Sustainabledevelopment - Bertrand Duperrin on Diigo

Feb

14

2012

The Changing Role of Global Leaders

"In November 2010, to big fanfare at Unilever's London headquarters, chief executive Paul Polman boldly articulated a new strategy. The company would double the size of its business, he said, by channeling its efforts toward achieving eight ambitious goals by 2020 — among them, doubling the proportion of Unilever's portfolio that meets the highest nutritional standards, and halving the water associated with the consumer use of its products.

To most of us, this did not sound like typical corporate strategy, but Polman's reframing of what it means to succeed in business is not an isolated example. It is indicative of a new generation of leadership emerging at the top of many of the world's largest organizations."

blogs.hbr.org/...it_takes_now_to_lead_a_bu.html

- Preview

stakeholders value sustainability Sustainabledevelopment sustainableperformance sharedvalue leadership unilever casestudies

It recognizes this new reality will spell decline for some commercial activities, but growth for others who find better ways of operating.
Across the board we see the top executives of some of the world's largest organizations talking about, taking action on, and defining their success in terms of things that have conventionally been the realm of political leaders and NGO activists. The change has not gone unremarked by management's leading thinkers. Witness Chris Lazslo's work on sustainable value, and Michael Porter's theorizing about shared value.
9 more annotation(s)...
- . The new generation of business leaders, they emphasized, must be able to engage meaningfully with multiple constituencies and relate well with all kinds of different actors in society.
- understand the business risks and opportunities of environmental and social trends — and how their sector and other stakeholders (regulators, customers, suppliers, investors, NGOs) are responding to them (82%)
- align social and environmental objectives with financial goals (81%)
- integrate social and environmental trends into strategic decision-making (70%)
- identify key stakeholders that have an influence on the organization (73%)
- understand how the organization has impact on these stakeholders, both positively and negatively (74%)
- engage in effective dialogue (75%)
- build partnerships with internal and external stakeholders (80%)
- engage in and contribute to public policy (60%)

Mar

1

2011

L'entreprise est sur la voie de la rédemption

"La cause est donc entendue : l'entreprise – et notamment la grande entreprise – est devenue un mal. Mal absolu selon quelques-uns, mal nécessaire selon les autres. Il lui fallait réagir."

www.lemonde.fr/...a-redemption_1486002_3232.html

- Preview

sustainability Sustainabledevelopment management strategy socialresponsability humanresources valuecreation cocreation sharedvalue

Sur le chemin de la rédemption, la première étape a été celle du management compassionnel.
Plus généralement, l'argent versé par l'entreprise à une noble cause vient nécessairement en déduction des sommes affectables à d'autres projets plus rentables. Même si ces initiatives sont précieuses, elles ne peuvent donc pas, pour la plupart, prendre une très grande ampleur.
6 more annotation(s)...
- Le deuxième temps de la rédemption est bien engagé. Il concerne la mesure de la performance.
- Ainsi, parmi les entreprises du CAC 40, deux seulement évaluaient en 2008 leurs dirigeants sur des critères non exclusivement financiers, mais aussi sociaux. Elles sont aujourd'hui déjà dix
- Enfin, de nombreuses études récentes ont confirmé, par exemple, que les investissements réalisés par les entreprises en faveur du bien-être des collaborateurs – programmes de nutrition, salles de sport, etc. – offraient un payback plus élevé que bon nombre de programmes industriels.
- Heureusement, le troisième temps de la rédemption est annoncé, avec l'émergence du concept de "valeur partagée".
- Ces exemples s'écartent radicalement de la conception habituelle de la responsabilité sociale d'entreprise. En effet, il ne s'agit ici en rien de générosité, mais d'investissements judicieux. En effet, les problèmes de la société – pauvreté, chômage, pollution, épuisement des ressources naturelles, etc. – constituent pour l'entreprise autant de menaces pour son activité et ses profits de demain.
- L'entreprise peut choisir de se focaliser sur des objectifs principalement financiers et de court terme, en répondant strictement aux besoins immédiats de ses clients actuels. Ou bien, elle peut chercher à traiter, plus largement, les besoins des communautés essentielles à son activité et viser à créer une valeur partagée. Selon Michael Porter, "la valeur partagée est la clé de la prochaine vague d'innovation et de croissance".

