and analysis.
4. Gain basic knowledge of the Business Model design process and related frameworks.
CONTENTS
1. Introduction to Business Model Thinking
2. The 9 Building Blocks
3. The Business Model Canvas
4. Business Model Design Process
5. Basics of Design Thinking
6. The Value Proposition Canvas
7. Presenting the Business Model Canvas - Do's and Don'ts
Appendix: Additional Slides & Templates
To download this complete presentation, visit:
http://www.oeconsulting.com.sg
Sustainable Community Development through EntrepreneurshipTrading Green Ltd.
Project presented at Rotary Club Bangkapi (Bangkok, Thailand) on 23/06/09. It aims at helping micro-entrepreneurs to generate a sustainable income while improving sanitation and protecting the environment at the same time. NeoBio, a natural wastewater treatment, is used as all-in-one solution to accomplish this.
This presentation provides an overview of the elements that comprise the entrepreneurial ecosystem and shares the best practices for new product development. It also provides measures that can be used to evaluate the effectiveness of the entrepreneurial ecosystem and proposes a world class solution that can be used to increase the success rate of entrepreneurial ventures.
Presentation based on Harvard Business Review article: "What is Disruptive Innovation?", by Clayton M. Cristensen, Michael E. Raynor, and Rory McDonald – December, 2015 issue.
The theory of disruptive Innovation was introduced in the article: "Disruptive Technologies: Catching the Wave", by Joseph L. Bower and Clayton M. Christensen from the HBR january–february 1995 issue.
The thought process of the entrepreneur varies from a normal person to an extent that it functions differently. Learn about the difference, the role creativity plays, what motivates an entrepreneur and the process of transitioning from Idea to Business opportunity!
Also get an insight why business fail, so that you can avoid those mistakes and how to start a business with low investment.
Part One of Entrepreneurship Lecture Notes on Students Enterprise Club at www.studentsenterpriseclub.com.
This is a Study guide for intending Entrepreneurs.
This talk was delivered on 15th September (Engineers Day) at BML Munjal University. It covers differences between invention, innovation, entrepreneurship, and startup. It discussed innovation landscape, types of innovation, and three important types of innovation in today's world. Innovator's method and innovators skills are also provided.
In Entrepreneurship section, who are entrepreneurs, types of entrepreneurs, entrepreneurial mindset and effectual thinking are discussed. Future of organization is discussed briefly along with why its necessary to learn entrepreneurship. Idea to launch (#flow_with_ramesh), why startup fails (#flow_with_ramesh), are you a startup kid? (#flow_with_ramesh) And challenges of entrepreneurship are discussed. In the end, what three interesting things you can do from learning, mentors, and work is discussed. Lastly, I describe my experiences with innovation and entrepreneurship is discussed.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Business Model Canvas is a Strategic Management and Lean Startup template for developing new or redesigning existing business models to create competitive advantage.
Based on the framework developed by Strategyzer, the canvas is presented as a visual chart with 9 building blocks. These elements cover the areas of the organization's core offering, infrastructure, customers, and finances. They include: Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships and Cost Structure.
This innovative and increasingly popular tool can be used in a collaborative setting such as a strategy planning workshop. It helps organizations to align their activities by illustrating and discussing potential trade-offs in a structured manner. It is a hands-on tool that fosters understanding, discussion, creativity, and analysis.
This presentation provides a basic overview of the Business Model Canvas. It is intended to provide users with basic knowledge of the approach to business modeling. It is most suitable for a half-day or one-day workshop to familiarize participants with the Business Model Canvas, and its other concepts and tools, e.g. Design Thinking, Value Proposition Canvas.
LEARNING OBJECTIVES
1. Understand the key concepts of business model thinking.
2. Acquire knowledge of the 9 building blocks of the Business Model Canvas for value creation.
3. Learn how to apply the Business Model Canvas to map out your current business model for understanding and analysis.
4. Gain basic knowledge of the Business Model design process and related frameworks.
CONTENTS
1. Introduction to Business Model Thinking
2. The 9 Building Blocks
3. The Business Model Canvas
4. Business Model Design Process
5. Basics of Design Thinking
6. The Value Proposition Canvas
7. Presenting the Business Model Canvas - Do's and Don'ts
Appendix: Additional Slides & Templates
To download this complete presentation, visit:
http://www.oeconsulting.com.sg
Sustainable Community Development through EntrepreneurshipTrading Green Ltd.
Project presented at Rotary Club Bangkapi (Bangkok, Thailand) on 23/06/09. It aims at helping micro-entrepreneurs to generate a sustainable income while improving sanitation and protecting the environment at the same time. NeoBio, a natural wastewater treatment, is used as all-in-one solution to accomplish this.
Key Elements for Success on Climate Change Mitigation at COP21 in ParisSustainable Brands
This working paper by the Leadership Council of the Sustainable Development Solutions Network (SDSN) highlights eight key criteria for ensuring that an agreement at the COP21 in Paris avoids highly dangerous climate change. The report focuses on mitigation and climate finance required in order to respect the 2°C upper limit.
Frugal value: Designing business for a crowded planetIIED
In May 2014, Carina Millstone, visiting research fellow at the Global Development and Environment Institute at Tufts University discussed "What would business look like in a steady-state economy? in a Critical Theme seminar hosted by IIED.
