THRIVE is an open platform that assesses the sustainability performance of enterprises using a holistic, science-based approach. It employs a top-down, systems thinking perspective to evaluate enterprises against sustainability targets and planetary boundaries. THRIVE adopts a framework based on strategic sustainable development and allows enterprises to monitor their performance on material topics like carbon emissions over time. Ciambella charts provide an instant visual comparison of enterprise sustainability performance at different scales, from company to continent-wide, and within industry sectors or over years. They represent resource allocation and impacts on sustainability topics to show where enterprises succeed or need improvement according to their strategies.
The document introduces the THRIVE platform and Sustainability Performance Scorecard (SPS) tool. It aims to assess corporate sustainability performance based on science-based targets and global thresholds within planetary boundaries. The open-source platform measures enterprise performance across key sustainability issues using context-based metrics. It provides visualizations and dashboards to allow for comparative analysis of trends in performance over time and across sectors and geographies. The tool seeks to facilitate progress towards strong sustainability by evaluating business strategies and models and incentivizing competition among enterprises.
The document discusses an upcoming conference called "New Metrics '15" that will explore advances in capturing social and environmental factors in business metrics and performance. It summarizes that courageous corporate leaders are already identifying new forms of costs and risks beyond profit and creating social/environmental value. The conference aims to discuss latest advances in designing, implementing, and communicating new metrics to understand sustainability performance and shape future business metrics. Topics will include new frameworks for measuring corporate sustainability ROI, natural capital, supply chain impacts, and linking sustainability to brand strength. The goal is to help businesses expand how they create, quantify and manage risks to deliver greater value through more holistic metrics.
Australia’s Corporate Real Estate Trends, Getting the Strategy Right, reveals that the Australian CRE’s see their mandate as stronger than three years ago – 26% say much stronger and 40% say stronger. Find out more at http://globalcretrends.jll.com/Australia.php
Creating a sustainable competitive advantage in the age of convergenceMatt Mayberry
Organizational agility and material sustainability will be critical strategic capabilities for companies to avoid being sidelined in today's converging world of business, technology, and sustainability. Simulations can promote the development of these capabilities by creating a safe environment for accelerated learning and practice of skills like collaboration, change leadership, and agile execution. Carefully designed simulation programs that are integrated with talent development can drive financial performance by translating accelerated learning in virtual environments to real-world competitive advantages.
This article discusses how businesses can improve their Sales & Operations Planning (S&OP) process by incorporating scenario planning using probabilistic planning, predictive analytics, and simulation to better address uncertainty, complexity, and risk. Currently, S&OP processes do not adequately account for these factors and can hide critical details. The article recommends using predictive analytics on demand data and scenario planning with quantitative methods to generate alternative plans and assess risks. This will help businesses better balance supply and demand when facing uncertainties.
Building Strategies for aSmarter Business in MalaysiaIBMAsean
The document summarizes findings from a study of CEOs regarding managing change in businesses. It finds that while CEOs are more confident in managing change, the gap between their capabilities and the challenges of change is growing. CEOs of mid-sized companies face particular challenges in managing change effectively. Successful CEOs embrace change and see it as necessary for business, helping them achieve stronger financial performance.
Considering that a human being is incapable of foreseeing all the possible scenario changes that will occur in the following year, agile methods are focused on customer engagement, interactive development, self-organized teams and adaptation to changes
THRIVE is an open platform that assesses the sustainability performance of enterprises using a holistic, science-based approach. It employs a top-down, systems thinking perspective to evaluate enterprises against sustainability targets and planetary boundaries. THRIVE adopts a framework based on strategic sustainable development and allows enterprises to monitor their performance on material topics like carbon emissions over time. Ciambella charts provide an instant visual comparison of enterprise sustainability performance at different scales, from company to continent-wide, and within industry sectors or over years. They represent resource allocation and impacts on sustainability topics to show where enterprises succeed or need improvement according to their strategies.
The document introduces the THRIVE platform and Sustainability Performance Scorecard (SPS) tool. It aims to assess corporate sustainability performance based on science-based targets and global thresholds within planetary boundaries. The open-source platform measures enterprise performance across key sustainability issues using context-based metrics. It provides visualizations and dashboards to allow for comparative analysis of trends in performance over time and across sectors and geographies. The tool seeks to facilitate progress towards strong sustainability by evaluating business strategies and models and incentivizing competition among enterprises.
