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• Sustainable management


  The practice of a company's effect on the three bottom lines—people, earth, and profit—in order for all three to thrive in the future
• Sustainable management leads to a company's long-term survival
• Examples of sustainable management

  • Investing in fair-trade goods
  • Reducing packaging materials
  • Maintaining humane working conditions at supplier factories
• Sustainability


  Fulfilling our own needs without jeopardizing future generations' ability to fulfill their own
• Sustainability requires social and economic capital in addition to natural resources
• Environmentalism isn't the only aspect of sustainability, concerns for social justice and sustainable growth are included
• Sustainability


  The act of living within the constraints of available physical, natural, and social resources in such a way that the living systems in which humans are embedded can survive indefinitely
• The philosophy of sustainability is a recent one, but the movement has origins in social justice, conservationism, internationalism, and other long-standing movements
• Sustainable management


  The intersection of business and sustainability, the practice of managing a firm's impact on the three bottom lines—people, planet, and profit—so that all three can prosper in the future
• Strategic audit


  An in-depth analysis to see whether a corporation is achieving its operational targets in the most effective way possible
• A strategic audit assesses a company's current business strategy, how suitable it is for the business, and whether the company is in position to execute the strategy
• Sustainability audit


  A guide for comparing the company's policies to the best practices for long-term sustainability
• A sustainability audit takes generally recognized best practices and distills them into concrete programs for resource conservation, employee engagement, giving back, and more
• Environmental sustainability


  • Ecological integrity is maintained, all of earth's environmental systems are kept in balance while natural resources within them are consumed by humans at a rate where they are able to replenish themselves
  • Adjust value chain to very low usage of all resources
  • Select resources of sufficient supply
  • Resources used should be processed with little energy and emissions
  • Avoid air and water pollution as much as possible
  • Strive for closed loops and recovery
  • Design materials and products for optimum recyclability
  • The goal is the balance between consumption and regeneration of natural resources including resource recovery
• Economic sustainability


  • Human communities across the globe are able to maintain their independence and have access to the resources that they require, financial and other, to meet their needs. Economic systems are intact and activities are available to everyone, such as secure sources of livelihood
• Social sustainability


  • Universal human rights and basic necessities are attainable by all people, who have access to enough resources in order to keep their families and communities healthy and secure. Healthy communities have just leaders who ensure personal, labor and cultural rights are respected and all people are protected from discrimination
• Ecological footprint


  Individual demand on nature is determined, resource consumption and emissions are quantified, and the area needed for regeneration is calculated based on individual use. This creates the ecological footprint
• Bio capacity


  The biologically productive area of a country or region
• The ratio of required to existing surface is the benchmark for sustainability. Results of the ratio greater than 1 denote land use
• Sustainability strategy


  Measures of practical implementation of strategy, including sustainability balanced scorecard and strategic management balanced scorecard
• Sustainability through project management

  The three sustainability pillars, environmental, economic and society, affect the entire project schedule. The criteria of time, cost and quality management are indispensable to each project
• Triple bottom line (TBL)


  Corporations should commit to focusing on social and environmental issues as much as they do on income. The three elements are profit, people, and the planet
• TBL theory holds that if a firm looks at profits only, ignoring people and the planet, it cannot account for the full cost of doing business
• Sustainable innovations


  • Different management structures and sizes: multinationals, small and medium-sized companies, startups and cooperatives. Their sustainability innovations range from new product development to hybrid distribution chains, public–private partnerships, community-based models, and citizen cooperatives
• Sustainable innovation


  An imperative for business survival in a Volatile, Uncertain, Complex and Ambiguous (VUCA) environment. Sustainability and business agendas are increasingly influenced by the notion that no business will survive in a failed environment, or in a world where natural resources are depleted
• Companies have gone through several phases in the quest for a value proposition compatible with social and environmental sustainability: from legal enforcement, to redesign of operations, to supply of more sustainable goods and services, to development of business models
• Collaborative and multi-stakeholder approach

  A major driver in the process of achieving sustainability
• Citizen-user-consumer


  In the case of sustainable innovation, plays different roles: active participant in transparent processes of innovation, future sustainable entrepreneur, member of a society that facilitates change or develops alternative production and consumption models
• Entrepreneurial sustainable innovation projects have their origin in citizens' own interests, inner drive, and idealistic passion to change the world, while company-driven sustainable innovation operates within a market-driven framework guided by the company's interests
• Agents for sustainable and disruptive change


  Traditional companies can protect their core business while experimenting with sustainable innovations, while entrepreneurs often challenge more fundamental societal norms and consumer attitudes
• Societal embedding of sustainable products and services requires systems change thinking, transparent co-creation with different actors and stakeholders, understanding of innovation as a network for learning, and use of different types of practices to influence societal norms and expectations as well as user habits and routines
• Role of policy in creating more sustainable lifestyles

  Policy change could enable more sustainability innovation products and processes through education, incentives, regulations, and public-private partnerships
• Factors required for sustainable innovation of products and services

  • Systems change thinking
  • Transparent co-creation with different actors and stakeholders
  • Understanding of innovation as a network for learning
  • Use of different types of practices to influence societal norms and expectations as well as user habits and routines
• One of the key objectives has been to assess how policies can help create conditions to foster sustainable innovation; specifically, 'How to develop better policies to encourage governments, businesses and individuals to take action and to work together to develop sustainable innovations in order to support sustainable living.'
• Four areas where policy change could enable more sustainability innovation products and processes

  1. Education: shift in educational systems to enable sustainability innovation and entrepreneurship

  2. Networks: government policy should encourage and establish mechanisms for the creation and maintenance of sustainability learning networks

  3. Funding: facilitate access to finance and better tax and investment incentives

  4. Impact: different impact measurement and a new definition of 'value'
• Company Internal Enablers for sustainable innovation

  • Management and top management buy-in
  • Strong intra-entrepreneurial organizational culture
  • Top management support
  • Visionary leadership
  • Organizational culture of trial and error
  • Internal collaboration
  • Strong entrepreneurial attitudes
• Company External Enablers for sustainable innovation

  • Active involvement of primary stakeholders (e.g. manufacturers and business partners)
  • Active involvement of secondary stakeholders (e.g. public authorities, civil society groups, universities and foundations)
  • Secondary stakeholders tend to play a greater and more important role
• Roles of different stakeholders in sustainable innovation

  1. Facilitators of citizen engagement

  2. Stimulators

  3. Initiators

  4. Brokers

  5. Concept refiners

  6. Legitimators

  7. Educators

  8. Context enablers

  9. Impact extenders
• Businesses find it difficult to deal with numerous stakeholders, but they also realize that in the sustainable innovation phase, these stakeholders are very relevant as they contribute expertise, capital and skills and can thus become sources of competitive advantage.
• Companies involved in these co-creation processes are also developing new organizational capabilities, since proper integration of insights requires a set of competences specifically for selecting and evaluating stakeholders and establishing proper dialogue with them, as well as aligning and empowering internal actors for external collaboration.