The Benefits of Sustainability-Driven Innovation:
Results from the fourth year of MIT Sloan Management Review's research collaboration with the Boston Consulting Group have found that managers who say sustainability has caused their organization to change its business model are also more likely to say that the organization's sustainabilit...
Saved in:
| Main Authors: | , , , |
|---|---|
| Corporate Author: | |
| Format: | Electronic eBook |
| Language: | English |
| Published: |
[Erscheinungsort nicht ermittelbar]
MIT Sloan Management Review
2013
|
| Edition: | 1st edition. |
| Subjects: | |
| Links: | https://learning.oreilly.com/library/view/-/53863MIT54216/?ar |
| Summary: | Results from the fourth year of MIT Sloan Management Review's research collaboration with the Boston Consulting Group have found that managers who say sustainability has caused their organization to change its business model are also more likely to say that the organization's sustainability activities have added to profits. Respondents to the survey who not only changed their business model because of sustainability but also generated profits from their sustainability-related activities and decisions - "Sustainability-Driven Innovators"--Represented 23% of the survey pool. The survey results suggest that business model change, top management support, collaboration with customers and having a business case are associated with creating economic value from sustainability activities and decisions. Ninety percent of all managers who said their companies have all these characteristics also say that their sustainability activities add to their profits. The authors' research suggests several ways in which companies can become more effective at connecting business model change with sustainability-based profits. Based on the behavior of Sustainability-Driven Innovators, they make three recommendations for how managers can improve their odds of profiting from their sustainability activities. First is to be prepared to change the business model, which may involve extensive corporate change, require significant top management attention and entail setting multiyear goals. Second is to learn how your customers think about sustainability and understand what they are willing to pay for in connection with sustainable products or services. The final recommendation involves increasing collaboration both internally and externally with customers, businesses and groups beyond the boundaries of the organization to improve operations and competitive advantage. |
| Physical Description: | 1 Online-Ressource (5 Seiten) |
Staff View
MARC
| LEADER | 00000cam a22000002c 4500 | ||
|---|---|---|---|
| 001 | ZDB-30-ORH-047382821 | ||
| 003 | DE-627-1 | ||
| 005 | 20240228120800.0 | ||
| 007 | cr uuu---uuuuu | ||
| 008 | 191023s2013 xx |||||o 00| ||eng c | ||
| 035 | |a (DE-627-1)047382821 | ||
| 035 | |a (DE-599)KEP047382821 | ||
| 035 | |a (ORHE)53863MIT54216 | ||
| 035 | |a (DE-627-1)047382821 | ||
| 040 | |a DE-627 |b ger |c DE-627 |e rda | ||
| 041 | |a eng | ||
| 082 | 0 | |a 338.927 |2 23 | |
| 100 | 1 | |a Goh, Eugene |e VerfasserIn |4 aut | |
| 245 | 1 | 4 | |a The Benefits of Sustainability-Driven Innovation |c Goh, Eugene |
| 250 | |a 1st edition. | ||
| 264 | 1 | |a [Erscheinungsort nicht ermittelbar] |b MIT Sloan Management Review |c 2013 | |
| 300 | |a 1 Online-Ressource (5 Seiten) | ||
| 336 | |a Text |b txt |2 rdacontent | ||
| 337 | |a Computermedien |b c |2 rdamedia | ||
| 338 | |a Online-Ressource |b cr |2 rdacarrier | ||
| 520 | |a Results from the fourth year of MIT Sloan Management Review's research collaboration with the Boston Consulting Group have found that managers who say sustainability has caused their organization to change its business model are also more likely to say that the organization's sustainability activities have added to profits. Respondents to the survey who not only changed their business model because of sustainability but also generated profits from their sustainability-related activities and decisions - "Sustainability-Driven Innovators"--Represented 23% of the survey pool. The survey results suggest that business model change, top management support, collaboration with customers and having a business case are associated with creating economic value from sustainability activities and decisions. Ninety percent of all managers who said their companies have all these characteristics also say that their sustainability activities add to their profits. The authors' research suggests several ways in which companies can become more effective at connecting business model change with sustainability-based profits. Based on the behavior of Sustainability-Driven Innovators, they make three recommendations for how managers can improve their odds of profiting from their sustainability activities. First is to be prepared to change the business model, which may involve extensive corporate change, require significant top management attention and entail setting multiyear goals. Second is to learn how your customers think about sustainability and understand what they are willing to pay for in connection with sustainable products or services. The final recommendation involves increasing collaboration both internally and externally with customers, businesses and groups beyond the boundaries of the organization to improve operations and competitive advantage. | ||
| 650 | 0 | |a Creative ability in business | |
| 650 | 0 | |a Creative thinking | |
| 650 | 0 | |a Technological innovations | |
| 650 | 0 | |a New products | |
| 650 | 4 | |a Créativité dans les affaires | |
| 650 | 4 | |a Innovations | |
| 650 | 4 | |a Creative ability in business | |
| 650 | 4 | |a Creative thinking | |
| 650 | 4 | |a New products | |
| 650 | 4 | |a Technological innovations | |
