Tag Archives: management

Greening in Sports, a Game Changer

Drexel student Danny Ricciardi wrote “Greening in Sports, a Game Changer” for Buzz On Broad. Read the full article here.

We live in a world where a change is needed, because a change is coming. The environment is not what it used to be, and the things we live on are the reason why. Before you read this please know that this is not a lecture on climate change or how you should recycle. Although you should recycle, this is a bigger movement.

The Natural Resources Defense Council (NRDC) is a nonprofit environmental organization that since 1970, have worked to protect the world’s natural resources. The organization was created to protect public health, the environment and the world’s natural resources. The NRDC has more than 1.3 million members, and that number continues to grow.

Continue reading on Buzz On Broad’s website

Sustainable Brands 2013 – From Revolution to Renaissance

By Silvia Schmid

McDonoughWilliam McDonough at the Sustainable Brands Conference “From Revolution to Renaissance” in San Diego (Courtesy of Sustainable Brands)

Sustainable Brands’ 2013 Conference “From Revolution to Renaissance” took place this past week in San Diego, bringing together hundreds of professionals and thought leaders in sustainability and corporate social responsibility. Sustainable Brands is a supporting member of the Wharton Initiative for Global Environmental Leadership (Wharton IGEL).

Though many topics were addressed, three of the most salient themes from the conference were:

  • Transitioning towards transparency and full disclosure
  • Maintaining initial values while navigating through big data
  • Changing perspectives on sustainability

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A Business of Sports and Sustainability

by Silvia Schmid


Jami Leveen, Director of Marketing and Environmental Stewardship, ARAMARK Sports & Entertainment

Aside from its benefits to society, business sustainability has become valuable in its own right for those enterprises moving to achieve it properly – and market it honestly. As part of their joint seminar series, Wharton’s Initiative for Global Environmental Leadership and the Institute of Environmental Studies at the University of Pennsylvania invited Jami Leveen, Director of Marketing and Environmental Stewardship for ARAMARK’s Sports & Entertainment division, to speak about the company’s sustainability practices.

Due to their celebrity, professional athletes are often trendsetters in a variety of settings from fashion to films. But a growing green trend has seen athletes in the US –and their sporting facilities– emerging as leaders also in environmental stewardship. Sporting events, which, aside from the games themselves, are perhaps best characterized by massive consumption and waste, are opportune spots to communicate a message of environmental sustainability. The large audience, and the tendency for many fans to imitate their favorite players, can strongly influence behavior inside and outside the stadium. In the words of Ms. Leveen: if Derek Jeter tells his fans to recycle, there is a much better chance they will spend those extra 1.2 seconds choosing the right bin. But the impact can be felt beyond simply the behavior of fans. The purchasing power of sports venues also puts pressure on vendors and the rest of the supply chain. Continue reading

The Supply Chains of Tomorrow; Rajat Kapur of GE

Meg Schneider is a junior at Penn majoring in Environmental Studies, with a concentration in Sustainability and Environmental Management. She is currently researching behavioral solutions to environmental problems with Professor Dana of Penn Psychology for her thesis.

Rajat “Raj” Kapur of General Electric brought a wide-angle lens on corporate sustainability to IGEL’s Greening the Supply Chain Conference, discussing how GE handles sustainability across its industries. Making products as diverse as jet engines to healthcare, the company has tens of thousands of individual suppliers and competitors. As customers and clients began asking for more environmental disclosure, data, and overall information in the 2000s, GE realized it needed answers about all of these suppliers and quickly.

Raj explained that they began with 2600 assessments of its suppliers in developing countries, including not only environmental issues but also of basic human rights and regulation adherence. This turned up over 16,000 issues, offering immense opportunity for improvement. Although Raj offered some basic advice about flexibility and data collection, he was most inspiring when speaking practically about business direction. “Improving current systems of supply and distribution are not enough”, he emphasized. One must also start with sustainability at the design and tech team level. The products designed today will be used in the supply chains of tomorrow, he continued.

Another novel point of Raj’s presentation was that suppliers must also have value added to their business as a result of sustainable processes. For example, they found that only 10% of suppliers currently monitor energy. By reducing energy use, both the supplier and company can win – suppliers save on cost and the supply chain becomes greener. Conversely, if GE is the sole company to reap value, suppliers will be less likely to adhere to changing processes and systems. Although many discuss the intersection of economic opportunity and sustainability, the supply chain’s value creation is often ignored in the conversation.

Indeed, it is easy for a large corporation to ignore any unflattering assessment rather than confront and take steps, as GE has with its Green is Green training programs. Consumers should continue to ask questions and demand information about the source of the goods they use everyday. Even the project manager of GE’s Ecoimagination team, admits that the process would have never gotten to this point without consumer pressure. Thus, consumers should feel empowered about their market influence in improving supply chains.

U.S. Competitiveness Project – A Need for Systems Thinking

(Post by Andrew McKeon, Founder of BusinessClimate and writer for the BusinessClimate blog, from which this post is re-posted. See the bottom of athe post for Mr. McKeon’s bio.)

The current state of U.S. competitiveness is in a sense not the problem.  It is a symptom of a larger systemic problem.  Management is learning that the threats to U.S. competitiveness are multi-faceted, interrelated, and long term and how the strategies to address them must be multidimensional, holistic, and sustained.  As they press business leaders to stop actions that simply benefit their own firms while collectively weakening America’s business environment, Porter and Rivkin are describing the real problem.  Fixing U.S. competitiveness will require a broader systems perspective – much broader and more holistic than American management has practiced in the last 40 years.