In the seminar, Millstone covered the nature and workings of individual private sector organisations in the steady-state economy, with a particular focus on purpose, products and business models. Her presentation consisted of early findings of research she is currently conducting on sustainable business practices.
More details: http://www.iied.org/economics.
How can the financial system serve a green and inclusive economy?IIED
In May 2014, Nick Robins, co-director of the United Nations Environment Programme (UNEP) Inquiry into the Design of a Sustainable Financial System, discussed "How can the financial system serve a green and inclusive economy?" in a Critical Theme seminar hosted by IIED.
In the seminar, Robins outlined the rationale behind UNEP's new Inquiry into the Design of a Sustainable Financial System, which has been tasked to deliver policy recommendations in 2015 that could help underpin the implementation of the new Sustainable Development Goals and the Paris climate agreement.
More details: http://www.iied.org/economics.
Crowdfunding for Sustainable Entrepreneurship and InnovationCrowdsourcing Week
By Walter Vassallo and Chiara Candelise. Presented at Crowdsourcing Week Europe 2016. For more information and details on our next event, visit www.crowdsourcingweek.com.
Kick-off lecture on sustainable entrepreneurship courseVision Included
Kick-off lecture at the course for sustainable entrepreneurship at the Delft Center for Entrepreneurship. Talking about vision, architecture and building a sustainable business.
A presentation for the lecture I gave at the Jyväskylä University of Applied Sciences in the Sustainable Development in Business course. Aim was to give students a brief introduction to EMS in Finland, diffe
Shared Value and Sustainable EntrepreneurshipEdward Erasmus
Slides of my guest lecture during the kick-off event for the project of Sustainable Entrepreneurship (3rd year students of the Faculty of Accounting, Finance and Marketing, University of Aruba)
This Presentation is regarding the Global warming, the causes and cure. This was made by Shakeel Ahmed to be presented at Mehran University Institute of Science and Technology Development Jamshoro Sindh Pakistan.
Presentation delivered by Simon Littlewood, President, SDG Global Group & CEO, Li Family Office at the marcus evans Private Wealth Managements APAC Summit 2019 in Macao
Looking at how we can lead the way in environmental sustainability in the marine industry. This presentation covers the key issues we are facing and offers insights into how we might mitigate these risks.
Innovate uk Horizons Sustainable Economy Framework,Innovate UK
Horizons is a practical tool that helps you to work out just that. It defines the environmental limits and social conditions necessary for a sustainable economy.
Use it to develop and test your strategy, inform commercial decisions, and drive new innovation.
Frederick, H.H. (2018). ‘The emergence of biosphere entrepreneurship: are social and business
entrepreneurship obsolete?’, Int. J. Entrepreneurship and Small Business, Vol. 34, No. 3, pp.381–419.
To define a sustainable business plan and demonstrate its value
To describe the benefits of a business plan
To set forth the viewpoints of those who read a business plan
To understand the mind-set of your five-minute reader
To see a complete outline of an effective business plan
To present some helpful hints for writing an effective business plan
To highlight points to remember in the presentation of a business plan
To underline some of the contrarian viewpoints on the importance of a business plan
To distinguish between the two kinds of performance measurement and their importance/relevance to entrepreneurs
To explain the principal financial statements needed for any entrepreneurial venture – the balance sheet, income statement and cash-flow statement
To outline the process of preparing an operating budget
To discuss the nature of cash flow and to explain how to draw up such a document
To explain how capital budgeting can be used in the decision-making process
To illustrate how to use break-even analysis
To describe ratio analysis and illustrate the use of some of the important measures and their meanings
To understand the importance of triple bottom line accounting
To appreciate the diversity of environmental accounting
To be able to distinguish among the five forms of entrepreneurial capital
To consider how to attract financing from your family and how to bootstrap a business
To identify how informal investors differ from other parts of the funding community
To differentiate between debt and equity as methods of financing
To examine commercial loans, social lending and public stock offerings as sources of capital
To understand the stages of venture investing
To study the market for venture capital and to review venture capitalists’ evaluation criteria for new ventures
To discuss the importance of evaluating venture capitalists for a ‘best fit’ selection
To discuss private placements as an opportunity for equity capital
To examine the business angel market
To describe new forms of entrepreneurial capital beyond financial capital
To be familiar with Islamic finance and micro-credit
To understand the criteria used by impact investors
To appreciate the need for raising natural capital as part of an entrepreneurial venture.
To introduce the importance of legal and regulatory issues to entrepreneurs
To consider the regulatory environments of the Asia–Pacific within which a new venture must exist
To examine intellectual property protection, including copyright, patents, trademarks and domain names
To recognise the important international protection regimes for intellectual property
To critically examine the IP practices of Asia–Pacific countries
To compare the common legal forms of business organisation in the Asia–Pacific, such as sole proprietorship, partnership and corporation
To be aware of the signals that foreshadow insolvency and bankruptcy
To examine the trend for environmental regulations that will affect business entrepreneurship
This chapter has a broad remit in considering the four types of legal and regulatory challenges that entrepreneurs will face in the Asia–Pacific region. We begin with a look at the various regulatory regimes that make up ease of doing business, from starting a company to closing it down. We then examine one of the most critical aspects for entrepreneurs: how to protect your intellectual property. Equally important is to then consider under what legal form to incorporate the firm. Finally, we look at regulations concerning climate change and global warming, regulations that are becoming increasingly troublesome for entrepreneurs. In typical legalistic style, we do need to note that the Asia–Pacific region includes many different countries and the scope of this text is limited to general knowledge. For specific information on legal matters particular to a country and your venture always seek the advice of appropriately qualified professional persons knowledgeable about the jurisdiction of your operations.