| 700 | 1 | |a Reeves, Martin |e VerfasserIn |4 aut | |
| 700 | 1 | |a Kruschwitz, Nina |e VerfasserIn |4 aut | |
| 700 | 1 | |a Kiron, David |e VerfasserIn |4 aut | |
| 710 | 2 | |a O'Reilly for Higher Education (Firm) |e MitwirkendeR |4 ctb | |
| 966 | 4 | 0 | |l DE-91 |p ZDB-30-ORH |q TUM_PDA_ORH |u https://learning.oreilly.com/library/view/-/53863MIT54216/?ar |m X:ORHE |x Aggregator |z lizenzpflichtig |3 Volltext |
| 912 | |a ZDB-30-ORH | ||
| 912 | |a ZDB-30-ORH | ||
| 951 | |a BO | ||
| 912 | |a ZDB-30-ORH | ||
| 049 | |a DE-91 | ||
Record in the Search Index
| DE-BY-TUM_katkey | ZDB-30-ORH-047382821 |
|---|---|
| _version_ | 1829007820364709888 |
| adam_text | |
| any_adam_object | |
| author | Goh, Eugene Reeves, Martin Kruschwitz, Nina Kiron, David |
| author_corporate | O'Reilly for Higher Education (Firm) |
| author_corporate_role | ctb |
| author_facet | Goh, Eugene Reeves, Martin Kruschwitz, Nina Kiron, David O'Reilly for Higher Education (Firm) |
| author_role | aut aut aut aut |
| author_sort | Goh, Eugene |
| author_variant | e g eg m r mr n k nk d k dk |
| building | Verbundindex |
| bvnumber | localTUM |
| collection | ZDB-30-ORH |
| ctrlnum | (DE-627-1)047382821 (DE-599)KEP047382821 (ORHE)53863MIT54216 |
| dewey-full | 338.927 |
| dewey-hundreds | 300 - Social sciences |
| dewey-ones | 338 - Production |
| dewey-raw | 338.927 |
| dewey-search | 338.927 |
| dewey-sort | 3338.927 |
| dewey-tens | 330 - Economics |
| discipline | Wirtschaftswissenschaften |
| edition | 1st edition. |
| format | Electronic eBook |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>03497cam a22004932c 4500</leader><controlfield tag="001">ZDB-30-ORH-047382821</controlfield><controlfield tag="003">DE-627-1</controlfield><controlfield tag="005">20240228120800.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">191023s2013 xx |||||o 00| ||eng c</controlfield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627-1)047382821</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)KEP047382821</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(ORHE)53863MIT54216</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627-1)047382821</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="082" ind1="0" ind2=" "><subfield code="a">338.927</subfield><subfield code="2">23</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Goh, Eugene</subfield><subfield code="e">VerfasserIn</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="4"><subfield code="a">The Benefits of Sustainability-Driven Innovation</subfield><subfield code="c">Goh, Eugene</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">1st edition.</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">[Erscheinungsort nicht ermittelbar]</subfield><subfield code="b">MIT Sloan Management Review</subfield><subfield code="c">2013</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource (5 Seiten)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Results from the fourth year of MIT Sloan Management Review's research collaboration with the Boston Consulting Group have found that managers who say sustainability has caused their organization to change its business model are also more likely to say that the organization's sustainability activities have added to profits. Respondents to the survey who not only changed their business model because of sustainability but also generated profits from their sustainability-related activities and decisions - "Sustainability-Driven Innovators"--Represented 23% of the survey pool. The survey results suggest that business model change, top management support, collaboration with customers and having a business case are associated with creating economic value from sustainability activities and decisions. Ninety percent of all managers who said their companies have all these characteristics also say that their sustainability activities add to their profits. The authors' research suggests several ways in which companies can become more effective at connecting business model change with sustainability-based profits. Based on the behavior of Sustainability-Driven Innovators, they make three recommendations for how managers can improve their odds of profiting from their sustainability activities. First is to be prepared to change the business model, which may involve extensive corporate change, require significant top management attention and entail setting multiyear goals. Second is to learn how your customers think about sustainability and understand what they are willing to pay for in connection with sustainable products or services. The final recommendation involves increasing collaboration both internally and externally with customers, businesses and groups beyond the boundaries of the organization to improve operations and competitive advantage.</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield code="a">Creative ability in business</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield code="a">Creative thinking</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield code="a">Technological innovations</subfield></datafield><datafield tag="650" ind1=" " ind2="0"><subfield code="a">New products</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Créativité dans les affaires</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Innovations</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Creative ability in business</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Creative thinking</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">New products</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Technological innovations</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Reeves, Martin</subfield><subfield code="e">VerfasserIn</subfield><subfield