Sustainable business development: inventing the future through strategy, innovation, and leadership
Gespeichert in:
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| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Cambridge [u.a.]
Cambridge Univ. Press
2006
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| Ausgabe: | 1. publ. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Hier auch später erschienene, unveränderte Nachdrucke |
| Beschreibung: | XXV, 735 S. graph. Darst. |
| ISBN: | 9780521862783 0521862787 9780521148436 |
Internformat
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| 100 | 1 | |a Rainey, David L. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Sustainable business development |b inventing the future through strategy, innovation, and leadership |c David L. Rainey |
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| 650 | 4 | |a Management - Soziale Verantwortung - Unternehmensentwicklung - Nachhaltige Entwicklung | |
| 650 | 4 | |a Strategisches Management / Innovationsmanagement / Umweltmanagement / Lebenszyklus / Nachhaltige Entwicklung / Theorie | |
| 650 | 4 | |a Umwelt | |
| 650 | 4 | |a Corporations |x Environmental aspects |v Case studies | |
| 650 | 4 | |a Industrial management |x Environmental aspects | |
| 650 | 4 | |a Social responsibility of business | |
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Datensatz im Suchindex
| _version_ | 1804135614231085056 |
|---|---|
| adam_text | Contents
List of figures page xii
List of tables xvi
List of boxes xix
List of abbreviations xxi
Acknowledgments xxvi
Introduction 1
The coming of age of sustainable business development 1
Philosophy and purpose of the book 5
Notes 8
References 8
Part I Enterprise thinking, the driving forces of change,
and leadership
1 Sustainable business development: overview
and guiding principles 13
Introduction 13
The framework of the book ] 8
A brief history of environmental management ] 9
The underpinnings of SBD 28
Developing an SBD program 43
An SBD perspective on innovation management 51
Overview of LCT and LCA 62
Summary 64
Supplementary material 66
Notes 67
References 69
vHi Contents
2 Enterprise thinking and the strategic logic of strategic business
development 72
Introduction 72
Enterprise thinking and management 74
An enterprise management model 88
The value proposition: the essence of SBD 97
The strategic process for inventing the future 109
The strategic logic for SBD 131
Risk mitigation 138
Summary 142
Supplementary material 144
Notes 145
References 148
3 Crafting sustainable business strategies and solutions 150
Introduction 150
The linkages between analytical models and business models 153
Determining strategies for SBD 180
Performance evaluation system 196
Summary 208
Supplementary material 210
Notes 211
References 212
4 The driving forces of social , economic , and
environmental related change 213
Introduction 213
Understanding the implications of the business environment 215
The analytical process for understanding the business environment 218
Social, political, and regulatory milieus 228
Primary economic considerations 238
Environmental considerations and implications 255
Summary 264
Supplementary material 266
Notes 267
References 269
5 The driving forces of markets and stakeholders connectedness 270
Introduction 270
h . ;;. ¦ Contents
Understanding the implications of market forces 271
Understanding stakeholder expectations 285
Sustainable marketing and corporate reporting 293
Connecting to supporting entities 314
Summary 330
Supplementary material 332
Notes 333
References 335
6 Crafting a sustainable enterprise through leadership
and capabilities 336
Introduction 336
Leadership constructs for creating a sustainable enterprise 339
A dynamic view of core competencies and core capabilities 349
Managing change across the enterprise using cross functional
and cross company integration 361
Cultural aspects of organizational dynamics and the agile enterprise 367
Summary 375
Supplementary material 376
Notes 377
References 379
Part II Innovation management, life cycle considerations,
and insights
7 Sustainable technology management and development 385
Introduction 385
Strategic technology management 387
A generalized construct for managing technological change 401
Technological forecasting and assessment 412
Strategies for radical technological innovation, technological
innovation, and product and process innovation 416
Radical technological innovation 424
Technological innovation 430
Product and process innovation 438
Summary 439
Supplementary material 440
x * Contents
Notes 441
References 443
8 Crafting and implementing sustainable business development
programs 444
Introduction 444
Selecting SBD innovation programs 446
Managing improvement programs 465
Development program management 473
Summary 503
Supplementary material 504
Notes 505
References 506
9 Life cycle thinking and framework 507
Introduction 507
Improving performance through LCT 509
Systems integration and LCT 514
LCT at the product delivery level 518