Aug

8

2010

A Crisis of Management not Economics

"As you may expect, I have a management lens through which I look at these things. I really think that it is significantly a management problem, more than an economic problem or financial problem. If you look at the sub-prime issue, there were two things that were indications of management gone wrong. One is the short-term nature in how people manage. So, write those mortgages as quick as you can, cash in and get the heck out which is a very short-term perspective with people who are mismanaging"

www.theglobeandmail.com/...article719382.ece

- Preview

crisis management economics mintzberg shortterm leadership communities communityship cooperation Sustainabledevelopment

This is partly because they do not care about the long-term and partly because they do not care about their own institutions or customers, they care about themselves.
Even if leadership is designed to encourage and to bring along other people and engage other people, it is still the individual driving it
6 more annotation(s)...
- I think that we need to put more emphasis on what I prefer to call, there is no word for it but I use the word 'community-ship', which is the idea that corporations and other organizations, when they function well, are communities.
- So, you have destroyed the whole sense of community. I think that the worst thing about the American economy today is not what has happened, it is the total depreciation of so many publicly-traded corporations and they are just going down the drain
- To add one other thing, part of the problem is this whole phony separation between leadership and management. The idea that somehow they are the big shots who do all of the leadership, and it is everybody else who does the scud work as managers.
- lso, just one last point, we make a lot of fuss over micro-managing, meddling in the affairs of your subordinates. Macro-managing or macro-leading is a much bigger problem: people who are managing at such an abstract level that they do not know what is going on and that includes all of those bankers that bought all of that mortgage junk
- So, they are not trained to understand and respect their businesses, they are trained to flip from one case to another and it is very dysfunctional.
- I think that there are many more long-term, sustainable manners of raising capital through patient capital, patient capital investors perhaps the sort of Warren Buffett type of person, I do not know, through co-ops. There are amazingly successful business co-ops such as Mondragón in the Basque country that has something like eighty thousand employees and is totally a co-op.

Jul

10

2009

The Generation M Manifesto

Dear Old People Who Run the World,

My generation would like to break up with you.

Everyday, I see a widening gap in how you and we understand the world — and what we want from it. I think we have irreconcilable differences.

blogs.harvardbusiness.org/...today_in_capitalism_20_1.html

- Preview

generationM economy society communities sustainability Sustainabledevelopment democracy

Apr

28

2009

Let's Professionalize Management

Management practice could be enhanced--and the odds of another systematic business failure could be reduced--if it were taught and treated as a true professional discipline, like medicine or law. As other professions, management can be seen as the diligent application of specialized knowledge for the resolution of complex problems of great social consequence--namely, the organization of people and resources for the production of goods and services that bring about societal prosperity. The idea is not new--it may be as old as business schools--but it has so far fallen by the wayside.

blogs.harvardbusiness.org/...ppocratic-oath-for-future.html

- Preview

management responsiblemanagement responsability globalresponsability Sustainabledevelopment ethic leadership

Whatever its final form, a professional code for managers must recognize the multiple forms of value created by an enterprise: not only financial returns to investors, but also professional development for employees, value for clients and suppliers, new technologies, efficient use of limited natural resources, etc
It must recognize the inherent obligation of managers to balance the interests of various constituencies in ways that create value simultaneously rather than exclusively.
1 more annotation(s)...
- Just like any other professional code, managers need to affirm their commitment to the greater good and to not let personal interest get in the way when serving their enterprise and society at large.

Oct

12

2005

RH Demain: La responsabilité sociale est-elle un levier de performance ?

www.rhdemain.com/...la_responsabili.html

- Preview

performance enterprise RSE responsability social Sustainabledevelopment humanresources

Bertrand Duperrin's Library tagged Sustainabledevelopment → View Popular, Search in Google

The Changing Role of Global Leaders

L'entreprise est sur la voie de la rédemption

A Crisis of Management not Economics

The Generation M Manifesto

Let's Professionalize Management

RH Demain: La responsabilité sociale est-elle un levier de performance ?

Selected Tags

Related Tags

Top Contributors

Groups interested in Sustaina...

Lecture Libre

EcoVentures International