Book contents
- Frontmatter
- Contents
- List of Illustrations
- Foreword
- Introduction
- PART ONE SUSTAINABILITY AND THE EVOLUTION OF BUSINESS
- Chapter 1 A Journey of Self-Discovery
- Chapter 2 Connecting Sustainability to Your Life Experience
- Chapter 3 Sustainability and Emerging Business Models
- Chapter 4 Smaller Companies Need a Different Solution
- PART TWO LEADING THE SUSTAINABILITY AGENDA
- PART THREE BUILDING TALENT AND OPERATIONAL EXCELLENCE FOR SUSTAINABILITY
- Afterword
- Acknowledgments
- Appendix: List of Resources
- Notes
- Index
Chapter 3 - Sustainability and Emerging Business Models
from PART ONE - SUSTAINABILITY AND THE EVOLUTION OF BUSINESS
- Frontmatter
- Contents
- List of Illustrations
- Foreword
- Introduction
- PART ONE SUSTAINABILITY AND THE EVOLUTION OF BUSINESS
- Chapter 1 A Journey of Self-Discovery
- Chapter 2 Connecting Sustainability to Your Life Experience
- Chapter 3 Sustainability and Emerging Business Models
- Chapter 4 Smaller Companies Need a Different Solution
- PART TWO LEADING THE SUSTAINABILITY AGENDA
- PART THREE BUILDING TALENT AND OPERATIONAL EXCELLENCE FOR SUSTAINABILITY
- Afterword
- Acknowledgments
- Appendix: List of Resources
- Notes
- Index
Summary
“You never change something by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.”
BUCKMINSTER FULLERWith a definition of sustainability in hand that aligns with your business, the next goal is to consider how your business model may change. There are two important considerations: First, how bold is your change in strategy? And second, what capabilities do you have to support that strategy?
For a bold few, sustainability offers the opportunity to reinvent their business. Early adopters validate the market opportunity and help establish the ground rules that others follow. Market leaders tend to fit into several categories:
• First are companies that are already well aligned with sustainability. This includes companies like outdoor apparel company Patagonia that has established itself as a market-leading benefit corporation. Patagonia has long been a champion of environmental and social causes that align well with its core customer base. Many of the early adopters of different models were already aligned with key sustainability values. The new definitions and models gave them the opportunity to codify their value propositions and offered membership in a larger community of like-minded organizations.
• Second are companies where the major shareholders, owners, or founders drive change because of their vision and values. W.S. Badger (health and beauty), Tesla (energy and transportation), and Galaxy Entertainment (hotels and casinos) are all examples of companies in which the wishes and support of the founder and majority shareholders have enormous influence.
• Third are companies making the economic argument that sustainability is the “land of opportunity.” Some are new startups like NooTrees, a Singapore-based company that makes paper products from sustainable bamboo sources and is tapping into the growing interest in alternative “green” products. Others, like CropEnergies of the Sudzucker Group in Germany, make biofuels that reduce greenhouse gases by substantial amounts over traditional fuel sources. Changing economics in the energy sector in particular have made moves into wind and solar energy a smart bet for investors.
To accelerate sustainable change, we need a fourth category of “bold companies”—large and small businesses that make everyday products.
- Type
- Chapter
- Information
- Sustainability Is the New AdvantageLeadership, Change and The Future Of Business, pp. 44 - 61Publisher: Anthem PressPrint publication year: 2019