The Sustainable Enterprise Fieldbook: When it All Comes Together
Format: PDF / Kindle (mobi) / ePub
The second edition of The Sustainable Enterprise Fieldbook provides a crucial update to this seminal work, published in 2008. It teaches and guides leaders, managers, practitioners, students, and professors in every sector of society, and in every industry, in creating a successful and sustainable enterprise. By making the steps needed clear, understandable, and simple to follow, the book naturally engages readers in their journey and encourages their participation in three key ways: by increasing their understanding and awareness of what sustainability means at a conceptual and practical, as well as a personal, level; by energizing and expanding people's commitment to building sustainable enterprises; and by providing readers with extensive tools and techniques so they can individually and collectively take actions that will improve the social, environmental, and economic performance of their organizations in both the short and long term.
Each chapter of the book illustrates through models, tools, cases, stories, and examples from a wide range of companies how to integrate sustainability into the day-to-day realities of running a business. Managers are coached, facilitated, and guided to enable them to create a better balance between the short and long term, to help them to become change agents in their organizations and to provide answers to the question "How do I make a difference?" Some of the areas covered are leadership, strategy, managing change, employee engagement, metrics and measurement, networks, and globalization.
Readers of The Sustainable Enterprise Fieldbook will gain access to the innovative Living Fieldbook: an online community support forum providing ongoing assistance in building a sustainable enterprise.
The fully revised Sustainable Enterprise Fieldbook: Second Edition will be essential reading for those in every sector of business and academia.
noted program benefits include the following: ● All organizations (or components within an organization) can be directly com- pared with one another without the need for normalization of results ● A positive response to an item helps define a “best practice” for that item, and best practices can be shared by all organizations, no matter what their product or service ● Independent, third-party examiners are used to score applications ● The model works well with other environmental programs, and
viable reference points for guidance in leading the sustainable enterprise. Other reference points will likely include perspectives from which the focus is on integration as opposed to domination. The message here is for leaders to be willing to acknowledge the value of information, practices, and leverage points that emanate from sources to which they are unaccustomed. The IBS and BAH models have tapped into a conversation technology that empowers each participant to achieve alignment on his or
inundated with “Buy now, before it’s too late!” “Never again at this price!” and similar messages. Vance Packard (1957) wrote about this in the late 1950s, with extensive explorations into how marketing experts influence our inner minds (i.e., mental models). In the late 1960s, Toffler (1970) made consumerism one of the primary dimensions of “future shock,” calling it overchoice. But modern marketing has prevailed, and these voices from the past are largely ignored. As a result, today 10% of
the process. While many pub- xii the sustainable enterprise fieldbook lishers said you cannot have 29 authors with one coherent voice, Greenleaf Publishing believed in our project from the start and guided us to translate our vision into reality. Members of our team have forged a myriad of collaborative relationships and alliances with organizations and associations from all sectors who share our values and vision. We want to acknowledge two collaborative relationships in particular, which
without permission within the scope of their own role, and commitment to staff development Committed change leadership, manifested across diverse activities and practiced by change leaders operating across multiple levels, is an absolute necessity for driving successful organizational change. Sterman (2001) reported six shared characteristics of 23 “successful” change efforts: clear vision of future; specific goals for change; use of IT; leadership involved and committed; clear milestones and