The document discusses an upcoming conference called "New Metrics '15" that will explore advances in capturing social and environmental factors in business metrics and performance. It summarizes that courageous corporate leaders are already identifying new forms of costs and risks beyond profit and creating social/environmental value. The conference aims to discuss latest advances in designing, implementing, and communicating new metrics to understand sustainability performance and shape future business metrics. Topics will include new frameworks for measuring corporate sustainability ROI, natural capital, supply chain impacts, and linking sustainability to brand strength. The goal is to help businesses expand how they create, quantify and manage risks to deliver greater value through more holistic metrics.
Australia’s Corporate Real Estate Trends, Getting the Strategy Right, reveals that the Australian CRE’s see their mandate as stronger than three years ago – 26% say much stronger and 40% say stronger. Find out more at http://globalcretrends.jll.com/Australia.php
Creating a sustainable competitive advantage in the age of convergenceMatt Mayberry
Organizational agility and material sustainability will be critical strategic capabilities for companies to avoid being sidelined in today's converging world of business, technology, and sustainability. Simulations can promote the development of these capabilities by creating a safe environment for accelerated learning and practice of skills like collaboration, change leadership, and agile execution. Carefully designed simulation programs that are integrated with talent development can drive financial performance by translating accelerated learning in virtual environments to real-world competitive advantages.
This article discusses how businesses can improve their Sales & Operations Planning (S&OP) process by incorporating scenario planning using probabilistic planning, predictive analytics, and simulation to better address uncertainty, complexity, and risk. Currently, S&OP processes do not adequately account for these factors and can hide critical details. The article recommends using predictive analytics on demand data and scenario planning with quantitative methods to generate alternative plans and assess risks. This will help businesses better balance supply and demand when facing uncertainties.
Building Strategies for aSmarter Business in MalaysiaIBMAsean
The document summarizes findings from a study of CEOs regarding managing change in businesses. It finds that while CEOs are more confident in managing change, the gap between their capabilities and the challenges of change is growing. CEOs of mid-sized companies face particular challenges in managing change effectively. Successful CEOs embrace change and see it as necessary for business, helping them achieve stronger financial performance.
Considering that a human being is incapable of foreseeing all the possible scenario changes that will occur in the following year, agile methods are focused on customer engagement, interactive development, self-organized teams and adaptation to changes
Brief of the dimensionality of business strategy among the manufacturing orga...Alexander Decker
This document summarizes a research study that examined the dimensionality of business strategy among manufacturing organizations in Malaysia. The study involved a survey of 113 manufacturing firms. Exploratory and confirmatory factor analyses showed that the integrated business strategy scale consisted of four valid subscales: proactive strategy, breadth strategy, quality-based strategy, and reactive strategy. The four-factor model was supported. The results provide evidence that the integrated business strategy scale is a reliable and valid instrument that can be used to measure business strategies of manufacturing organizations in Malaysia.
This document discusses concepts related to corporate and strategic planning for management information systems. It covers topics such as long and short range planning, dimensions of planning including time, entity and organization, characteristics of corporate plans, essentiality of strategic planning due to market forces and environmental factors, development of long range strategic planning including mission and goals, and types of strategies such as overall company strategy, growth strategy, product strategy, and market strategy. Short range planning deals with targets and objectives for one year. Tools for planning discussed include creativity, systems approach, sensitivity analysis, and modeling. Balance scorecards, dashboards, and scorecards are also covered. Finally, the role of MIS in strategic management is discussed.
Tools, techniques and strategies for understanding, measuring and communicating impact. 19th-20th June 2018, London. This two-day conference will highlight the latest methods being applied by business to measure the impact of their sustainability programs. We’ll discuss and debate the pros and cons of the different tools and techniques available, whilst assessing what has really worked for companies in practice.
Business must be the major driver of innovation and sustainability in our society if we are to avoid a “perfect storm” of resource scarcity, climate change, and pollution. The “triple bottom line” concept is a response to this need, but its use is limited because it does not address the competitive strategy of the firm. A strategy-based balanced scorecard system aligned with principles of the Triple Bottom Line offers a way to accomplish social and environmental goals while integrating them fully with financial performance and competitive advantage.
OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...David Dunning
This document introduces the Business Integrated Governance (BIG) data model and framework. It was created by a volunteer group to help organizations better integrate data and decision making across projects, programs, portfolios, and business operations. The framework recognizes different accountability nodes within an organization and provides templates for key governance elements like agendas, management information, and dashboards. It is designed to support functions like the main board, portfolio management, project management, finance, and assurance without dictating specific tools or processes. The BIG model provides a common language and single source of truth to help diverse groups within a complex organization make more integrated decisions.