Design and development principles based on LCT 522
Creating a life cycle framework 529
Analytical research frameworks: the precursors to LCA 545
Summary 548
Supplementary material 550
Notes 550
References 551
10 Formulation of life cycle assessment: initiation and inventory
assessment 552
Introduction 552
The LCA construct 554
The contextual implications of LCA 560
The LCA framework 563
The initiation 570
Inventory assessment 586
Deploying inventory assessment 601
Summary 602
Supplementary material 603
xi Contents
Notes 604
References 605
11 Implementation of life cycle assessment: impact and
improvement assessments 606
Introduction 606
Impact assessment 607
Improvement assessment 629
LCA and program evaluation 634
Summary 644
Supplementary material 645
Notes 646
References 646
12 Inventing the future through enterprise thinking and
sustainable business development 647
Introduction 647
Inventing the future through positive relationships 649
Maximizing value for customers, stakeholders, and constituencies 655
The implications of enterprise thinking and SBD 670
Learning from leading edge, global corporations 677
Concluding comments 680
Notes 687
References 688
Glossary 690
Select bibliography 718
Index 722
Figures
1.1 General framework of SBD: inventing the future
through strategy, innovation, and leadership page 20
1.2 A simplified pathway to SBD 23
1.3 A hypothetical view of the transformation to SBD 32
1.4 An overview of the linkages between SBD and
sustainability 35
1.5 A simplified view of SBD and its precursors and
embedded constructs 65
2.1 A simplified view of the extended enterprise 79
2.2 The embedded management systems of sustainable
enterprise management 81
2.3 The enterprise management model 89
2.4 The primary dimensions: the value system plus 91
2.5 The secondary dimensions: external structure 92
2.6 The industry dimension: industry structure 94
2B. 1 New Nokia business group structure 95
2.7 The value equation from an enterprise perspective 102
2.8 The Circle for inventing the future : the strategic
process for leading change using SBD 110
2.9 Integrated perspective for SBD objectives 125
2B.2 Siemens and innovation 128
3.1 A simplified framework of the strategic implications of
leading change 151
3.2 The four main elements of the strategic management
process 154
3.3 Analytical models and business models 158
3.4 Computational framework for process analysis 165
3.5 The solution matrix based on value creation 178
3.6 Strategic management process for analyzing/selecting
SBD programs 209
i^ ti Sv List of fi9ures
4.1 The interrelationships between the underlying
driving forces 217
4.2 A simplified framework for analysis of the business
environment 222
4.3 The social dimensions of a corporation 229
4.4 Traditional model of supply and demand structures 241
4.5 SBD model of supply and demand structures 242
4.6 Elements and perspectives of cost structures 244
4.7 Selected direct, indirect, hidden, external, and publicly
imposed costs from cradle to grave 251
4.8 The circle of causes and effects, and impacts and
consequences 261
4.9 The social, economic, and environmental factors of a
sustainable future 266
5.1 Translating needs and wants into requirements and
specifications 278
5.2 A simplified process for developing overarching themes
and messages 301
5.3 GRI reporting principles 307
5B.1 P G: key perspectives 313
5B.2 The ARTE21 roadmap 320
5.4 The EMS with integrated reverse logistics 326
5B.3 Xerox equipment recovery and parts reuse/recycle process 329
6.1 The interrelated nature of leadership constructs 338
6.2 Selected key processes for advancing SBD, leadership,
and capabilities 345
6.3 The transformation to the dynamic world of learning
and new capabilities 351
6.4 Linking capabilities across time 354
6.5 Enterprise wide model of cross functional integration 363
6.6 Leonard Barton s susceptibility of core rigidity
dimensions to change 368
7.1 An overview of strategic technology management 388
7.2 The technology portfolio of intellectual capital and
property 392
7.3 A generalized life cycle of technological change 396
7.4 Technological evolution: slow change versus rapid
change 398
7.5 Types of development projects 400
XJV ;. :, . List of figures
7.6 A graphic view of evolutionary, quantum, and
radical change 405
7.7 A simplified normative framework for technological
assessment 413
7.8 Relationship matrix of technology and development
strategies 418
7.9 The nested hierarchy of innovation and integration 423
7.10 The dynamics of radical technological innovation 429
7.11 Select examples of technological fusion 433
7.12 The convergence of balanced technological and product
attributes 440
8.1 Strategic fit of innovation program types 446
8.2 Simplified perspective for examining viable candidates 452
8.3 The Sanderson and Uzumeri model of development
program choices 454
8.4 Selection process for SBD programs 458
8.5 Program screening process 461
8.6 Main configurations of improvement and development
programs 464
8.7 The DMAIC process: define, measure, analyze, improve,
and control 467
