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Sustainability: A Competitive Advantage

Sustainability: A Competitive Advantage. Kenneth George, MBA, MSAM Concordia University Irvine kenneth.george@ cui.edu 909-576-8375. Opportunity with Sustainability. “Every single social and global issue of our day is a business opportunity in disguise”

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Sustainability: A Competitive Advantage

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  1. Sustainability: A Competitive Advantage

    Kenneth George, MBA, MSAM Concordia University Irvine kenneth.george@cui.edu 909-576-8375
  2. Opportunity with Sustainability “Every single social and global issue of our day is a business opportunity in disguise” Peter F. Drucker – Concept of the Corporation “You cannot manage other people unless you manage yourself first.” Peter F. Drucker – The Effective Executive
  3. Sustainability Business with Balance Corporate Social Responsibility Sustainability is Business Strategy 2013 – 80% of CEO say sustainability is a critical to competitive advantage 2003 – 25% Source: SVP Survey (2003); MIT SMR and Boston Consulting (2011): UNGC – Accenture (2013)
  4. Sustainability as Value Creation Source: Laszlo, C (2008) Sustainable Value, Standard University Press
  5. Midsize Private Company Gojo - Private family business Inventors of Purell
  6. Mid-Size Private Company $300 Million Sales Industrial Sands Launched 2005 40% Annual Growth
  7. Tennant – Chemical Free Cleaning Company Public Traded Company
  8. Walmart - Mission FORTUNE GLOBAL TWO COMPANY "We save people money so they can live better." “If we work together, we’ll lower the cost of living for everyone…we’ll give the world an opportunity to see what it’s like to save and have a better life.” Difference they can make
  9. Does Vision and Mission Fit Connection Why does mission care? Why does a vision matter? Frontline employees Partnerships
  10. How to think BIG
  11. Paint a new future Chose any product, service or organization What is the business strategy? How can it differentiate itself in ways that good for business and society?
  12. S&P 500 Market Value 1975 83% of the stock price was based on tangible assets 2009 19% of the stock price was based on tangible assets Stocks today are based off intangible assets Source: MIT SMR and Boston Consulting (2010)
  13. What future do you want? Sustainability Today Sustainability in the future Sustainability Tomorrow Embedded Strategies Radical Innovation Net Positive Impact Socially inclusive Scaling system change
  14. Funny Ways to Sustainability
  15. Incremental to Radical Incremental change to radical innovation Doing less harm Increase profits
  16. The Next Competitors “The biggest threat for U.S. multinationals is not existing competitors… It is going to be emerging market competitors.” The Wall Street Journal : Source: MIT SMR and Boston Consulting (2014)
  17. Disruptive Innovation
  18. Source: National Geographic 2011 New Market Capability BOP Income > 12,200 Per Year $12,200 > Income > $4,000 Per Year $4,000 > Income > $1,000 Per Year Government and Non-Profits
  19. What is missing for business to be able to leverage sustainably for profit and world benefit? Source: Andrew Hoffman, Ross School of Business
  20. Insufficient but Change Wanted 67% of CEOs do not believe that business is doing enough to address global sustainability 2013 survey of 1,000 CEOs Sustainability is re-framed as flourishing Source: The UN Global Compact-Accenture CEO Study on Sustainability, (2013)
  21. Next - Personal Flourishing Centers on the basic feeling of being connected with one’s complete self, others, and the world around you “Society needs a return to spiritual values – not to offsets the material but to make it fully productive” Drucker – Landmarks of Tomorrow 1959 Source: Based on research by Mitroff, I. and E. Denton, Sloan Management Review
  22. Reason for Being Well Being Being Well
  23. Connection People who experience a greater sense of connectedness to self- others and the world around them are more likely to incorporate care for others and for future generations.
  24. Flourishing Inspired every day to solve complex business problems that benefit society and the business Wisdom Workers Source: Laszlo, C. and J Brown, et al. Flourishing Enterprise
  25. Why Are We The Way We Are Mental Models What ones do we hold today? Which ones might enable flourishing? Source: Senge, Peter (1990), The fifth discipline
  26. Foundations in Spirituality To understand why we hold our mental models and to develop the capacity to change them we can turn to spirituality It reveals our deeper assumptions about the nature of reality
  27. Appreciative Management Appreciate “Best of what is” Imagine “What might be” Design “What should be” Create “What will be” Mission and value statement that you live by
  28. New Future Together Kenneth George, MBA, MSAM Concordia University Irvine kenneth.george@cui.edu 909-576-8375
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