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A pragmatic new business model for sustainability that outlines eight steps that range from exploring a mission to promoting innovation; with case studies. Many recent books make the case for businesses to become more sustainable, but few explain the specifics. In this book, Francisco Szekely and Zahir Dossa offer a pragmatic new business model for sustainability that extends beyond the traditional framework of the triple bottom line, describing eight steps that range from exploring a vision and establishing a strategy to implementing the strategy and promoting innovation. Szekely and Dossa argue that businesses and organizations need to move away from the business case for sustainability toward a sustainable business model. That is, businesses should go beyond the usual short-term focus on minimizing harm while maximizing profits. Instead, businesses on the path to sustainability should, from the start, focus on addressing a societal need and view profitability not as an end but as a means to support the sustainable organization. Szekely and Dossa explore key problems organizations face when pursuing a sustainability agenda. Each chapter presents one of the eight steps, describes a business dilemma for sustainability, provides a theoretically grounded strategic framework, offers case studies that illustrate the dilemma, and summarizes key findings; the case studies draw on the experiences of such companies as Tesla Motors, Patagonia, TOMs, and Panera. The book emphasizes leadership, arguing that leaders who question the status quo, inspire others, and take risks are essential for achieving sustainable business practices.
A pragmatic new business model for sustainability that outlines eight steps that range from exploring a mission to promoting innovation; with case studies. Many recent books make the case for businesses to become more sustainable, but few explain the specifics. In this book, Francisco Szekely and Zahir Dossa offer a pragmatic new business model for sustainability that extends beyond the traditional framework of the triple bottom line, describing eight steps that range from exploring a vision and establishing a strategy to implementing the strategy and promoting innovation. Szekely and Dossa argue that businesses and organizations need to move away from the business case for sustainability toward a sustainable business model. That is, businesses should go beyond the usual short-term focus on minimizing harm while maximizing profits. Instead, businesses on the path to sustainability should, from the start, focus on addressing a societal need and view profitability not as an end but as a means to support the sustainable organization. Szekely and Dossa explore key problems organizations face when pursuing a sustainability agenda. Each chapter presents one of the eight steps, describes a business dilemma for sustainability, provides a theoretically grounded strategic framework, offers case studies that illustrate the dilemma, and summarizes key findings; the case studies draw on the experiences of such companies as Tesla Motors, Patagonia, TOMs, and Panera. The book emphasizes leadership, arguing that leaders who question the status quo, inspire others, and take risks are essential for achieving sustainable business practices.
The Triple Bottom Line is the groundbreaking book that charts the rise of sustainability within the business world and shows how and why financial success increasingly goes hand in hand with social and environmental achievement. Andrew Savitz chronicles both the real problems that companies face and the innovative solutions that can come from sustainability. His is a hard-line approach to bottom-line fundamentals that is re-making companies around the globe.
'The Triple Bottom Line' - which delivers simultaneous social, financial and environmental benefits - is a rallying cry for business sustainability. This text examines the implications of the idea, showing what has already been achieved.
HR Professional's guide to creating a strategically sustainable organization Employees are central to creating sustainable organizations, yet they are left on the sidelines in most sustainability initiatives along with the HR professionals who should be helping to engage and energize them. This book shows business leaders and HR professionals how to: motivate employees to create economic, environmental and social value; facilitate necessary culture, strategic and organizational change; embed sustainability into the employee lifecycle; and strengthen existing capabilities and develop new ones necessary to support the transformation to sustainability. Talent, Transformation, and the Triple Bottom Line also demonstrates how leading companies are using sustainability to strengthen core HR functions: to win the war for talent, to motivate and empower employees, to increase productivity, and to enliven traditional HR-related efforts such as diversity, health and wellness, community involvement and volunteerism. In combination, these powerful benefits can help drive business growth, performance, and results. The book offers strategies, policies, tools and specific action steps that business leaders and HR professionals can use to get into the sustainability game or enhance their efforts dramatically Andrew Savitz is an expert in sustainability and has worked extensively with many organizations on sustainability strategy and implementation; he and Karl Weber wrote The Triple Bottom Line, one of the most successful books in the field Published in partnership with SHRM and with the cooperation of the World Business Council for Sustainable Development Forward by Edward Lawler III This book fills a gaping hole in both the HR and sustainability literature by educating HR professionals about sustainability, sustainability professionals about HR, and business leaders about how to marry the two to accelerate progress on both fronts.
Maximizing the Triple Bottom Line through Spiritual Leadership draws on the emerging fields of workplace spirituality and spiritual leadership to teach leaders and their constituencies how to develop business models that address issues of ethical leadership, employee well-being, sustainability, and social responsibility without sacrificing profitability, growth, and other metrics of performance excellence. While this text identifies and discusses the characteristics necessary to be a leader, its major focus is on leadership—engaging stakeholders and enabling groups of people to work together in the most meaningful ways. The authors offer real-world examples of for-profit and non-profit organizations that have spiritual leaders and which have implemented organizational spiritual leadership. These cases are based on over ten years of research, supported by the International Institute of Spiritual Leadership, that demonstrates the value of the Spiritual Leadership Balanced Scorecard Business Model presented in the book. "Pracademic" in its orientation, the book presents a general process and tools for implementing the model.
Based on first-hand experience with companies such as Volvo, BP, Proctor and Gamble, ICI and Fuji Xerox, Elkington defines the triple bottom line of 21st century business as profit, environmental sustainability and social responsibility.
Discover a new way of thinking about leadership – learn how anyone, at any level of an organization, can be a leader. Today’s business, political, and not-for-profit worlds are plagued by a leadership disease – the overly simplistic view of leadership as something that resides in one person, or a few people, who influence lower-level subordinates. This wrong-headed view of leadership is dangerous – it fosters corruption, abuse of power, and the waste of human talent. Twisted Leadership offers a cure for this leadership disease. The book shows you that leadership is a dynamic, complex social process, not just a role occupied by an individual at the top. You’ll learn how to combine four practical strategies – self, super, shared, and socially responsible leadership – to create a new kind leadership that can be exchanged among all members of an organization based on the context, goals, knowledge, experience, or general needs of everyone involved. It’s the ultimate cure for the leadership disease. Learn: How the leadership disease was originally contracted what damage it can do Why today’s common approaches to leadership practice aren’t good enough How to view leadership as a process, not just a role How to use the four strategies of twisted leadership to treat the disease The book concludes with prescriptions to facilitate sustainable twisted leadership. You’ll discover how the lines between leaders and followers (who often know more and are in a better position to exercise leadership over themselves and others at key points in work processes) have become blurred. And after reading this book, you’ll see that a new kind of leadership has arrived, just in time.