Acknowledgments
by Eric Olson, Peter A. Soyka, Kevin Wilhelm
Drive Growth Through Sustainable Business Practices (Collection)
- About This eBook
- Title Page
- Copyright Page
- Table of Contents
- Creating a Sustainable Organization: Approaches for Enhancing Corporate Value Through Sustainability
- Copyright Page
- Praise for Creating a Sustainable Organization
- Dedication Page
- Acknowledgments
- About the Author
- 1. Introduction
- 2. Background and Context
- What Is Sustainability, and Why Is It Important to Business?
- Why Sustainability Is and Will Remain Important to U.S. Corporations
- Where We’ve Been and What We’ve Learned
- What ESG/Sustainability Investing Is and Why You May Never Have Heard of It
- Major Factors, Actors, and Trends
- ES&G Concerns as Key Requirements and Determinants of Long-Term Business Success
- Implications for Sustainability Professionals and Others Working on Corporate Sustainability Issues
- Endnotes
- 3. ES&G Issues and How They Affect the Business Enterprise
- Environmental, Health and Safety, and Social Equity Laws and Regulations
- An Abridged History
- Corporate ES&G Obligations
- Legal Liability
- Stakeholder Expectations and Nonlegal Requirements
- Costs and Cost Structure
- Revenue Impacts
- Organizational Strength and Capability
- Business and Financial Risks
- Endnotes
- 4. Stakeholder Interests and Influences and the Social License to Operate
- 5. Managing ES&G Issues Within the Organization
- 6. Investors and the Power of Markets
- Market Theory and Underlying Assumptions
- Who Investors Are and What They Care About
- Size and Composition of U.S. Capital Markets
- Disclosure
- Institutional Investors and Fiduciary Duty
- Traditional and Emerging Security Evaluation Methods
- Socially Responsible Investing (SRI) and ES&G Investing
- ES&G Evaluation and Investing Methods
- Barriers to ES&G Investing
- International Situation and Trends
- Analysts, Rating Agencies, Data Providers, and Other Intermediaries
- Trends and Potential Game-Changers
- Summary and Implications
- Endnotes
- 7. The Financial Impact of Effective (or Ineffective) ES&G/Sustainability Management
- 8. Defining, Measuring, and Reporting ES&G Performance
- Why Performance Measurement and Reporting Are Crucial
- ES&G Data, Information, Knowledge, and Insight
- Major ES&G Data Types and Sources
- Creating Knowledge and Insight from Corporate and Industry ES&G Information
- Key Needs and Gaps
- Sustainability Reporting: Extent of Use
- Evaluation of Current ES&G Reporting Practices, Limitations, and Trends
- ES&G Research and Analysis Firms
- Potential Improvements
- Endnotes
- 9. Making It Happen in Your Organization
- References
- Index
- FT Press
- Making Sustainability Stick: The Blueprint for Successful Implementation
- Copyright Page
- Dedication Page
- Acknowledgments
- About the Author
- Introduction
- How to Use This Book
- 1. The Business Case
- 2. Defining Sustainability
- 3. Understanding Your Stakeholders and What Is Material to Them
- 4. Baselining Sustainability to Measure What Matters
- 5. Goals/Vision and Your Sustainability North Star
- 6. Management Support Is Essential
- 7. Understanding Change Management to Guide Implementation
- 8. Engaging Employees Around Sustainability
- 9. Systems, Decision Making, and Internal Alignment
- 10. Institutionalizing Sustainability
- 11. Communicating Sustainability Internally
- Individuals Interviewed for This Book
- Citations and Endnotes
- Index
- Better Green Business: Handbook for Environmentally Responsible and Profitable Business Practices
- Copyright Page
- Pearson employed a 100% green production method for the publication of this book
- Dedication Page
- Acknowledgments
- About the Author
- Preface
- Part I. Establish a Strategy and Transformation Plan
- 1. Driving Forces and Challenges That Organizations Face
- 2. Formulate Green Strategy to Complement Traditional Strategy
- 3. Green Strategy Supports Operational Improvements
- 4. Make Green Strategy Actionable with a Proven Approach
- 4.1. Use Leading Practices for Making Strategic Visions Actionable
- 4.2. Formulate Green Strategic Vision and Imperatives
- 4.3. Determine Enabling Green Business Capabilities
- 4.4. Establish Future-State Organization, Process, and Technology Needs
- 4.5. Describe Current State and Assess Gaps with Future State
- 4.6. Define and Prioritize Transformation Initiatives
- 4.7. Establish Transformation Roadmap and Future-State Blueprint
- 4.8. Manage Transformation, Measure Performance, and Sustain Improvements
- 4.9. Refresh at Regular Intervals
- 4.10. Ten Critical Success Factors for Transformation
- Part II. Apply Proven Transformation Methods
- Part III. Technology Innovations and Solutions
- Part IV. Conclusions
- Endnote References
- Index
Acknowledgments
I am thankful to Dr. Colin Harrison, David Lubowe, and Dr. R. Peter Williams of IBM for their thoughtful counsel throughout the conceptualization and writing of this book.
I am also thankful to the journals and contributing authors of the following articles for granting me permission to repurpose their content to use in this work:
• Dr. Eric G. Olson, “Business as Environmental Steward,” Journal of Business Strategy 30, no. 5 (2009): 4–13.
• Dr. Eric G. Olson, “Creating an Enterprise-Level ‘Green’ Strategy,” Journal of Business Strategy 29, no. 2 (2008): 22–30.
• Dr. Eric G. Olson and Niall Brady, “Green Sigma and the Technology of Transformation for Environmental Stewardship,” IBM Journal of Research and Development 53, no. 3 (2009).
• Dr. Ching-Hua Chen-Ritzo, Dr. Colin Harrison, Jurij R. Paraszczak, and Dr. Francis N. Parr, “Instrumenting the Planet,” IBM Journal of Research and Development 53, no. 3 (2009).
Finally, I am thankful to all the professionals across many organizations whose work has influenced the writing of this book.
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