Download PDF by Michael Rosenberg: Strategy and Sustainability: A Hard-Nosed and Clear-Eyed

By Michael Rosenberg

ISBN-10: 1137501758

ISBN-13: 9781137501752

ISBN-10: 1349573345

ISBN-13: 9781349573349

ISBN-10: 1391441516

ISBN-13: 9781391441511

Business and environmental sustainability usually are not typical bedfellows. company is ready creating wealth; sustainability is ready maintaining the planet. company is measured in months and quarters; sustainability frequently calls for major brief time period bills to safe a occasionally doubtful long term profit. to a few activists, all executives are exploitative, egocentric “1 percenters”. to a few executives, all activists are irresponsible, unyielding extremists.

And but enticing with the difficulty isn’t non-compulsory – all companies should have a technique to house sustainability and, like every technique, this includes making choices.

Strategy and Sustainability encourages its readers to filter the noise and make these offerings in a hard-nosed and clear-eyed approach. Rosenberg’s nuanced and fact-based viewpoint acknowledges the complexity of the problems to hand and the strategic offerings companies needs to make. He blends the paintings of a few of the best educational thinkers within the box with sensible examples from various enterprise sectors and geographies and provides a framework with which Senior administration may have interaction with the subject, no longer (just) to avoid wasting the planet yet to fulfil their brief, medium, and long term obligations to shareholders and different stakeholders.<

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Additional info for Strategy and Sustainability: A Hard-Nosed and Clear-Eyed Approach to Environmental Sustainability for Business

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Paul Polman Unilever’s Paul Polman is a member of the initiative who stopped giving quarterly guidance to the financial press, which has changed the nature of the company’s shareholders by attracting the kind of capital that allows it to set bold, long-term, financial, and sustainability goals. He also changed Unilever’s internal compensation system to make sure his management team was focused on the ten-year goal of doubling the firm’s turnover and making it more sustainable. Polman began his career at Proctor & Gamble, and has also served in an executive capacity at Nestlé, and became CEO of Unilever in 2009.

4). B O X 1 . 4 S C E N A R I O P L A N N I N G Scenario planning has its roots in military strategy, with its use in business largely credited to Pierre Wack and his team at Shell. Back in the 1960s, Wack and his group developed a scenario for the future supply and demand for crude oil, indicating that there would be a shortage of supply in the mid 1970s due to the confluence of a number of disparate factors including rig counts, shipping capacity, refinery capacity, and other issues. While the scenario was reportedly considered unlikely, Shell nevertheless took steps to prepare for it and equipped its new refineries in Europe so that they could process heavier crude oil from Nigeria just in case.

History, which was briefly mentioned in Chapter 1. S. Steel had two units operating in Donora one of them was operating smelters to produce zinc and the other making wire. The zinc plant in particular produced toxic levels of fluoride gas. It seems that while residents had been complaining for years about the impact of the plant’s emissions on their health, property, and the surrounding vegetation, the company had always maintained that everything was safe while at the same time settling the odd lawsuit out of court.

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Strategy and Sustainability: A Hard-Nosed and Clear-Eyed Approach to Environmental Sustainability for Business by Michael Rosenberg

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