8.8 The five phase DMADV Six Sigma methodology 470
8.9 Embedding DFS with IPD 474
8.10 Concept assessment with life cycle considerations 477
8.11 Primary elements of the design process 483
8.12 Relationships between new technology development
elements and the business environment 487
8.13 Simplified technology development process 488
8B.1 Canon s Product Environmental Information System 502
9.1 The strategic logic of LCT at the senior management level 510
9.2 Systems integration of the essential constructs of the
enterprise 515
9.3 SETAC s life cycle inventory analysis 518
9.4 Traditional scope of considerations for managing the
implications of waste 519
9.5 Product delivery system based on life cycle considerations 521
9.6 NPD and LCT 523
9.7 Simplified life cycle framework 530
9.8 Categories of critical LCT concerns 532
«•;; . ;:¦ . List of figures
9.9 Simplified view of material and energy inputs to
product design 537
9.10 Selected customer expectations in time and space 540
9B.1 Alcan s Sustainability Framework 543
9.11 Preliminary phase in establishing a research agenda 546
10.1 Phases and steps of a standard LCA framework 569
10.2 Selected elements of the simplified product
delivery system 573
10.3 LCA framework for assessing the front end of
product delivery 574
10.4 Example of a simple flow 575
10.5 Example of a compound process flow 575
10.6 Compound process involving multiple tiers of suppliers 576
10.7 Computational model for the conversion of inputs into
outputs 582
10.8 Example of a simple flow diagram 583
10.9 Mass balance of materials flow 596
10.10 Mass balance of materials flow adjusted for reuse 597
10.11 Mass balance of materials flow adjusted for one
component (stage) recycling 598
10.12 Impact and improvement assessment phases of LCA 603
11.1 Simplified life cycle impact assessment diagram for an
automobile 617
11.2 LCA framework of direct impacts in the automobile
industry 640
12.1 The essential links between SBD and enterprise thinking 653
12.2 The evolution of management perspectives 662
12.3 Strategic architecture of SBD and enterprise management 666
12.4 Triad of leadership, strategy, and innovation 670
12.5 Conceptual view of the business model platform evolution 672
Tables
1.1 Perspectives of selected leading international
organizations relating to sustainable development page 29
1.2 Overarching principles of SBD 37
1.3 Select environmental reporting schemes and their
sponsors 41
1.4 Differences between a large scale, top down SBD
program approach and the more ad hoc, bottom up
project approach 46
2.1 A simplified view of the positive and negative effects
of an automobile 102
2.2 Examples of burdens and their implications 105
2.3 Key organizational attributes relating to SBD 115
2.4 Essential elements of vision statements for SBD 117
2.5 Main categories and examples of principles and codes 120
2.6 Selected categories for determining SBD objectives
based on the value equation 124
2B.1 The Three Level Mode 130
3.1 Examples of contextual changes within the automobile
and the steel industries between the 1970s and the present 160
3.2 Selected overarching or grand strategies of SBD 170
3.3 Sharing responsibilities and solutions: industry coalition 184
3.4 Sharing responsibilities and solutions: strategic partners 184
3.5 Sharing responsibilities and solutions: SBUs 185
3.6 Selected strategies for improving the SMS 187
3.7 Selected design and development strategies 189
3.8 Selected metrics for performance evaluation of
management systems 198
3B.1 Repsol YPF: integrated environmental policies 202
3B.2 The main elements of Repsol YPF s EMS (SIGMA) 205
xvS List of tables
3B.3 Primary elements of ISO 14001 and Repsol YPF s
management responsibilities 205
3B.4 Repsol YPF s environmental evaluation system 207
5.1 Linking globalization and connectedness with
sustainable solutions 275
5.2 Categories of effects (generic view) 295
5.3 Objectives of marketing for sustainable success 298
5.4 Indicators in the GRI framework 308
5B.1 P G: best known brands, 1879 1963 310
5.5 Selected elements for building connectedness with
supply networks 317
5.6 Suggested target areas for setting goals related to
supply networks 319
5B.2 GoP challenges and target areas, March 2002 321
6.1 Selected examples of broad based core competencies
and capabilities 358
6.2 Selected examples of skill based core competencies
and capabilities 360
7.1 Categories of technologies 394
7.2 Strategic actions and the most appropriate management
constructs for leading change 404
7.3 Preemptive strategic actions at three management
systems levels 407
7.4 Innovative strategic actions at three management systems
levels 409
7.5 Creative strategic actions at three management
systems levels 411
7.6 Advantages and disadvantages of innovation management
approaches 420
7.7 Technology strategies matrix: key elements 421
7.8 Selected principles of radical technological innovation 427
7.9 Selected principles of technological innovation 432
8.1 Salient aspects of generic SBD innovation program types 448