For decades U.S. management has had very little appreciation for seeing businesses from a systems perspective.  Hugely popular management approaches like MBO (management by objective) created “the whole is equal to the sum of the parts” and “manage what you measure and measure what you manage” mind-sets.  Consequently there was little attention paid to the interconnections and interdependencies within a business operation or between businesses – these weren’t seen as important in building great enterprises or fostering strong economies.  Harvard’s U.S. Competitiveness Project needs to change that thinking and hopefully will.

Yet, if we are to really address U.S. competitiveness we must stop looking at issues, businesses and markets as isolated, and instead understand that the future of U.S. competitiveness lies in how well we address the systems issues facing the global economy and the planet over the next 20-40 years.

The risks are clear.  Huge increases in global demand for raw materials, industrial and agricultural commodities, energy and water, will put greater claims on resources, stress supply chains, apply enormous pressure to profit margins and deepen the planet’s most serious environmental challenges.  Yet, these same risks point to tremendous opportunities.  An estimated three billion new additions to the world’s middle-class before mid-century will improve more people’s lives than ever in history and triple the size of the global economy.  For companies to turn these risks into opportunities they must take advantage of growth while mitigating resource disruptions and global environmental degradation.  Clearly, business as usual will not get the job done.  The fate of U.S. competiveness in the years and decades ahead will be determined by how effectively we mitigate the most urgent risks and develop the greatest opportunities that will drive the global economy and the planet.  Sustainability must be the organizing principle of U.S. competitiveness if we are to lead in the 21st century.

Many ask about the meaning of the term sustainability.  Here sustainability refers to a process and a way of thinking which begins with an appreciation for businesses as systems, embedded in larger systems such as markets, and all part of even larger systems of economies.  Ultimately, the earth itself is a system made up of highly interconnected and interdependent groupings of natural and man-made systems, one of the most powerful being the global economy.  In a well organized system, every subsystem supports and aligns with the aim, operations and workings of the overall system.  Lack of alignment leads to sub-optimization, decay and the potential destruction of the system.  Simply put, sustainability is about getting the alignment right between how the global economy works and how the planet works.  To the extent business operations support that alignment, business is sustainable and will prosper; to the extent business operations are out of alignment, business is unsustainable and will deteriorate. The key to U.S. competiveness lies in how well we plan and organize for that alignment.

Next month in New York City there will be a major gathering of C-level business leaders, entrepreneurs, NGO activists, and at least two former Heads-of-State (Costa Rica’s Jose Maria Figueres and U.S. President Bill Clinton) to discuss U.S. competitiveness in the context of the risks and opportunities of the 21st century.  The event – The Sustainable Operations Summit – is not unique – it takes place the very same week as Fortune Brainstorm Green, a CEO-level event in San Diego focused on the newest ideas shaping the future of business.  Both events and others like them signal an important trend in the business community – putting sustainability at the center of the discussion around risk, opportunity and U.S. competitiveness in the coming years.

At The Sustainable Operations Summit I will be moderating a panel that was originally entitled “Environmental Strategy and Business Strategy.”  I spoke with the conference organizer about changing the name – replacing “and” with “as” – and he agreed.  The “Environmental Strategy as Business Strategy” panel will discuss how new business strategies for American competitiveness in the 21st century must not make environmental strategy vestigial, or incorporate it because it is noble or even socially responsible.  Instead environmental strategy must be seen as the key to global competiveness. Understanding natural systems is much more than simply tell us what we’re doing wrong to the planet – it can provide unique insights into how to build resilient businesses systems.  As detailed in the book Profit Beyond Measure by H. Thomas Johnson and Andres Bröms, natural system characteristics such as self-organization, interdependence and diversity have been used to build some of the most efficient and robust manufacturing systems of the 20th century.  In the 21st century only by understanding these principles will companies be able to address the daunting challenges and unprecedented opportunities that are unfolding.

One of the panelists on “Environmental Strategy as Business Strategy” will be Col. Mark Mykleby (U.S.M.C. Ret.).  After serving in combat in Iraq and developing strategy for U.S. Special Ops Command, Colonel Mykleby served as special assistant to the chairman of the Joint Chiefs of Staff, where he developed a new National Strategic Narrative for the United States in the 21st Century.  The U.S. has been without a national strategy since the end of the Cold War when the strategy of “containment” of global communism became obsolete.  Col. Mykleby’s narrative replaces “containment” with “sustainment”, making sustainability a core principle for America’s next 50 years.  The narrative is not just about green energy and resource efficiency, although these are important components.  It is about something larger – a view of America’s challenges and opportunities from a systems perspective.  There are powerful and influential people both inside and outside Washington who are quietly working to see this strategy transformed into policy in the next administration, which would go far to mainstream the idea that U.S. competitiveness in this century as a matter of national policy must and will be driven by sustainability and systems thinking.

Andrew McKeon is founder of BusinessClimate, a provider of consulting services that help clients increase their global competitiveness and profitability through sustainable business strategies, and the host of the annual conference on sustainability and global competitiveness.  Clients include PwC, Bank of America Merrill Lynch, Intel, and Johnson Controls.  Andrew holds an MS in Mechanical Engineering and an MBA, both from Columbia University.  His writings have appeared in such publications as Greenbiz, Reuters and strategy+business magazine.  He has been invited to speak at NASA, the United Nations, the Deming Biennial, PICMET, and the Agrion Energy Conference.  He is an advisor to the UN-GAID and is a member of the Board of Directors of TransitCenter. Andrew maintains a blog at www.businessclimate2012.blogspot.com.