To introduce strategic design for an entrepreneurial venture
To discuss some of the reasons why entrepreneurs do not carry out strategic planning
To outline entrepreneurial strategy and some benefits of strategic planning
To examine the transition from an entrepreneurial style to a managerial approach
To discuss the five stages of a typical venture life cycle
To identify key management issues occurring during the growth stages
To introduce the steps useful for breaking through the growth wall
To identify the unique managerial concerns with a growth business
To elaborate the concept of entrepreneurial leadership
To outline ways to incorporate sustainability into business strategy
To appreciate the context of entrepreneurial marketing as distinct to traditional marketing
To examine the entrepreneurial marketing concept – philosophy and consumer orientation
To establish the areas vital to a marketing plan
To establish the concept and need for customer segmentation
To identify the key elements of an effective market survey
To outline the processes and entrepreneurial tactics in marketing esearch
To examine marketing on the internet and the emerging use of social media and mobile marketing for entrepreneurial firms
To differentiate green marketing from traditional marketing practice
To discuss the key features of a pricing strategy and how customisation influences the perception of price by the customer
To understand that assessing an opportunity requires various techniques including both analysis and active learning
To distinguish Internet opportunities from other opportunities
To recognise common pitfalls in taking new venture ideas to the marketplace
To identify critical factors involved in new venture development
To examine the opportunity landscape and the factors that underlie and promote entrepreneurial opportunities
To assess industry value chains and ecosystems from an opportunity perspective
To examine Porter’s five forces model of competitive market analysis
To compare opportunity profile analysis methods: critical questions analysis, feasibility criteria approach and comprehensive feasibility method
To be alert to how an entrepreneurial ecosystem contributes to the opportunity landscape
To describe the importance of family businesses in the Asia–Pacific and their unique problems
To discuss the concept of transgenerational entrepreneurship and its differences in mind-set and context
To explore the unique types of family capital
To examine some of the hallmarks of family entrepreneurship across our region
To depict family entrepreneurship as three sometimes conflicting but overlapping systems
To explore the ways that climate change and family entrepreneurship may be interrelated
To examine the problems as well as the key factors in management succession
To explain the steps involved in carrying out a succession plan
To understand the contextual aspects toward developing a succession strategy
To examine the harvest strategy for reaping the value of family business through trade sale
To explore how ideas fit within the opportunity identification process
To define and illustrate the sources of opportunity for entrepreneurs
To identify the four models of market opportunity: competition, innovation, alertness and social need
To examine the role of creativity and to review the major components of the creative process: knowledge accumulation, incubation process, idea evaluation and implementation
To present ways of developing personal creativity: recognise relationships, use lateral thinking, use your ‘brains’, think outside the box, identify arenas of creativity and work in creative climates
To introduce how innovation can inspire opportunity through invention, extension, duplication and synthesis
To review some of the major misconceptions associated with innovation and to define the 10 principles of innovation
To consider the challenges and changing dynamics of social and sustainability innovation
To describe the major pathways that may lead to entrepreneurial ventures
To examine bootstrapping and minipreneurship as fast lanes to gaining entrepreneurial experience
To identify and discuss what is involved in acquiring an established venture that already has some entrepreneurial momentum
To outline key questions to ask when buying an ongoing venture that is already generating value
To define a franchise and outline its structure
To examine the benefits and drawbacks of franchising
To look at the route social entrepreneurs take to creating new ventures
Examine the concepts of the social entrepreneur and the social business
Explore the mind-set of social entrepreneurs
Introduce the concept of ecopreneurship
Define the term ethics and the implications for entrepreneurs
Examine environmental crime and its temptations for entrepreneurs
Examine cross-cultural concepts of ethics and corruption
Examine the ethics of criminal entrepreneurs and their similarities to other entrepreneurs
Focus on the challenges that face disadvantaged entrepreneurs
Winner, Best Paper, United States Assoc. for Small Business & Entrepreneurship, usasbe.org Philadelphia 2017. Abstract: Entrepreneurial activity may be inconsistent with the need to conserve the planet and prevent environmental damage. This article provides the theoretical basis for Biosphere Entrepreneurship, which goes beyond business and social entrepreneurship. It theoretically justifies entrepreneurial activity that adds value to Earth. Extending the work of Kuratko, Morris, and Schindehutte on ontological frameworks (2000; 2001; 2015), we combine entrepreneurship, climate change economics, and sustainability research in an attempt to build a theoretical base for biosphere entrepreneurship. In the Implications, we ask, what can educators do to help biosphere entrepreneurs address the existential and catastrophic risks facing humanity?