Materiality Matrices in the Environmental, Social and Governance ContextAI Publications
This document discusses materiality matrices in environmental, social, and governance (ESG) reporting. It defines materiality and explains how materiality matrices are used to identify the most important ESG issues to companies and stakeholders. The document also reviews different frameworks for assessing materiality, such as the Global Reporting Initiative and Sustainability Accounting Standards Board. It emphasizes that materiality matrices can help companies optimize their sustainability strategies by prioritizing the ESG issues most relevant to their business and value chain.
The document discusses strategic management and outlines several key concepts:
1. Strategic management involves managerial decisions and actions to generate sustainable competitive advantage. It balances external opportunities and threats with internal strengths and weaknesses.
2. Effective strategies emerge over time through a process of trial and error, rather than being fully planned in advance. Managers must balance following intentional plans with adapting to changes.
3. In knowledge-based organizations, strategic management focuses on encouraging new ideas, awareness of the external environment, and social interaction, rather than top-down planning. The role of managers is to identify emerging order rather than direct it.
Your Grid for Week 6 assignmentNutchanart PonimChange Plan GridTo.docxdanielfoster65629
Your Grid for Week 6 assignmentNutchanart PonimChange Plan GridTopicFrequency or timelineStakeholders/AudiencePurpose or rationaleCommunicatorMessageAuthorDelivery methodmeasureCommunicating ChangeRegularlyworkersto adjust to changemanagementchangeHRemail and meetingsobservationCommunicating Changeupdate them whenever there is changecustomerinform of new productsmanagement,workers and agentsimproved products and servicesCEOadvertisements and agentsinterview and questionaireCommunicating Changeupdate them whenever there is changepublicinform them of change and new productsmanagement,workers and agentschange and improved servicesCEOadvertisement,agents and workersinterview and questionaireCommunicating Changewhen there is a changeagentsto adress the new change in their operationmanagement and workersinform ofchange in organizationHRemail, meetings, conferencesinquiryCommunicating Changewhen there is chage to be adressedManagement and leadershipto impress new positive changeworkers,agents, customers and publicimpress new positive changeHRone on one, meetings etcchange in management strategyCommunicating Changeupdate them whenever there is changeGovernmentso that they know of change and keep standardsmanagement,agentschangeCEOemail, seminers, meetings,agentsobservationCommunicating Changeupdate them whenever there is changePatnersto know and enable the intergrate the changemanagement,agentschangeCEOemail, seminers, meetings,agentsobservation
DefinitionsTopic What is the topic of the communication? (A "re" statement)FrequencyHow often will this message go out? Regularly? Will there be updated versions? Once?AudienceWho will get this message? Why?PurposeWhat is the goal of the communication - what should it achieve?CommunicatorWho is going to actually have their name/voice on this communication?MessageWhat is the foundation of the message? Key points listed.AuthorWho is going to write the communication? (Use the name of the officer/change agent, for example, the CIO, CFO, CEO or the "CA" (change agent), HR Director, etc.) You don't actually write a person's nameDeliveryHow will the message be delivered and why that method? (i.e. email/phone conference/in person, etc.)MeasureHow will you measure or determine if the message successfully conveyed the information?
Sheet3
Running head:Part 2
Part 2 3
Part 2
Course
Lecturer
Institution
City, State
Date of submission
When communicating with the workers, it is important to pay attention to the strategy so as to ensure that the communication is in line with the mission and goals to be achieved. To ensure that the changes to be addressed and goals aimed at are well defined and expressed to the workers and other members.
When communicating, it is important to target the specific audience that you want to send or pass the information to. If its workers, the mode of communication should be able to influence their spirit and eventually this will be transferred to target market. The message shoul.
This document summarizes findings from a study of over 12,000 C-suite executives from around the world. It finds that industry incumbents, rather than new entrants, are now seen as the leading drivers of disruption in most industries. While some predicted widespread disruption from digital technologies, the C-suites report more stability and less urgency to transform. The document identifies three archetypes of organizations - Reinventors, Practitioners, and Aspirations - based on their stage of digital reinvention. Reinventors are outperforming peers and see opportunities in ecosystems and partnerships. Many organizations are looking to platform business models. Disruption is ongoing but incumbents have strengthened their ability to transform themselves.
Strategy implementation challenges in albanian organizationsAlexander Decker
This document summarizes a study on strategy implementation challenges faced by Albanian organizations. It provides background on the economy and business environment in Albania. Key points include:
30
European Journal of Business and Management
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.5, No.28, 2013
www.iiste.org
1) Small and medium enterprises dominate the Albanian economy, though a small number of large enterprises employ nearly half of workers and generate most turnover and investments.