8.2 SBD principles and their use as program selection criteria 456
8.3 Compelling reasons for the search for new products 476
8.4 Requirements through the dimensions of the business
environment 478
8.5 Selected screening criteria 480
8.6 Conventional and ecological design principles 495
jjjjjj^ List of tables
9.1 Interrelationship between business and LCT 528
9.2 Generic guidelines for establishing criteria for supply
networks 536
9.3 Functioning of distribution channels 539
9.4 Key factors related to SBD 549
10.1 Phases in the traditional LCA process 555
10.2 Elements of an LCA inventory 557
10.3 Selected examples of impacts and their assessment 558
10.4 Suggested frameworks for LCA based on time and
complexity 567
10.5 Categories of selected baselines relative to LCA 579
10.6 Generic process for developing baselines (benchmarks) 580
10.7 Simplified mass flow elements 584
10.8 Selected specifications for LCA definition 587
10.9 Categories of materials balance and inventory
assessment methods 591
11.1 Temporal nature of selected direct geographic related
impacts 612
11.2 Temporal nature of selected indirect geographic related
impacts 614
11.3 Selected examples of significant impacts and concerns 621
11.4 Ranking candidate improvement initiatives 628
11.5 Selected performance measures across the enterprise 637
12.1 Links between the main concepts of Built to Last and SBD 657
12.2 Simplified perspectives relating to paradigm changes in
management thinking, 1960s present 660
12.3 Sales improvement, Wal Mart and its competitors,
1990 2003 676
12.4 Changing management perspectives, 1960s present 677
12.5 Selected examples of initiatives of global corporations 681
Boxes
I.I Vignettes, case studies, and quantitative methods page 7
1.1 Reynolds Metals Company and its radical innovation
for recycling aluminum 38
1.2 Dow Chemical Company and Product Stewardship 44
1.3 International Paper and its conversion to a sustainable
future 48
1.4 3M s evolution from pollution prevention pays to
sustainable development 50
2.1 Nokia s development of a framework for sustainable
development 95
2.2 Intel Corporation: leading change through enterprise
thinking and enhancing the value proposition 107
2.3 Eli Lilly and Company: values and principles 122
2.4 Siemens AG: achieving business excellence through
vision, value, principles, and people 127
3.1 The evolution of BMW s environmental strategies for
product design 190
3.2 Repsol YPF: integrating an EMS with corporate
strategies and business practices 199
4.1 B/C analysis 250
4.2 Royal/Dutch Shell Group and its transformation to SBD 261
5.1 Coca Cola Company: the convergence of customer and
stakeholder considerations 291
5.2 Procter Gamble and the evolution from environmental
management quality to SBD 309
5.3 Aeronautical Research and Technology for Europe in the
Twenty First Century (ARTE21) and the goals for
Framework Program 6 (FP6) 320
5.4 Xerox equipment recovery and parts reuse/recycling 329
6.1 Executive leadership bringing change at BP pic 346
I^^^BB List of boxes
7.1 Toyota Motor Corporation: environmental leadership,
technological innovation, and the realization of a
sustainable society 434
8.1 Overview of Six Sigma thinking 466
8.2 Canon, Inc.: aiming to be a truly excellent corporation 501
9.1 Philips Electronics and its supplier involvement program 534
9.2 Alcan, Inc.: from enterprise thinking to LCT about water 542
12.1 Alcoa and its vision to be the best company in the world! 683
|
| adam_txt |
Contents
List of figures page xii
List of tables xvi
List of boxes xix
List of abbreviations xxi
Acknowledgments xxvi
Introduction 1
The coming of age of sustainable business development 1
Philosophy and purpose of the book 5
Notes 8
References 8
Part I Enterprise thinking, the driving forces of change,
and leadership
1 Sustainable business development: overview
and guiding principles 13
Introduction 13
The framework of the book ] 8
A brief history of environmental management ] 9
The underpinnings of SBD 28
Developing an SBD program 43
An SBD perspective on innovation management 51
Overview of LCT and LCA 62
Summary 64
Supplementary material 66
Notes 67
References 69
vHi Contents
2 Enterprise thinking and the strategic logic of strategic business
development 72
Introduction 72
Enterprise thinking and management 74
An enterprise management model 88
The value proposition: the essence of SBD 97
The strategic process for inventing the future 109
The strategic logic for SBD 131
Risk mitigation 138
Summary 142
Supplementary material 144
Notes 145
References 148
3 Crafting sustainable business strategies and solutions 150
Introduction 150
The linkages between analytical models and business models 153
Determining strategies for SBD 180
Performance evaluation system 196
Summary 208
Supplementary material 210
Notes 211
References 212
4 The driving forces of social , economic , and
environmental related change 213
Introduction 213
Understanding the implications of the business environment 215
The analytical process for understanding the business environment 218
Social, political, and regulatory milieus 228