Executive Summary: This article combines entrepreneurship research with climate economics and sustainability to build a new theory of biosphere entrepreneurship. Going beyond business and social entrepreneurship, which add value to private and community domains, respectively, biosphere entrepreneurship is entrepreneurial activity that adds value to the biosphere and ecosystem services.
The purpose of this article is to devise mental models (frameworks) relating entrepreneurship and climate change to facilitate theory-building. Using images and visual depictions, the article envisions a theoretical model of entrepreneurial ecology or biosphere entrepreneurship showing how the Earth, humanity, and the economy are connected through negative entrepreneurship and positive entrepreneurship. It extends extant frameworks-- entrepreneurial risk and survival frameworks; financial and capital frameworks; entrepreneurial growth frameworks; business model frameworks; socio-cultural frameworks; and entrepreneurial opportunity frameworks—to theoretically justify entrepreneurial activity that adds value to Earth.
The article uses entrepreneurship ontology in the tradition of Kuratko, Morris, and Schindehutte (2000; 2001; 2015) to describe phenomena in a way to identify and classify concepts and relationships about which increasingly are reaching consensus. The purpose is to use ontological framework analysis to convert abstraction into order, prioritize variables, and identify relationships within a new field of biosphere entrepreneurship. We seek candidate frameworks combining the domains of entrepreneurship, climate economics, and sustainability to expand a theory of biosphere entrepreneurship.
The article concludes with implications for entrepreneurship education. If biosphere truly go beyond business entrepreneurs seeking private gain, and social entrepreneurs adding value to social communities, what are educators doing to help our young entrepreneurs see climate change as market failure, identify market opportunities, and come to grips with existential and catastrophic risk?
IN SPANGLISH. Escritura emprendedora de libros de texto para las nuevas generaciones. Presentation to Simposio de Educación e Investigación en Emprendimiento INCmty 18 Nov 2015. Rationale for publishing a Spanish-language version for a fully integrated entrepreneurship teaching method. Update on the “Tec Method” from my perspective. Problems that we face in teaching entrepreneurship. Who are these strange people in our classes? What are the problems that we face teaching student entrepreneurs? ¿Cómo aliviaríamos las frustraciones y les daría los beneficios al maestro, al estudiante, y a la institución? Una “proposición del valor” de entrepreneurship textbook writing para aliviar las frustraciones y dar los beneficios al maestro, al estudiante, y a la institución. Adaptation of the famous Kuratko text to Latin American circumstances.
El emprendimiento como si el planeta importara / Entrepreneurship as if the p...Tecnológico de Monterrey
¿Qué diablos tiene el cambio climático que ver con el espíritu emprendedor? ¿Por qué les importa la planeta a los emprendedores? Los emprendedores deben tomar una gran parte de la responsabilidad del calentamiento global, también son agentes del cambio que pueden ayudar a solucionar la situación. If you want the English version, contact me.
In this slide set in Spanish, I present the seven principal lessons of Steven Jobs about how to form an entrepreneurial team using Herrmann Brain Dominance Instrument. // En este juego de diapositivas en español, presento las siete lecciones principales de Steven Jobs sobre cómo formar un equipo emprendedor que usa el Herrmann Brain Dominance Instrument. Presented 3 September 2015 at EmprendiendoMX // Entrepreneuring a la Mexicana in front of one thousand entrepreneurship students at the Monterrey Institute of Technology, Puebla, Mexico
This is a lecture that Drs Howard & Hanna Frederick of Mamor Chocolates gave to the graduate student class “Sensory Analysis and Practice” at the University of Melbourne on 18 Feb 2015. Its topics are:
History of chocolate and cocoa
How chocolate is produced
Cocoa in the Pacific Island of Samoa
Science of Cocoa Fermentation
Emotions in Chocolate
Trends in Chocolate in Australia today
Chemistry of Chocolate
Sensory Analysis of Chocolate
Chocolate Tasting Wheels
Wine and Chocolate paring
Rushworth (2009) has argued that the desired outcome of an entrepreneurship education program is not just that students show know things but they should be able to do things. This is another word for ‘capability’ (Stephenson, 1998) – ‘Capability depends much more on our confidence that we can effectively use and develop our skills in complex and changing cir-cumstances than on our mere possession of those skills. Our learners become capable people who have confidence in their ability to take action; explain what they are about; and continue to learn from their experiences.
Bloom's (1956) widely used Taxonomy classifies learning objectives into three 'domains': Cognitive, Affective and Psychomotor (sometimes loosely described as knowing/head, feel-ing/heart and doing/hands respectively). Within the domains, learning at the higher levels is dependent on having attained prerequisite knowledge and skills at lower levels.
How does this apply to teaching entrepreneurs? The problem is that Bloom does not distin-guish well between knowing how to and being able to. 'Knowledge . . . involves the recall of specifics and universals, the recall of methods and processes, or the recall of a pattern, structure or setting (Bloom, 1956, p. 201). Students may be able to compare, analyse, classify and categorise but this does not mean they have the confidence to act in the real world.
Rushworth (2011) believes that a more useful taxonomy for the teaching of capability is Fink’s taxonomy of significant learning (L. Dee Fink, 2003; L.D. Fink, 2003). Whereas Bloom’s taxonomy focuses on mastery of content, Fink’s focuses on application, relationships and on the process of learning.