2) Strategic management was rarely used under the previous centralized system but is now important for companies to adapt to the new competitive environment.
This document introduces the Value Driver Model as a tool for companies to communicate the business value of sustainability to investors. The model focuses on measuring the impact of sustainability on three key value drivers: 1) Sustainability-advantaged growth (S/G), which measures revenue from sustainable products/services. 2) Sustainability-driven productivity (S/P), which measures cost savings from sustainability initiatives. 3) Sustainability-related risk management (S/R), which measures performance on sustainability risks. The goal is to quantify how sustainable business strategies impact financial results like revenues and costs. Case studies show some companies already using this approach successfully.
The document introduces the concept of integrated performance management (IPM), which aims to address financial, social, and environmental aspects of business performance equally. IPM follows a plan-do-check-act management cycle to develop strategy, implement key performance indicators, monitor progress, and use results to improve decisions. Companies are moving to IPM to comply with regulations, manage risks, meet investor demands, and attract employees. The document analyzes IPM practices at 16 major companies and defines key concepts like business value, materiality, and methodology.
This document introduces the THRIVE framework and Sustainability Performance Scorecard tool to help businesses transition towards sustainability. The framework provides a standardized platform and scorecard to publicly rank companies' sustainability performance based on their business models and strategies. It is intended to move companies from simply disclosing sustainability information to being more transparently exposed, and help business leaders compete to improve sustainability. The tools are designed using a systems thinking approach and draw on case studies and data sources to evaluate performance against science-based sustainability targets in a context-based way.
The document discusses 7 best practices for sustainability that have helped organizations stay at the leading edge. These practices include: 1) setting sustainability goals and measuring success, 2) stakeholder engagement, 3) sustainability issues mapping, 4) sustainability management systems, 5) product life cycle assessment and design, 6) sustainability reporting, and 7) integrating sustainability into brands. It argues that while sustainability can generate revenue and reduce costs, most organizations are not taking full advantage of these tools and should prioritize implementing as many of these practices as possible to improve.
The document discusses a Market Responsiveness Index (MRI) that assesses an organization's culture and capacity to be market-driven. The MRI is a 35-item survey that measures 7 factors related to customer insight, competitor analysis, collaboration, and strategic alignment. It has been tested on over 50 companies and proven to predict financial metrics like revenue, profits, and growth. The MRI provides benchmarking and recommendations to help organizations transform their culture and drive better business outcomes.
A Comparative Analysis Of Strategies And Business Models Of Dell Inc. And Hew...Yasmine Anino
Dell and HP are compared in the document. Both companies specialize in IT and Dell is the market leader while HP is the market challenger. The strategies and business models of Dell and HP are analyzed. While their strategies are similar, any small mistake by Dell could allow HP to become the new market leader. The document provides background on both companies and compares their strategies and business models.
1) Companies are looking beyond their core business to achieve growth through new areas that account for 42% of revenues by 2020.
2) Top innovators obtain a higher percentage of revenues from new products/services and break even faster than competitors. However, it is becoming increasingly difficult to stay ahead.
3) A framework called the Growth Accelerator Program helps companies create a shared vision for growth, find new growth opportunities, and deliver growth through roadmaps, pilots, and ensuring the right organization and culture.
Agility boosts performance: Guide for your agile transformation journeySebastian Olbert
ORGANIZATIONAL AGILITY AS A COMPETITIVE FACTOR
The Agile Performer Index
In the Agile Performer Index, goetzpartners and the NEOMA Business School clearly demonstrate the correlation between agility and entrepreneurial success. The more agile the company, the better it performs financially. The purpose of the study was to investigate what agility can really do for organizations. Is it just a temporary trend? With the right methodology, can agility deliver sustainable success?
Resulting from a broad survey among 285 leading European companies, the Agile Performer Index documents that agility programs are a suitable way for organizations to achieve lasting performance and competitive advantage.
Selected key findings:
Agile companies perform ~ 2.7 times better than non-agile companies
CxOs rate their company’s agility higher than do middle managers.
Sector check: Digital maturity doesn’t guarantee agility
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Brief of the dimensionality of business strategy among the manufacturing orga...Alexander Decker
This document summarizes a research study that examined the dimensionality of business strategy among manufacturing organizations in Malaysia. The study involved a survey of 113 manufacturing firms. Exploratory and confirmatory factor analyses showed that the integrated business strategy scale consisted of four valid subscales: proactive strategy, breadth strategy, quality-based strategy, and reactive strategy. The four-factor model was supported. The results provide evidence that the integrated business strategy scale is a reliable and valid instrument that can be used to measure business strategies of manufacturing organizations in Malaysia.