code="4">aut</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Kruschwitz, Nina</subfield><subfield code="e">VerfasserIn</subfield><subfield code="4">aut</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Kiron, David</subfield><subfield code="e">VerfasserIn</subfield><subfield code="4">aut</subfield></datafield><datafield tag="710" ind1="2" ind2=" "><subfield code="a">O'Reilly for Higher Education (Firm)</subfield><subfield code="e">MitwirkendeR</subfield><subfield code="4">ctb</subfield></datafield><datafield tag="966" ind1="4" ind2="0"><subfield code="l">DE-91</subfield><subfield code="p">ZDB-30-ORH</subfield><subfield code="q">TUM_PDA_ORH</subfield><subfield code="u">https://learning.oreilly.com/library/view/-/53863MIT54216/?ar</subfield><subfield code="m">X:ORHE</subfield><subfield code="x">Aggregator</subfield><subfield code="z">lizenzpflichtig</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-ORH</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-ORH</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">BO</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-ORH</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-91</subfield></datafield></record></collection> |
| id | ZDB-30-ORH-047382821 |
| illustrated | Not Illustrated |
| indexdate | 2025-04-10T09:36:22Z |
| institution | BVB |
| language | English |
| open_access_boolean | |
| owner | DE-91 DE-BY-TUM |
| owner_facet | DE-91 DE-BY-TUM |
| physical | 1 Online-Ressource (5 Seiten) |
| psigel | ZDB-30-ORH TUM_PDA_ORH ZDB-30-ORH |
| publishDate | 2013 |
| publishDateSearch | 2013 |
| publishDateSort | 2013 |
| publisher | MIT Sloan Management Review |
| record_format | marc |
| spelling | Goh, Eugene VerfasserIn aut The Benefits of Sustainability-Driven Innovation Goh, Eugene 1st edition. [Erscheinungsort nicht ermittelbar] MIT Sloan Management Review 2013 1 Online-Ressource (5 Seiten) Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Results from the fourth year of MIT Sloan Management Review's research collaboration with the Boston Consulting Group have found that managers who say sustainability has caused their organization to change its business model are also more likely to say that the organization's sustainability activities have added to profits. Respondents to the survey who not only changed their business model because of sustainability but also generated profits from their sustainability-related activities and decisions - "Sustainability-Driven Innovators"--Represented 23% of the survey pool. The survey results suggest that business model change, top management support, collaboration with customers and having a business case are associated with creating economic value from sustainability activities and decisions. Ninety percent of all managers who said their companies have all these characteristics also say that their sustainability activities add to their profits. The authors' research suggests several ways in which companies can become more effective at connecting business model change with sustainability-based profits. Based on the behavior of Sustainability-Driven Innovators, they make three recommendations for how managers can improve their odds of profiting from their sustainability activities. First is to be prepared to change the business model, which may involve extensive corporate change, require significant top management attention and entail setting multiyear goals. Second is to learn how your customers think about sustainability and understand what they are willing to pay for in connection with sustainable products or services. The final recommendation involves increasing collaboration both internally and externally with customers, businesses and groups beyond the boundaries of the organization to improve operations and competitive advantage. Creative ability in business Creative thinking Technological innovations New products Créativité dans les affaires Innovations Reeves, Martin VerfasserIn aut Kruschwitz, Nina VerfasserIn aut Kiron, David VerfasserIn aut O'Reilly for Higher Education (Firm) MitwirkendeR ctb |
| spellingShingle | Goh, Eugene Reeves, Martin Kruschwitz, Nina Kiron, David The Benefits of Sustainability-Driven Innovation Creative ability in business Creative thinking Technological innovations New products Créativité dans les affaires Innovations |
| title | The Benefits of Sustainability-Driven Innovation |
| title_auth | The Benefits of Sustainability-Driven Innovation |
| title_exact_search | The Benefits of Sustainability-Driven Innovation |
| title_full | The Benefits of Sustainability-Driven Innovation Goh, Eugene |
| title_fullStr | The Benefits of Sustainability-Driven Innovation Goh, Eugene |
| title_full_unstemmed | The Benefits of Sustainability-Driven Innovation Goh, Eugene |
| title_short | The Benefits of Sustainability-Driven Innovation |
| title_sort | benefits of sustainability driven innovation |
| topic | Creative ability in business Creative thinking Technological innovations New products Créativité dans les affaires Innovations |
| topic_facet | Creative ability in business Creative thinking Technological innovations New products Créativité dans les affaires Innovations |
| work_keys_str_mv | AT goheugene thebenefitsofsustainabilitydriveninnovation AT reevesmartin thebenefitsofsustainabilitydriveninnovation AT kruschwitznina thebenefitsofsustainabilitydriveninnovation AT kirondavid thebenefitsofsustainabilitydriveninnovation AT oreillyforhighereducationfirm thebenefitsofsustainabilitydriveninnovation AT goheugene benefitsofsustainabilitydriveninnovation AT reevesmartin benefitsofsustainabilitydriveninnovation AT kruschwitznina benefitsofsustainabilitydriveninnovation AT kirondavid benefitsofsustainabilitydriveninnovation AT oreillyforhighereducationfirm benefitsofsustainabilitydriveninnovation |