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SUSTAINABILITY AND B-SCHOOLS: WHY SHOULD YOU CARE?

SUSTAINABILITY AND B-SCHOOLS: WHY SHOULD YOU CARE?. U Vic Gustavson Faculty September 12, 2012. bobwillard@sympatico.ca www.sustainabilityadvantage.com. BEYOND GREY PINSTRIPES.

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SUSTAINABILITY AND B-SCHOOLS: WHY SHOULD YOU CARE?

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  1. SUSTAINABILITY AND B-SCHOOLS: WHY SHOULD YOU CARE? U Vic Gustavson Faculty September 12, 2012 bobwillard@sympatico.ca www.sustainabilityadvantage.com

  2. BEYOND GREY PINSTRIPES Biennial survey and ranking of 149 B-schools on integration of social and environmental stewardship into curricula and research CriteriaAvailability of relevant courses (25%)Student exposure / Course time (25%)Relevant courses on for-profit impacts (25%)Faculty research (25%) Rankings (2011-2012) 1. Stanford (USA) 2. York (Canada) 3. IE Bus School (Spain) 4. Notre Dame (USA) 5. Yale (USA) 6. Northwestern (USA) 7. Michigan (USA) 8. Cornell (USA) 9. UC – Berkeley (USA) 10. GWU (USA) 24. UBC (Canada) 35. U Calgary (Canada)42. Concordia (Canada) http://www.beyondgreypinstripes.org/

  3. CORE SUSTAINABILITY CONCEPTS Intergenerational responsibility Systems thinking Socio-economic justice

  4. SOCIETAL SUSTAINABILITY QUALITY OF LIFE Social Economic Environmental

  5. CORPORATE SUSTAINABILITY TRIPLE BOTTOM LINE Equity Profits / Economy People / Planet / Environment

  6. CORPORATE SUSTAINABILITY ESG Governance Social Environmental

  7. CORPORATE SUSTAINABILITY GREEN +CSR Economic Social Environmental

  8. CORPORATE SUSTAINABILITY ASSET MANAGEMENT Financial / Manufactured Capital Human / Social Capital Natural Capital

  9. SUSTAINABILITY JOURNEY 5. PURPOSE & PASSION 4. INTEGRATED STRATEGY 3. Beyond Compliance 2. Compliance 1. Pre-Compliance

  10. “Over the last 10 years, the ‘Sustainability Imperative’ has emerged,magnified by escalating public and governmental concern about climate change, industrial pollution, food safety, andnatural resource depletion, among other issues.” David Lubin and Daniel Esty, HBR, May-June 2010

  11. “Why Sustainability Is Now the Key Driver of Innovation” “Sustainability should be a touchstone for all innovation …In the future, only companies that make sustainability a goal will achieve competitive advantage. That means rethinking business models as well as products, technologies, and processes.” Nidumolu, Prahalad, and Rangaswami, HBR Sept.-Oct. 2009

  12. “Capitalism is under siege … The purpose of a business must be redefined around creating shared value (CSV)… How to reinvent capitalism—and unleash a wave of innovation and growth” Michael Porter and Daniel Kramer, HBR, Jan-Feb 2011

  13. CEO MINDSET IS SHIFTING UN Global Compact and Accenture study, survey of 766 worldwide CEOs, June 2010

  14. STAKEHOLDERS INFLUENCE CEOs UN Global Compact and Accenture study, survey of 766 worldwide CEOs, June 2010

  15. CEOs’ SUSTAINABILITY DRIVERS UN Global Compact and Accenture study, survey of 766 worldwide CEOs, June 2010

  16. STRATEGIES VS. ANOTHER GOAL Profit Share price Growth Revenue Market share Expenses Talent wars Productivity Innovation Brand imageQuality Compliance Supply security “SUSTAINABILITY” SUSTAINABILITY STRATEGIES

  17. MORE COMPELLING BUSINESS CASE Opportunities Income Statement Risks Revenue 1. Increased revenue 9% 2. Reduced energy 75% 3. Reduced waste 20% Reduced revenue and increased expenses Expenses Reduced materials 10% Increased productivity 2% Reduced turnover 25% SUSTAINABILITY CAPITAL RESERVE +51 to +81% PROFIT -16 to -36%

  18. Potential profit increase 51% 81% Potential profit at risk -16% -36%

  19. IN SUMMARY … SUSTAINABILITY IS $MART BUSINESS “The possibility that sustainable enterprises will flourish forever.”

  20. CLOSE TO “TIPPING POINT?” 5. PURPOSE & PASSION 20% 4. INTEGRATED STRATEGY 3. Beyond Compliance 2. Compliance 1. Pre-Compliance

  21. SURVEY SAYS … Based on survey of 1,251 companies, in UN Global Compact Annual Review 2010

  22. SUSTAINABILITY AT TIPPING POINT? • 70% say that sustainability was on the management agenda in 2011, and will stay there permanently. • 67% said that sustainability-related strategies are necessary to stay competitive. • 24% are “Embracers” … the Tipping Point? MIT Sloan and the Boston Consulting, “2011 Sustainability & Innovation Global Executive Study and Research Project,” Jan. 2012. Surveyed 4,000 managers from 113 countries.

  23. “EMBRACERS” MIT Sloan and the Boston Consulting Group,survey of 3,000 worldwide executives in 2010, “Sustainability: The ‘Embracers’ Seize Advantage,” Feb. 2011

  24. SUSTAINABILITY AND B-SCHOOLS: WHY SHOULD YOU CARE? U Vic Gustavson Faculty September 12, 2012 bobwillard@sympatico.ca www.sustainabilityadvantage.com

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