We agree with Rushworth (2011), who says that entrepreneurship education should:
• be grounded in evidence-based theory (Fiet)
• aim at embedding capability rather than knowledge (Stephenson)
• teach through experiential learning (Kolb)
• teach in the form of significant learning experiences (Fink)
• apply theoretical concepts to problems students expect to encounter in practice (Fiet)
• ideally involving students in the design of these activities (Boyatzis, Cowen, & Kolb, 1995)
Bibliography
Bloom, B. S. (1956). Taxonomy of educational objectives; the classification of educational goals (1st ed.). New York,: Longmans, Green.
Boyatzis, R. E., Cowen, S. S., & Kolb, D. A. (1995). Innovation in professional education : steps on a journey from teaching to learning : the story of change and invention at the Weatherhead School of Management (1st ed.). San Francisco: Jossey-Bass Publishers.
Fink, L. D. (2003). Creating significant learning experiences : an integrated approach to de-signing college courses (1st ed.). San Francisco, Calif.: Jossey-Bass.
Fink, L. D. (2003). A self-directed guide to designing courses for significant learning, 28, from http://www.cccu.org/filefolder/A_Self-Directed_Guide_to_Designing_Courses_for_Significant_Learning.pdf
Rushwo
Two entrepreneurs (Henry Ford and Thomas Edison) 'caused' part of Earth’s precarious climate today by accelerating our dependence on fossil fuels. Our hope is that it will be an en-trepreneur – perhaps one that develops the hydrogen-powered automobile – who will save it.
Business educators have the opportunity to create a cohort of moral, ethical and sustainable entrepreneurs who can solve the world’s major problems. Gifford Pinchot once rightly pointed out, 'Business is the dominant institution of our time. It’s also the biggest leverage point.'
Another way of saying this is that without business, we cannot save the planet, and without saving the planet there can be no business.
It is time to create a cohort of gaiapreneurs (after the Greek goddess of Earth, Gaia), whom I define as 'marked by imagination, initiative and readiness to undertake projects to save the planet'.
Ours is an Asia-Pacific approach to teaching sustainability entrepreneurship based on the inter-disciplinarity of entrepreneurship. There are many 'entrepreneurships' (with an emphasis on the plural). Business entrepreneurship is well known. Science and engineering entre-preneurship probably rank second in student popularity behind business entrepreneurship. But we can also mention arts, music, biomedical, sports, nursing and humanities entrepre-neurship. The big difference is that the fate of an entire planet is at stake, and they have contributions to make. That’s what leads us to sustainability entrepreneurship.
The process of transforming creative ideas into commercially viable businesses in support of healing the earth is a major challenge for entrepreneurs. Education is key for many entre-preneurs to commercialise their ideas. Drawing upon the theory of experiential, entre-preneurs, in their unique teachable moments, require active and concrete pedagogical interventions that can be enhanced through a blended learning environment of online and face-to-face modalities leading them step-by-step through deepening learning in the theory, process and practice of entrepreneurship on behalf of people, profits and planet. That about sums it up.
Keynote. “Entrepreneurship as if the Planet Mattered”, First Indonesian Conference on Innovation, Entrepreneurship and Small Business”, Center for Innovation, Entrepreneurship and Leadership, Institute of Technology, Bandung (ITB), West Java, Indonesia July 22-23, 2009, http://www.ciel-sbm-itb.com/icies/
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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4. Objectives
1. To appreciate the role of entrepreneurship in challenging and urgent times
2. To classify the types of climate change effects on entrepreneurs as well as
the opportunities hat arise within the Asia–Pacific context
3. To review important concepts in climate change economics that impact
entrepreneurial activity
4. To appreciate the various emerging frameworks in entrepreneurial ecology
5. But first
What “on Earth” does climate change possibly
have to do with entrepreneurship?
“We can't solve problems by using the same
kind of thinking we used when we created
them”
• Albert Einstein
?
6. Entrepreneurship
as if the planet mattered
There’s no avoiding it. Our planet is
suffering climate change
Increase in greenhouse gases
Fluorocarbons depleting the ozone
layer
Acid rain and air pollutants
Shortages of freshwater resources
Overfishing, habitat destruction and
pollution in the marine environment
Crop loss and grazing depletion due
to desertification and erosion
Rapid population growth and migration,
burgeoning mega-cities, and ecological
refugees
Cutting down the world’s tropical
forests, leading to erosion and flooding
Mass extinction of species and the
associated loss of genetic resources
Threats to human health from
exposures to chemicals in production
processes, products and
Consumption activities
Melting sea ice
in the Arctic
7.
8. Why does the earth matter
to entrepreneurs?
For centuries, entrepreneurs have been
free to exploit the environment with
impunity without thought of
sustainability
• Rainforests are cut down and
burned off by small- and
large-scale entrepreneurs.
• Asian cities choke for weeks
during Indonesia’s burning
season.
• Thousands of Indonesians
are employed and many
entrepreneurial families are
coming out of poverty
because of the enterprise.