This document discusses concepts related to corporate and strategic planning for management information systems. It covers topics such as long and short range planning, dimensions of planning including time, entity and organization, characteristics of corporate plans, essentiality of strategic planning due to market forces and environmental factors, development of long range strategic planning including mission and goals, and types of strategies such as overall company strategy, growth strategy, product strategy, and market strategy. Short range planning deals with targets and objectives for one year. Tools for planning discussed include creativity, systems approach, sensitivity analysis, and modeling. Balance scorecards, dashboards, and scorecards are also covered. Finally, the role of MIS in strategic management is discussed.
Tools, techniques and strategies for understanding, measuring and communicating impact. 19th-20th June 2018, London. This two-day conference will highlight the latest methods being applied by business to measure the impact of their sustainability programs. We’ll discuss and debate the pros and cons of the different tools and techniques available, whilst assessing what has really worked for companies in practice.
Business must be the major driver of innovation and sustainability in our society if we are to avoid a “perfect storm” of resource scarcity, climate change, and pollution. The “triple bottom line” concept is a response to this need, but its use is limited because it does not address the competitive strategy of the firm. A strategy-based balanced scorecard system aligned with principles of the Triple Bottom Line offers a way to accomplish social and environmental goals while integrating them fully with financial performance and competitive advantage.
OLD Introduction to the Core P3M Data Model and Business Integrated (P3M) Gov...David Dunning
This document introduces the Business Integrated Governance (BIG) data model and framework. It was created by a volunteer group to help organizations better integrate data and decision making across projects, programs, portfolios, and business operations. The framework recognizes different accountability nodes within an organization and provides templates for key governance elements like agendas, management information, and dashboards. It is designed to support functions like the main board, portfolio management, project management, finance, and assurance without dictating specific tools or processes. The BIG model provides a common language and single source of truth to help diverse groups within a complex organization make more integrated decisions.
Materiality Matrices in the Environmental, Social and Governance ContextAI Publications
This document discusses materiality matrices in environmental, social, and governance (ESG) reporting. It defines materiality and explains how materiality matrices are used to identify the most important ESG issues to companies and stakeholders. The document also reviews different frameworks for assessing materiality, such as the Global Reporting Initiative and Sustainability Accounting Standards Board. It emphasizes that materiality matrices can help companies optimize their sustainability strategies by prioritizing the ESG issues most relevant to their business and value chain.
The document discusses strategic management and outlines several key concepts:
1. Strategic management involves managerial decisions and actions to generate sustainable competitive advantage. It balances external opportunities and threats with internal strengths and weaknesses.
2. Effective strategies emerge over time through a process of trial and error, rather than being fully planned in advance. Managers must balance following intentional plans with adapting to changes.
3. In knowledge-based organizations, strategic management focuses on encouraging new ideas, awareness of the external environment, and social interaction, rather than top-down planning. The role of managers is to identify emerging order rather than direct it.
Your Grid for Week 6 assignmentNutchanart PonimChange Plan GridTo.docxdanielfoster65629
Your Grid for Week 6 assignmentNutchanart PonimChange Plan GridTopicFrequency or timelineStakeholders/AudiencePurpose or rationaleCommunicatorMessageAuthorDelivery methodmeasureCommunicating ChangeRegularlyworkersto adjust to changemanagementchangeHRemail and meetingsobservationCommunicating Changeupdate them whenever there is changecustomerinform of new productsmanagement,workers and agentsimproved products and servicesCEOadvertisements and agentsinterview and questionaireCommunicating Changeupdate them whenever there is changepublicinform them of change and new productsmanagement,workers and agentschange and improved servicesCEOadvertisement,agents and workersinterview and questionaireCommunicating Changewhen there is a changeagentsto adress the new change in their operationmanagement and workersinform ofchange in organizationHRemail, meetings, conferencesinquiryCommunicating Changewhen there is chage to be adressedManagement and leadershipto impress new positive changeworkers,agents, customers and publicimpress new positive changeHRone on one, meetings etcchange in management strategyCommunicating Changeupdate them whenever there is changeGovernmentso that they know of change and keep standardsmanagement,agentschangeCEOemail, seminers, meetings,agentsobservationCommunicating Changeupdate them whenever there is changePatnersto know and enable the intergrate the changemanagement,agentschangeCEOemail, seminers, meetings,agentsobservation
DefinitionsTopic What is the topic of the communication? (A "re" statement)FrequencyHow often will this message go out? Regularly? Will there be updated versions? Once?AudienceWho will get this message? Why?PurposeWhat is the goal of the communication - what should it achieve?CommunicatorWho is going to actually have their name/voice on this communication?MessageWhat is the foundation of the message? Key points listed.AuthorWho is going to write the communication? (Use the name of the officer/change agent, for example, the CIO, CFO, CEO or the "CA" (change agent), HR Director, etc.) You don't actually write a person's nameDeliveryHow will the message be delivered and why that method? (i.e. email/phone conference/in person, etc.)MeasureHow will you measure or determine if the message successfully conveyed the information?