Primary economic considerations 238
Environmental considerations and implications 255
Summary 264
Supplementary material 266
Notes 267
References 269
5 The driving forces of markets and stakeholders' connectedness 270
Introduction 270
h". ;;. ¦ Contents
Understanding the implications of market forces 271
Understanding stakeholder expectations 285
Sustainable marketing and corporate reporting 293
Connecting to supporting entities 314
Summary 330
Supplementary material 332
Notes 333
References 335
6 Crafting a sustainable enterprise through leadership
and capabilities 336
Introduction 336
Leadership constructs for creating a sustainable enterprise 339
A dynamic view of core competencies and core capabilities 349
Managing change across the enterprise using cross functional
and cross company integration 361
Cultural aspects of organizational dynamics and the agile enterprise 367
Summary 375
Supplementary material 376
Notes 377
References 379
Part II Innovation management, life cycle considerations,
and insights
7 Sustainable technology management and development 385
Introduction 385
Strategic technology management 387
A generalized construct for managing technological change 401
Technological forecasting and assessment 412
Strategies for radical technological innovation, technological
innovation, and product and process innovation 416
Radical technological innovation 424
Technological innovation 430
Product and process innovation 438
Summary 439
Supplementary material 440
x * Contents
Notes 441
References 443
8 Crafting and implementing sustainable business development
programs 444
Introduction 444
Selecting SBD innovation programs 446
Managing improvement programs 465
Development program management 473
Summary 503
Supplementary material 504
Notes 505
References 506
9 Life cycle thinking and framework 507
Introduction 507
Improving performance through LCT 509
Systems integration and LCT 514
LCT at the product delivery level 518
Design and development principles based on LCT 522
Creating a life cycle framework 529
Analytical research frameworks: the precursors to LCA 545
Summary 548
Supplementary material 550
Notes 550
References 551
10 Formulation of life cycle assessment: initiation and inventory
assessment 552
Introduction 552
The LCA construct 554
The contextual implications of LCA 560
The LCA framework 563
The initiation 570
Inventory assessment 586
Deploying inventory assessment 601
Summary 602
Supplementary material 603
xi Contents
Notes 604
References 605
11 Implementation of life cycle assessment: impact and
improvement assessments 606
Introduction 606
Impact assessment 607
Improvement assessment 629
LCA and program evaluation 634
Summary 644
Supplementary material 645
Notes 646
References 646
12 Inventing the future through enterprise thinking and
sustainable business development 647
Introduction 647
Inventing the future through positive relationships 649
Maximizing value for customers, stakeholders, and constituencies 655
The implications of enterprise thinking and SBD 670
Learning from leading edge, global corporations 677
Concluding comments 680
Notes 687
References 688
Glossary 690
Select bibliography 718
Index 722
Figures
1.1 General framework of SBD: inventing the future
through strategy, innovation, and leadership page 20
1.2 A simplified pathway to SBD 23
1.3 A hypothetical view of the transformation to SBD 32
1.4 An overview of the linkages between SBD and
sustainability 35
1.5 A simplified view of SBD and its precursors and
embedded constructs 65
2.1 A simplified view of the extended enterprise 79
2.2 The embedded management systems of sustainable
enterprise management 81
2.3 The enterprise management model 89
2.4 The primary dimensions: the value system plus 91
2.5 The secondary dimensions: external structure 92
2.6 The industry dimension: industry structure 94
2B. 1 New Nokia business group structure 95
2.7 The value equation from an enterprise perspective 102
2.8 The "Circle for inventing the future": the strategic
process for leading change using SBD 110
2.9 Integrated perspective for SBD objectives 125
2B.2 Siemens and innovation 128
3.1 A simplified framework of the strategic implications of
leading change 151
3.2 The four main elements of the strategic management
process 154
3.3 Analytical models and business models 158
3.4 Computational framework for process analysis 165
3.5 The solution matrix based on value creation 178
3.6 Strategic management process for analyzing/selecting
SBD programs 209
i^ ' ti'Sv List of fi9ures
4.1 The interrelationships between the underlying
driving forces 217
4.2 A simplified framework for analysis of the business
environment 222
4.3 The social dimensions of a corporation 229
4.4 Traditional model of supply and demand structures 241
4.5 SBD model of supply and demand structures 242
4.6 Elements and perspectives of cost structures 244
4.7 Selected direct, indirect, hidden, external, and publicly
imposed costs from cradle to grave 251
4.8 The circle of causes and effects, and impacts and
consequences 261
