The New Business Case for the Sustainability Imperative
An expert on leadership, culture change, and organizational development, Bob Willard distils lessons learned about cultural transformation that are described in his book, The Sustainability Champion’s Guidebook. He provides practical guidance on how to embed sustainability into corporate culture, even if you are not the CEO. He outlines a seven-step sustainability change process; seven leadership practices to use throughout the change process; seven paradoxes that enable successful change strategies; and seven derailers to avoid. By connecting the dots between timeless leadership practices and sustainability strategies, Bob shows how sustainability champions at any level in a company can lead a transformation to a smarter and more sustainable enterprise that will be fit for the future.One of the seven steps in the change process is to develop a compelling business case fo the transformation. Business leaders are paid to focus on the bottom-line, and they should. They acknowledge that environmental and social concerns deserve attention, but not at the expense of company profit. Surprisingly, many companies are discovering that they can enhance their competitive positioning by behaving more responsibly. Based on Bob’s latest book, The New Sustainability Advantage, the business case repositions innovative environmental and social strategies as a means to achieving existing company goals, rather than a separate imperative to worry about. That is, smart sustainability strategies help companies survive current economic uncertainties, while positioning them to thrive in the new economy.
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