Sheet3
Running head:Part 2
Part 2 3
Part 2
Course
Lecturer
Institution
City, State
Date of submission
When communicating with the workers, it is important to pay attention to the strategy so as to ensure that the communication is in line with the mission and goals to be achieved. To ensure that the changes to be addressed and goals aimed at are well defined and expressed to the workers and other members.
When communicating, it is important to target the specific audience that you want to send or pass the information to. If its workers, the mode of communication should be able to influence their spirit and eventually this will be transferred to target market. The message shoul.
This document summarizes findings from a study of over 12,000 C-suite executives from around the world. It finds that industry incumbents, rather than new entrants, are now seen as the leading drivers of disruption in most industries. While some predicted widespread disruption from digital technologies, the C-suites report more stability and less urgency to transform. The document identifies three archetypes of organizations - Reinventors, Practitioners, and Aspirations - based on their stage of digital reinvention. Reinventors are outperforming peers and see opportunities in ecosystems and partnerships. Many organizations are looking to platform business models. Disruption is ongoing but incumbents have strengthened their ability to transform themselves.
Strategy implementation challenges in albanian organizationsAlexander Decker
This document summarizes a study on strategy implementation challenges faced by Albanian organizations. It provides background on the economy and business environment in Albania. Key points include:
30
European Journal of Business and Management
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.5, No.28, 2013
www.iiste.org
1) Small and medium enterprises dominate the Albanian economy, though a small number of large enterprises employ nearly half of workers and generate most turnover and investments.
2) Strategic management was rarely used under the previous centralized system but is now important for companies to adapt to the new competitive environment.
This document introduces the Value Driver Model as a tool for companies to communicate the business value of sustainability to investors. The model focuses on measuring the impact of sustainability on three key value drivers: 1) Sustainability-advantaged growth (S/G), which measures revenue from sustainable products/services. 2) Sustainability-driven productivity (S/P), which measures cost savings from sustainability initiatives. 3) Sustainability-related risk management (S/R), which measures performance on sustainability risks. The goal is to quantify how sustainable business strategies impact financial results like revenues and costs. Case studies show some companies already using this approach successfully.
The document introduces the concept of integrated performance management (IPM), which aims to address financial, social, and environmental aspects of business performance equally. IPM follows a plan-do-check-act management cycle to develop strategy, implement key performance indicators, monitor progress, and use results to improve decisions. Companies are moving to IPM to comply with regulations, manage risks, meet investor demands, and attract employees. The document analyzes IPM practices at 16 major companies and defines key concepts like business value, materiality, and methodology.
This document introduces the THRIVE framework and Sustainability Performance Scorecard tool to help businesses transition towards sustainability. The framework provides a standardized platform and scorecard to publicly rank companies' sustainability performance based on their business models and strategies. It is intended to move companies from simply disclosing sustainability information to being more transparently exposed, and help business leaders compete to improve sustainability. The tools are designed using a systems thinking approach and draw on case studies and data sources to evaluate performance against science-based sustainability targets in a context-based way.
The document discusses 7 best practices for sustainability that have helped organizations stay at the leading edge. These practices include: 1) setting sustainability goals and measuring success, 2) stakeholder engagement, 3) sustainability issues mapping, 4) sustainability management systems, 5) product life cycle assessment and design, 6) sustainability reporting, and 7) integrating sustainability into brands. It argues that while sustainability can generate revenue and reduce costs, most organizations are not taking full advantage of these tools and should prioritize implementing as many of these practices as possible to improve.
The document discusses a Market Responsiveness Index (MRI) that assesses an organization's culture and capacity to be market-driven. The MRI is a 35-item survey that measures 7 factors related to customer insight, competitor analysis, collaboration, and strategic alignment. It has been tested on over 50 companies and proven to predict financial metrics like revenue, profits, and growth. The MRI provides benchmarking and recommendations to help organizations transform their culture and drive better business outcomes.
A Comparative Analysis Of Strategies And Business Models Of Dell Inc. And Hew...Yasmine Anino
Dell and HP are compared in the document. Both companies specialize in IT and Dell is the market leader while HP is the market challenger. The strategies and business models of Dell and HP are analyzed. While their strategies are similar, any small mistake by Dell could allow HP to become the new market leader. The document provides background on both companies and compares their strategies and business models.