4.9 The social, economic, and environmental factors of a
sustainable future 266
5.1 Translating needs and wants into requirements and
specifications 278
5.2 A simplified process for developing overarching themes
and messages 301
5.3 GRI reporting principles 307
5B.1 P G: key perspectives 313
5B.2 The ARTE21 roadmap 320
5.4 The EMS with integrated reverse logistics 326
5B.3 Xerox equipment recovery and parts reuse/recycle process 329
6.1 The interrelated nature of leadership constructs 338
6.2 Selected key processes for advancing SBD, leadership,
and capabilities 345
6.3 The transformation to the dynamic world of learning
and new capabilities 351
6.4 Linking capabilities across time 354
6.5 Enterprise wide model of cross functional integration 363
6.6 Leonard Barton's susceptibility of core rigidity
dimensions to change 368
7.1 An overview of strategic technology management 388
7.2 The technology portfolio of intellectual capital and
property 392
7.3 A generalized life cycle of technological change 396
7.4 Technological evolution: slow change versus rapid
change 398
7.5 Types of development projects 400
XJV ';.':,'. List of figures
7.6 A graphic view of evolutionary, quantum, and
radical change 405
7.7 A simplified normative framework for technological
assessment 413
7.8 Relationship matrix of technology and development
strategies 418
7.9 The "nested" hierarchy of innovation and integration 423
7.10 The dynamics of radical technological innovation 429
7.11 Select examples of technological fusion 433
7.12 The convergence of balanced technological and product
attributes 440
8.1 Strategic fit of innovation program types 446
8.2 Simplified perspective for examining viable candidates 452
8.3 The Sanderson and Uzumeri model of development
program choices 454
8.4 Selection process for SBD programs 458
8.5 Program screening process 461
8.6 Main configurations of improvement and development
programs 464
8.7 The DMAIC process: define, measure, analyze, improve,
and control 467
8.8 The five phase DMADV Six Sigma methodology 470
8.9 Embedding DFS with IPD 474
8.10 Concept assessment with life cycle considerations 477
8.11 Primary elements of the design process 483
8.12 Relationships between new technology development
elements and the business environment 487
8.13 Simplified technology development process 488
8B.1 Canon's Product Environmental Information System 502
9.1 The strategic logic of LCT at the senior management level 510
9.2 Systems integration of the essential constructs of the
enterprise 515
9.3 SETAC's life cycle inventory analysis 518
9.4 Traditional scope of considerations for managing the
implications of waste 519
9.5 Product delivery system based on life cycle considerations 521
9.6 NPD and LCT 523
9.7 Simplified life cycle framework 530
9.8 Categories of critical LCT concerns 532
«•;; . ;:¦'. List of figures
9.9 Simplified view of material and energy inputs to
product design 537
9.10 Selected customer expectations in time and space 540
9B.1 Alcan's Sustainability Framework 543
9.11 Preliminary phase in establishing a research agenda 546
10.1 Phases and steps of a standard LCA framework 569
10.2 Selected elements of the simplified product
delivery system 573
10.3 LCA framework for assessing the "front end" of
product delivery 574
10.4 Example of a simple flow 575
10.5 Example of a compound process flow 575
10.6 Compound process involving multiple tiers of suppliers 576
10.7 Computational model for the conversion of inputs into
outputs 582
10.8 Example of a simple flow diagram 583
10.9 Mass balance of materials flow 596
10.10 Mass balance of materials flow adjusted for reuse 597
10.11 Mass balance of materials flow adjusted for one
component (stage) recycling 598
10.12 Impact and improvement assessment phases of LCA 603
11.1 Simplified life cycle impact assessment diagram for an
automobile 617
11.2 LCA framework of direct impacts in the automobile
industry 640
12.1 The essential links between SBD and enterprise thinking 653
12.2 The evolution of management perspectives 662
12.3 Strategic architecture of SBD and enterprise management 666
12.4 Triad of leadership, strategy, and innovation 670
12.5 Conceptual view of the business model platform evolution 672
Tables
1.1 Perspectives of selected leading international
organizations relating to sustainable development page 29
1.2 Overarching principles of SBD 37
1.3 Select environmental reporting schemes and their
sponsors 41
1.4 Differences between a large scale, top down SBD
program approach and the more ad hoc, bottom up
project approach 46
2.1 A simplified view of the positive and negative effects
of an automobile 102
2.2 Examples of burdens and their implications 105
2.3 Key organizational attributes relating to SBD 115
2.4 Essential elements of vision statements for SBD 117
2.5 Main categories and examples of principles and codes 120
2.6 Selected categories for determining SBD objectives
based on the value equation 124
2B.1 The Three Level Mode 130
3.1 Examples of contextual changes within the automobile