9. Entrepreneurs contribute
to the planetary crisis
Negative Entrepreneurs are continuously disturbing the
Earth’s balance.
It is no exaggeration to say that
entrepreneur like Henry Ford (l) and
Thomas Edison (r) played major roles
in contributing to our current
dilemma and an entrepreneur
(perhaps one who commercialises
hydrogen autos) can help ease the
problem.
10. Entrepreneurs in times of crisis
• Innovative ideas emerge during times of crisis.
• Recessions ‘clean the slate through creative destruction and
create lasting, positive change’.
• 50% of the fast-growing and largest companies of today were
founded during times of crisis.
• Launching a new company does not actually put companies
at a disadvantage as many may suspect.
• The rate of entrepreneurship actually went up during the GFC.
• Crises act as a good ‘cold shower for the economic system’,
releasing capital and labour from dying sectors and allowing
newcomers to recombine them in imaginative new ways.
In the Chinese
language, the word
"crisis" is composed of
two characters,
one representing
danger and the other,
opportunity.
11. Now we are engaged in a great climate war
• Entrepreneurs take share of the responsibility for global
warming, but they are also agents of change who may help to
turn the situation around.
• Climate change is the greatest and widest-ranging market
failure ever seen.
• ‘Fixing climate now (2007) would cost about 1 per cent of
Gross Domestic Product (GDP) per year. Doing nothing, say
many economic models, would cost the world the loss of 5 per
cent GDP per year – now and forever’, says the report.
• Business logic is music to our ears: ‘The benefits of strong,
early action on climate change outweigh the costs’.
– Economics of Climate Change 2007 (Stern Report)
Sir Nicholas Stern, The Economics
of Climate Change 2007
12. Stern update: Better Growth,
Better Climate (2014)
• There is no need to choose between
fighting climate change or growing the
world’s economy.
• Business can create growth and
reduce their carbon emissions.
• Innovation and investment make it
possible to tackle climate change at the
same time as improving economic
performance.
19. Population and
entrepreneurship
• World population
today is 7.3
billion
• Each year we
add population
the size of
Egypt!
• At the dawn of agriculture, about 8000 B.C., only 10,000 years ago, the population of the world
was approximately 5 million, about the size of today’s metropolitan Sydney.
20. Population opportunities for entrepreneurs
Ageing
• dental care, hearing
aids
• orthopaedics and
cardiology.
• nostalgia products
• food preparation
labour-saving
technologies
• regenerative
medicine
• age-related drugs
Youth
• recruitment
• fashion
• cheap cars
• environmental
products
• media and gaming
• creative and
education
• communications
devices
• Overpopulation
• drinking water
• waste management
• air and water
pollution
• fighting infectious
diseases
• improving food
varieties
• renewable energy
• family planning
21. • Planet faces a severe water crisis.
• Though water is scarce, the crisis is actually one of
water governance – caused by the ways in which we
mismanage water – rather than supply.
• Impacts
– Waterborne disease
– Polluted environment
– Sanitation
– Industry and irrigation.
• Engineering entrepreneurs developed aqueducts and
artificial lakes
• Agri-preneurs have created high-yielding crops and
animals that consumed astonishing amounts of water,
called embodied water.
– 15 500 litres of water to make 1 kg of beef
Water and
entrepreneurship
22. Opportunities for
hydro-preneurs—not!
• Business opportunities exist in:
–drinking water and sanitation
–water ‘embedded’ in production
–collection, storage and transportation
–Desalination
–toilets
–conservation (reduction in use).
• (Avoid bottled water!)
25. • Major changes in where and when food is produced on the
planet's surface.
• Agriculture is responsible for nearly one-third of global
greenhouse gas (GHG) emissions.
• Wheat in Northern Europe; Wine in Norway
• Wealthy countries like the UK, Germany and Canada may
well have warmer, wetter growing conditions, while other
regions (such as developing countries in the tropics) are
likely to suffer droughts and floods.
Food and
entrepreneurship
27. Australia’s food
security in doubt
• Temperatures have
become so extreme that
BOM added incandescent
purple for temperatures
over 50 degrees
• Australians are the highest
emitters of CO2.
28. Entrepreneurs and fossil fuels
• Think about the entrepreneurial inventions
that depend on fossil fuels.
–airplanes, cars, electrical power plants, paper,
plastic, rockets, steam engines, steel and
electric lights.
• 85% of energy met by fossil fuels.
• 23 tonnes of plants to produce each litre of
petrol you pump into your ute.
29. Climate change economics
for entrepreneurs
• Entrepreneurs need to know some basic
principles of climate change economics
• The field looks at how economic activity (
including entrepreneurial activity) that
affects the environment.
• Climate change economics seeks
–economic solutions to minimise harm to the
environment
–allowing maximum economic benefit
Example: Pollution as
market failure.
30. Climate change economics --
Tragedy of the commons
• Examples: Resource-based problems over-
irrigation, habitat destruction, over-fishing and
traffic congestion.
• Each shepherd wants to put as many sheep as
possible onto common land even if the land is
damaged as a result.
• Where there is potential for individual profit,
activity must be regulated.
31. Climate change economics --
Incentives
• Sometimes entrepreneurs are
unable to act sustainably
• Why should they take costly
sustainable actions when the
competitors do not?