1) Companies are looking beyond their core business to achieve growth through new areas that account for 42% of revenues by 2020.
2) Top innovators obtain a higher percentage of revenues from new products/services and break even faster than competitors. However, it is becoming increasingly difficult to stay ahead.
3) A framework called the Growth Accelerator Program helps companies create a shared vision for growth, find new growth opportunities, and deliver growth through roadmaps, pilots, and ensuring the right organization and culture.
Agility boosts performance: Guide for your agile transformation journeySebastian Olbert
ORGANIZATIONAL AGILITY AS A COMPETITIVE FACTOR
The Agile Performer Index
In the Agile Performer Index, goetzpartners and the NEOMA Business School clearly demonstrate the correlation between agility and entrepreneurial success. The more agile the company, the better it performs financially. The purpose of the study was to investigate what agility can really do for organizations. Is it just a temporary trend? With the right methodology, can agility deliver sustainable success?
Resulting from a broad survey among 285 leading European companies, the Agile Performer Index documents that agility programs are a suitable way for organizations to achieve lasting performance and competitive advantage.
Selected key findings:
Agile companies perform ~ 2.7 times better than non-agile companies
CxOs rate their company’s agility higher than do middle managers.
Sector check: Digital maturity doesn’t guarantee agility
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
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.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
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The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
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- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
1. Re-integration,
not re-invention
THRIVE platform and Sustainability Performance
Scorecard (SPS) combines the approach, knowledge
and methods that the best available science shows us
is necessary for a prosperous future. It sets the stage
for backcasting from first principles, achieving targets
within global thresholds and allocations.
Multi-capital and values-
driven, is it designed for
those enterprises who
want to get things done.
THRIVE’s usefulness
comes from its inherent
ability to show
performance in real time
across all material topics.
Both GRI Standard and
SDGs are supported.
THRIVE SPS assesses
global impacts, within
context, and thus
facilitating enterprises to
keep a finger on the pulse of
their sustainability performance based on actual
metrics relative to their sector, their region or
worldwide, and commensurate to past performance.
Ciambella Visualizations
Dynamic Ciambella Charts provide an instant visual
way to compare enterprise performance. Together
with interactive dashboard levers and controls, it
provides business analyst, researchers and
government groups the ability to examine trends,
and dissect and drill-down on results. Consumers
may vote with their wallets to reward and encourage
competition among enterprises relative to the
corporate sustainability performance.
Government and lobby groups may use the
predictive features to assess the implication of tariffs,
taxes, incentives and subsidies on various proposed
regulatory measures. Such foresight mitigates risk
within the circular economy and accelerates change
for the prosperity of all life forms on Earth.
Public, open platform
Solving the most important problem of our time,
within a finite planet, will require more than just
motivation. Innovative product, processes and
business models have shown the greatest
opportunity for success. Being able to scientifically
evaluate the corporate sustainability performance of
an enterprise vis-à-vis its business strategy or
business model will provide the necessary insight for
progress.
THRIVE assesses the strong sustainability
performance of enterprises, using an open public
platform by measuring what matters most as derived
from science-based targets.
Measuring what matters
most
Business leaders understand they cannot manage
what they do not measure. However, often
overlooked, is whether they are measuring what
matters most. THRIVE SPS tool ensures a
comprehensive, integrated and comparative
approach is used, thus addressing wicked
transdisciplinary challenges and providing a pathway
to implementing the backcasting approach.
THRIVE sustainability performance scorecard tool:
Empowering
society to flourish!
We live in an economy where
we privatize gains, socialize
losses and underprice risk.