and the steel industries between the 1970s and the present 160
3.2 Selected overarching or grand strategies of SBD 170
3.3 Sharing responsibilities and solutions: industry coalition 184
3.4 Sharing responsibilities and solutions: strategic partners 184
3.5 Sharing responsibilities and solutions: SBUs 185
3.6 Selected strategies for improving the SMS 187
3.7 Selected design and development strategies 189
3.8 Selected metrics for performance evaluation of
management systems 198
3B.1 Repsol YPF: integrated environmental policies 202
3B.2 The main elements of Repsol YPF's EMS (SIGMA) 205
xvS List of tables
3B.3 Primary elements of ISO 14001 and Repsol YPF's
management responsibilities 205
3B.4 Repsol YPF's environmental evaluation system 207
5.1 Linking globalization and connectedness with
sustainable solutions 275
5.2 Categories of effects (generic view) 295
5.3 Objectives of marketing for sustainable success 298
5.4 Indicators in the GRI framework 308
5B.1 P G: best known brands, 1879 1963 310
5.5 Selected elements for building connectedness with
supply networks 317
5.6 Suggested target areas for setting goals related to
supply networks 319
5B.2 GoP challenges and target areas, March 2002 321
6.1 Selected examples of broad based core competencies
and capabilities 358
6.2 Selected examples of skill based core competencies
and capabilities 360
7.1 Categories of technologies 394
7.2 Strategic actions and the most appropriate management
constructs for leading change 404
7.3 Preemptive strategic actions at three management
systems levels 407
7.4 Innovative strategic actions at three management systems
levels 409
7.5 Creative strategic actions at three management
systems levels 411
7.6 Advantages and disadvantages of innovation management
approaches 420
7.7 Technology strategies matrix: key elements 421
7.8 Selected principles of radical technological innovation 427
7.9 Selected principles of technological innovation 432
8.1 Salient aspects of generic SBD innovation program types 448
8.2 SBD principles and their use as program selection criteria 456
8.3 Compelling reasons for the search for new products 476
8.4 Requirements through the dimensions of the business
environment 478
8.5 Selected screening criteria 480
8.6 Conventional and ecological design principles 495
jjjjjj^ List of tables
9.1 Interrelationship between business and LCT 528
9.2 Generic guidelines for establishing criteria for supply
networks 536
9.3 Functioning of distribution channels 539
9.4 Key factors related to SBD 549
10.1 Phases in the traditional LCA process 555
10.2 Elements of an LCA inventory 557
10.3 Selected examples of impacts and their assessment 558
10.4 Suggested frameworks for LCA based on time and
complexity 567
10.5 Categories of selected baselines relative to LCA 579
10.6 Generic process for developing baselines (benchmarks) 580
10.7 Simplified mass flow elements 584
10.8 Selected specifications for LCA definition 587
10.9 Categories of materials balance and inventory
assessment methods 591
11.1 Temporal nature of selected direct geographic related
impacts 612
11.2 Temporal nature of selected indirect geographic related
impacts 614
11.3 Selected examples of significant impacts and concerns 621
11.4 Ranking candidate improvement initiatives 628
11.5 Selected performance measures across the enterprise 637
12.1 Links between the main concepts of Built to Last and SBD 657
12.2 Simplified perspectives relating to paradigm changes in
management thinking, 1960s present 660
12.3 Sales improvement, Wal Mart and its competitors,
1990 2003 676
12.4 Changing management perspectives, 1960s present 677
12.5 Selected examples of initiatives of global corporations 681
Boxes
I.I Vignettes, case studies, and quantitative methods page 7
1.1 Reynolds Metals Company and its radical innovation
for recycling aluminum 38
1.2 Dow Chemical Company and Product Stewardship 44
1.3 International Paper and its conversion to a sustainable
future 48
1.4 3M's evolution from "pollution prevention pays" to
sustainable development 50
2.1 Nokia's development of a framework for sustainable
development 95
2.2 Intel Corporation: leading change through enterprise
thinking and enhancing the value proposition 107
2.3 Eli Lilly and Company: values and principles 122
2.4 Siemens AG: achieving business excellence through
vision, value, principles, and people 127
3.1 The evolution of BMW's environmental strategies for
product design 190
3.2 Repsol YPF: integrating an EMS with corporate
strategies and business practices 199
4.1 B/C analysis 250
4.2 Royal/Dutch Shell Group and its transformation to SBD 261
5.1 Coca Cola Company: the convergence of customer and
stakeholder considerations 291
5.2 Procter Gamble and the evolution from environmental
management quality to SBD 309
5.3 Aeronautical Research and Technology for Europe in the
Twenty First Century (ARTE21) and the goals for
Framework Program 6 (FP6) 320
5.4 Xerox equipment recovery and parts reuse/recycling 329
6.1 Executive leadership bringing change at BP pic 346
I^^^BB List of boxes
7.1 Toyota Motor Corporation: environmental leadership,