• Entrepreneurial sustainability may
be punished rather than rewarded.
32. Climate change economics --
Prisoner’s Dilemma
• Two suspects are arrested by the
police, who have weak cases
against both of them.
• They hold the suspects in
separate cells and tell each that if
they inform on the other, they will
get leniency.
• If not, they are told, they will get
harsh prison terms.
33. Climate change economics --
Peak resource theory
• A ‘peak curve’ applies to any
resource that can be
harvested faster than it can be
replaced.
–2012: Peak oil
–2025: Peak water
–2025: Peak coal
–2020: Peak gas
–2035: Peak uranium
34. • Entrepreneurs must evaluate economic impact of their
activities.
• Physical risks: Weather-related events
• Reputation risks: Threats to a company's brand value.
• Competition risks: If companies do not take measures
to reduce climate risks they are competitively
disadvantaged.
• Regulatory risks: Climate change seen as serious
market failure
• Litigation risks: Greater regulation leads to more
litigation.
Climate change economics --
Risk analysis
35. • A 50-year-old Bangladeshi grandmother on
the coastline, with a life expectancy of 37,
has a slender chance of living to 2050. But
the sea is rising.
• She is more likely to ignore risks of the sea
rise.
• But her 10-year-old granddaughter today
has a life expectancy of 61 years.
Climate change economics --
Social discount rate
36. • The Brundtland Report (1987)
–Sustainability defined as ‘Meeting the needs
of the present generation without
compromising the ability of future
generations to meet their needs’.
–Markets are both the cause and the potential
solution to the sustainability puzzle
–For the entrepreneur, opportunities are
inherent in market failure.
Entrepreneurial ecology:
Sustainability defined
37. Entrepreneurial ecology:
Sustainable entrepreneurship
Industrial entrepreneurship (IE)
• Extraction of scarce resources with little
regard to their replenishment
• Global distribution without regard to
distance
• Rampant construction without regard to
environmental consequences
• No concern for net improvement in the
physical and social universes.
• Waste was not a design consideration.
Sustainable entrepreneurship (SE)
• Think ecologically about the biosphere
• Consider the waste embodied in products
• Take into account the living dimension of
the products and services that we produce.
• Business opportunities to end poverty and
hunger, improve health and education,
make cities more sustainable, combat
climate change, and protect oceans and
forests.
38. Entrepreneurial ecology:
Theoretical frameworks
• Natural capitalism
• Cradle-to-cradle design
• Economic gardening
• The Natural Step
• Industrial metabolism
• Natural advantage of nations
• Lean manufacturing
• Ecology of commerce
• Triple Helix
• University-based
entrepreneurship ecosystem
• A framework helps us identify
relationships.
• Field of sustainable
entrepreneurship is just
developing.
• Candidate frameworks that bring
entrepreneurship into the realm
of climate change theory.
40. Biosphere
Sociosphere
Econosphere
• Planet
• Climate & energy
• Water, soil, flora & fauna
• Atmosphere & topography
• People
• Human enterprise
• Knowledge, labour & capital
• Opportunity and value
• Profit
• Entrepreneurs operate here
• Business environment
• Entrepreneurial factor
conditions
(+)
Negative
entrepre-
neurship
Positive
entrepre-
neurship
(0)(-)
How are
entrepreneurs
connected to
Earth, people
and the
economy
connected?
41. Increasing demand
Demand for resources and eco-system
services
Declining supply
Resources and ecosystem services
Sustainable supply
Sustainable demand
Sustainable
future
Margin for action
is narrowing
The present The future
Entrepreneurs
must help us
travel
through
the ‘funnel’
Entrepreneurial ecology:
Sustainable future
42. Key concepts
(close your books)
1. How can entrepreneurs turn
climate change into an
opportunity?
2. What does ‘sustainable
entrepreneurship’ mean?
?
43. Key concepts
• Entrepreneurship and crisis
–Entrepreneurs help us into crisis, and are the key to addressing the crisis.
• Entrepreneurship and climate change
–Potential for positive and negative impacts
–A key role in addressing population, water, biodiversity, food and energy.
• Entrepreneurial ecology
–Improvement through sustainable entrepreneurship.
Editor's Notes
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3/6/2017
To appreciate the role of entrepreneurship in challenging and urgent times
To classify the types of climate change effects on entrepreneurs as well as the opportunities hat arise within the Asia–Pacific context
To review important concepts in climate change economics that impact entrepreneurial activity
To appreciate the various emerging frameworks in entrepreneurial ecology
Bullseye. Work found at http://pixabay.com/p-155726 CC0 Public Domain
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It is extremely likely that more than half of the observed increase in global average surface temperature from 1951 to 2010 was caused by the anthropogenic increase in GHG concentrations and other anthropogenic forcings together.
Anthropogenic forcings have likely made a substantial contribution to surface temperature increases since the mid-20th century over every continental region except Antarctica.
Anthropogenic influences have likely affected the global water cycle since 1960 and contributed to the retreat of glaciers since the 1960s and to the increased surface melting of the Greenland ice sheet since 1993.
Anthropogenic influences have very likely contributed to Arctic sea-ice loss.