Thomas L Friedman
For more information and free registration, visit http://strive2thrive.earth v2.2
2. Multi-
capital
A
Linear to
Circular
EconomyValues-
based
innovation Strong
vs weak
sustain-
ability
Context-
based
metrics
Science-
based
targets
Integral
reporting
Boundary
/Business
Model
Complex
wicked
problems
Finite
resources
Trans-
disciplinary/
Systems
Thinking
Materiality
Multi-capital based
(McElroy & Thomas 2015; IIRC 2018)
Trans-disciplinary / Systems Thinking
(Ludeke-Freund 2016; Williams et al. 2017; Ackoff 1971)
Context-based metrics
(McElroy 2013; Eccles 2018; Haffar & Searcy 2018)
Boundary/Unit of Analysis (Business Model)
(UNEP 2017; Evans et al. 2017; Zott et al. 2011)
Science-based targets (thresholds & allocations)
(Lydenberg et al. 2010; Baue & Thurm 2018)
Linear to Circular Economy (biomimicry)
(Geissdoerfer et al. 2017; Ellen McArthur Foundation 2013)
Values-based business model innovation
(Breuer et al. 2017; Schaltegger et al. 2015)
Strong vs weak sustainability (greenwashing)
(Upward & Jones 2016; Najam et al. 2000)
Complex wicked problems
(Breuer & Ludeke-Freund 2017; Foss & Saebi 2018)
Materiality
(UNEP 2015; Eccles 2012; Lai et al. 2017; Sironen et al. 2014)
Integral reporting
(Eccles et al. 2018; Elkington 2018; Thurm 2016)
Finite resources (planetary boundaries)
(Rockstrom 2009; Steffen et al. 2015; Raworth 2012)
The Holistic Regenerative
Innovative Value Enterprise
(THRIVE)
THRIVE open platform assesses the strong
sustainability performance of enterprises in
relation to their business model at the meso
scale. Employing a holistic top-down, systems
thinking perspective, based on the best available
science (Focus Factors), and guided by first
principles, it tabulates and can instantly display
at a glance with Ciambella Charts the corporate
sustainability performance of an enterprise
within a sector, region or worldwide and year-
on-year. THRIVE adopts an open source
methodology, based on the framework for
strategic sustainable development (FSSD), and
thus able to address wicked problems
supporting context-based metrics and global
thresholds and allocations, enabling enterprises
to monitor their performance against targets
within planetary boundaries, using backcasting
techniques. THRIVE sustainability performance
tool ensures enterprises are uniformly, fairly and
comparatively assessed, thereby encouraging
competition amongst them to do good to do well
for peaceful partnerships for people, planet,
profit with purpose and prosperity.
For more information visit and register for free
at http://www.strive2thrive.earth.
Morris D Fedeli, the author of THRIVE, is a pracademic at
USQ, Australia, with thirty years’ experience in the
application of new emerging innovative business models
and technologies. His research interest and passion are in
sustainable business innovation strategies for a prosperous
society. He publishes and presents regularly around the
world. Connect with him at Linkedin and on ResearchGate.
Source: Focus Factors, Assessing the corporate sustainability
performance of organizational business models (Fedeli 2018)
.
3. Assailing the seven C’s:
Creature, Company,
County, City, Country,
Continent, and Climate
Ciambella Charts allows for the quick top-level visual
comparison between the sustainability performance
of enterprises at stratified levels of granularity such
as city or continent-wide. Furthermore, comparisons
may be within industry sector or longitudinally across
years.
Invoking the precautionary principle, taking a strong
sustainability stance, based on the framework for
strategic sustainable development (FSSD), Ciambella
Charts invite non-substitution and thus disallow the
robbing of Charlie to pay Cathy. Whether discovering
an enterprises commitment to gender equality,
renewable energy, becoming carbon neutral or
fighting the climate crisis, Ciambella Charts are
unique as they provide instant comparison at a
glance as to where an enterprise is succeeding or
failing in its mission towards sustainability together
with its identified strategy or business model.
This first-principled approach, incorporates
backcasting targets, placing enterprises on the
trajectory towards sustainability with the
sustainability performance index (SPI) providing a
context-based assessment of an enterprises’ impact.
Ciambella charts represent the utility of resources
together with global thresholds and allocations with
enterprise impacts shown by material topic based on
the GRI standard or UN SDGs.
Specifically, Ciambella Charts show resource
allocation, inner and outer thresholds, impact and a
sustainability performance indicator for each
relevant material topic as well as an overall
sustainability performance score (SPS) for each
enterprise on an ongoing basis. A stratified approach
allows to dissect performance at several scales from
the nano to the macro – for example at the company,
city, country level, or worldwide.
One can chose which material topics are being
evaluated from popular taxonomies such as the
Global Reporting Initiative (GRI) or Sustainable
Development Goals (SDG) alongside an enterprise’s
set of business models.
Additionally, weights may be manipulated to
simulate the effects of changes in taxation,
legislation, regulations or the impact of incentives.
Negative weights are also useful to encourage
enterprises to act in a desired way.
Ciambella charts serve as an easy to use, instant
visual aid, displaying normalized sustainability
performance measures in conjunction with
selectable and scalable colour coded material topics
and business model. The THRIVE SPS tool
incorporates levers allowing one to produce and
capture a customized chart to suit their needs for
insertion in reports, presentations and other
publications.
For more information and free registration, visit http://strive2thrive.earth v2.2