technological innovation, and the "realization of a
sustainable society" 434
8.1 Overview of Six Sigma thinking 466
8.2 Canon, Inc.: aiming to be a truly excellent corporation 501
9.1 Philips Electronics and its supplier involvement program 534
9.2 Alcan, Inc.: from enterprise thinking to LCT about water 542
12.1 Alcoa and its vision to be the best company in the world! 683 |
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| bvnumber | BV021755050 |
| callnumber-first | H - Social Science |
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| callnumber-subject | HD - Industries, Land Use, Labor |
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| dewey-sort | 3658.408 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 1. publ. |
| format | Book |
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| index_date | 2024-07-02T15:33:13Z |
| indexdate | 2024-07-09T20:43:18Z |
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| spelling | Rainey, David L. Verfasser aut Sustainable business development inventing the future through strategy, innovation, and leadership David L. Rainey 1. publ. Cambridge [u.a.] Cambridge Univ. Press 2006 XXV, 735 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Hier auch später erschienene, unveränderte Nachdrucke Management - Soziale Verantwortung - Unternehmensentwicklung - Nachhaltige Entwicklung Strategisches Management / Innovationsmanagement / Umweltmanagement / Lebenszyklus / Nachhaltige Entwicklung / Theorie Umwelt Corporations Environmental aspects Case studies Industrial management Environmental aspects Social responsibility of business Unternehmen (DE-588)4061963-1 gnd rswk-swf Innovation (DE-588)4027089-0 gnd rswk-swf Zukunft (DE-588)4068097-6 gnd rswk-swf Strategie (DE-588)4057952-9 gnd rswk-swf Nachhaltigkeit (DE-588)4326464-5 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Unternehmen (DE-588)4061963-1 s Zukunft (DE-588)4068097-6 s Strategie (DE-588)4057952-9 s Innovation (DE-588)4027089-0 s Nachhaltigkeit (DE-588)4326464-5 s 1\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014968218&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Rainey, David L. Sustainable business development inventing the future through strategy, innovation, and leadership Management - Soziale Verantwortung - Unternehmensentwicklung - Nachhaltige Entwicklung Strategisches Management / Innovationsmanagement / Umweltmanagement / Lebenszyklus / Nachhaltige Entwicklung / Theorie Umwelt Corporations Environmental aspects Case studies Industrial management Environmental aspects Social responsibility of business Unternehmen (DE-588)4061963-1 gnd Innovation (DE-588)4027089-0 gnd Zukunft (DE-588)4068097-6 gnd Strategie (DE-588)4057952-9 gnd Nachhaltigkeit (DE-588)4326464-5 gnd |
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| title | Sustainable business development inventing the future through strategy, innovation, and leadership |
| title_auth | Sustainable business development inventing the future through strategy, innovation, and leadership |
| title_exact_search | Sustainable business development inventing the future through strategy, innovation, and leadership |
| title_exact_search_txtP | Sustainable business development inventing the future through strategy, innovation, and leadership |
| title_full | Sustainable business development inventing the future through strategy, innovation, and leadership David L. Rainey |
| title_fullStr | Sustainable business development inventing the future through strategy, innovation, and leadership David L. Rainey |
| title_full_unstemmed | Sustainable business development inventing the future through strategy, innovation, and leadership David L. Rainey |
| title_short | Sustainable business development |
| title_sort | sustainable business development inventing the future through strategy innovation and leadership |
| title_sub | inventing the future through strategy, innovation, and leadership |
| topic | Management - Soziale Verantwortung - Unternehmensentwicklung - Nachhaltige Entwicklung Strategisches Management / Innovationsmanagement / Umweltmanagement / Lebenszyklus / Nachhaltige Entwicklung / Theorie Umwelt Corporations Environmental aspects Case studies Industrial management Environmental aspects Social responsibility of business Unternehmen (DE-588)4061963-1 gnd Innovation (DE-588)4027089-0 gnd Zukunft (DE-588)4068097-6 gnd Strategie (DE-588)4057952-9 gnd Nachhaltigkeit (DE-588)4326464-5 gnd |
| topic_facet | Management - Soziale Verantwortung - Unternehmensentwicklung - Nachhaltige Entwicklung Strategisches Management / Innovationsmanagement / Umweltmanagement / Lebenszyklus / Nachhaltige Entwicklung / Theorie Umwelt Corporations Environmental aspects Case studies Industrial management Environmental aspects Social responsibility of business Unternehmen Innovation Zukunft Strategie Nachhaltigkeit Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=014968218&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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