Executives know that how they respond to the sustainability challenge will profoundly affect the competitiveness of their organizations - and perhaps even their survival. Yet most are struggling with how to integrate environmental efforts into their core business strategies. Many have a hodgepodge of green initiatives but no overarching vision or plan. The problem is not that they don't see sustainability as a strategic issue. Rather it's that they think they're facing an unprecedented challenge. But there is a roadmap, say authors David Lubin and Dan Esty. They argue that sustainability is a "megatrend," a transformative change in the competitive landscape - like the rise of the quality movement in the 1970s and IT in the 1980s and 1990s - whose course can be predicted. By understanding how firms won in prior megatrends, executives can craft the strategies and systems they'll need to gain advantage in this one. The key: Companies that pulled ahead in prior megatrends developed early capabilities in leadership, tools and assessment methods, strategy development, management integration, and reporting and communication.

【書誌情報】

ページ数：16ページ

サイズ：A4

商品番号：HBSP-R1005A

発行日：2010/5/1

登録日：2012/3/28