See p. 5, 12 https://www.ipcc.ch/pdf/assessment-report/ar5/syr/AR5_SYR_FINAL_SPM.pdf
The first decade of our century was the warmest on record for the entire world.
In Australia, for example, temperatures have become so extreme that the Bureau of Meteorology had to add a new colour to the top of its scale, a suitably incandescent purple.
Most of Australia’s greenhouse gas emissions come from the burning of fossil fuels for energy (e.g. for electricity and transport). When oil, gas or coal burns, carbon contained within it combines with oxygen in the air to create carbon dioxide. Australia’s electricity-related emissions are high because we rely primarily on coal for electricity generation and coal is the most greenhouse-intensive fuel. Meanwhile, Australians are the highest emitters of CO2.
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UN's World Commission on Environment and Development led by Norwegian Prime Minister Gros Harlem Brundtland
Outlined an ominous situation wherein the world's population was living well beyond the means of the planet to replenish natural resources. The long-term solution would be for human society to become sustainable.
Sustainability defined as: ‘Meeting the needs of the present generation without compromising the ability of future generations to meet their needs’.
Markets were both the cause and the potential solution to the sustainability puzzle.
For the entrepreneur, opportunities are inherent in market failure.
Combining these two positions we see that market failures represent opportunities for achieving profitability while simultaneously reducing environmentally degrading economic behaviours. It also makes us look at how entrepreneurs seize the opportunities that are inherent in environmentally relevant market failures.
Diagram: Work found at http://commons.wikimedia.org/wiki/File:Ecology_Society_Economy_diagram_Environment_background.jpg Creator: Travelplanner, Creative Commons Attribution-Share Alike / Book cover: work found at http://commons.wikimedia.org/wiki/File:Our_Common_Future_-_b%C3%B3k.png Creator: Sigurður Kaiser Creative Commons Attribution-Share Alike 4.0 International
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All entrepreneurs operate in three spheres:
Sustainable entrepreneurship is the intersection of the sociosphere, the econosphere and the biosphere.
The biosphere (B) consists of all of the living and non-living things on Earth.
The sociosphere (S) consists of all the people in a social system, all the roles they occupy and all their patterns of behaviour, all their inputs and outputs relevant to other human beings and all the organisations and groups they belong to.
The econosphere (E) consists primarily of the segment of the sociosphere that is organised through exchange, especially commodity exchange, where the exchange is mediated through prices.
CLICK The biosphere consists of all of the living and non-living things on Earth.
CLICK The sociosphere consists of all the people in a social system, all the roles they occupy, and all their patterns of behaviour, all their inputs and outputs relevant to other human beings, and all the organisations and groups they belong to.
CLICK The econosphere consists primarily of the segment of the sociosphere that is organised through exchange, especially commodity exchange, where the exchange is mediated through prices.
CLICK From a material point of view, we see objects passing from the biosphere through the sociosphere into the econosphere in the process of production. This means we extract from nature the raw materials and energy that we might need for the creation of entrepreneurial products and services. Nature is diminished and the value of the biosphere declines.
Next, after entrepreneurs are done with these resources, CLICK they pass out of the econosphere as waste as their value becomes unusable or zero or even damaging to the environment, or negative. This is unsustainable or what I call negative entrepreneurship. That means the value of nature diminishes in the entrepreneurial process. For the most part, throughout the history of entrepreneurship has been an uneven exchange: Entrepreneurs extract a resource from the Earth and return it in devalued form, hence the plus and minus arrows in the diagram.
However, this could be different. It could be CLICK positive entrepreneurship. Positive entrepreneurship can generate positive impacts through value adding and eliminating designed waste, duplication, disposability, planned obsolescence and wasteful end purposes. Positive entrepreneurs create net positive-impact loop systems and innovations that create levers for biophysical improvements and social transformation.
Imagine looking at a giant funnel from the side. The upper wall of CLICK DECLINING AND SUSTAINABLE SUPPLY, the availability of resources and the ability of the ecosystem to continue to provide them. The lower wall is CLICK INCREASING AND SUSTAINABLE DEMAND, our demand for these resources which we need to make clothes, shelter, food, transportation and other items and the ecosystems that create them. The things we need to survive food, clean air and water, productive topsoil and others are in decline. So is nature’s ability to regenerate them.
But at the same time, our demand for these resources is growing. CLICK EARTH. CLICK MARGIN NARROWING There are more than six billion people on the planet and the population is increasing. Our level of consumption is increasing. As our demand increases and the capacity to meet this demand declines, society moves into a narrower portion of the funnel.
CLICK BUMPING ARROW. As the funnel narrows there are fewer options and less room to manoeuvre. Organisations that continue business-as-usual are likely to YOU CAN SEE THE HITS hit the walls of the funnel, and fail. Every one of us lives and works in this funnel and every one of us has the opportunity to be more strategic about our choices and long-term plans.
How do we find a path through this ever narrowing funnel of our future life on earth?
CLICK ARROWS THROUGH Through innovation, creativity and the unlimited potential for change, we can shift toward sustainability and begin to open up the walls of the funnel. Forward looking organisations can position themselves to avoid the squeeze of the funnel and invest toward opening the walls and creating a truly sustainable and rewarding future.