New MBA Series: How Today's Students Become Tomorrow's Sustainable Leaders. « Back to Home Page MBA students and graduates have always been key members of the 3p community – both as readers and writers. That’s because many of the themes and issues in sustainable business that we cover every day are core themes in the classrooms at the world’s most prominent sustainable MBA programs. Today’s students bring fresh new ideas to the sustainability challenges faced by today’s businesses. Now we want to hear more directly about how sustainability is being taught. In this new series kicking off tomorrow, we’ll hear directly from the administrators and faculty at these schools. Topics include: We have a number of guest authors lined up, but we’d love to hear from you too! Check back tomorrow for the first article! [image credit: Cliff Muller: Flickr cc] Scroll down to see comments.
Corporate Responsibility Report Released – Now What? By Tim Mohin, Director of Corporate Responsibility, Advanced Micro Devices This week, AMD released its 18th annual corporate responsibility (CR) report. After working for months and months to gather data, write the content and finalize the report, it is easy for the report’s release to seem like the end goal. And after all the work that goes into producing a CR report, it’s tempting each year to go into hibernation after it’s issued! However, an important lesson that we have learned in our 18 years of reporting experience is that the report’s release should actually be just the beginning. So, what’s next? 1. Make sure your audiences actually read it Today AMD’s newly released 2012/2013 “full report” weighs in at over 120 pages. You don’t have to be a communications genius to know that this format will turn off most audiences. 2.
Constant tweets (follow @TimMohinAMD)! 3. 4. How can business leaders balance change and continuity? | Guardian Sustainable Business | Guardian Professional. If achieving innovation and operational excellence is about understanding the importance of diversity - continuity and change is about how to allocate resources across different activities. There is a need for change: we, individually and organisationally, need to adapt to changing circumstances if we want to avoid becoming redundant. However, there is a balance that needs to be found between change and continuity: if everything were changing all the time we would sink into chaos, not knowing in which direction to go, or what to do first. Three considerations are important for finding the equilibrium between continuity and change in your organisation: • A deep understanding of the specific context of your organisation and in which it operates• Taking a holistic approach• Being aware of, and working with, all facets and implications of human nature 1.
Understanding your organisation's specific context Industry context: some industries change faster than others. Taking a holistic approach. Welcome to Forbes. What 5 insights can you learn from the single best book on management. Your Innovation Problem Is Really a Leadership Problem - Scott Anthony. By Scott Anthony | 9:00 AM February 13, 2013 When Karl Ronn recently said, “Companies that think they have an innovation problem don’t have an innovation problem.
They have a leadership problem,” I listened carefully. I featured Ronn, a former P&G executive (and current executive coach and entrepreneur), in several places in The Little Black Book of Innovation, most notably for his rant against the evils of focus groups. Ronn is thoughtful, widely read, a seasoned practitioner, and a great communicator. Ronn’s basic idea was that four decades of academic research and two decades of conscious implementation of that work have provided robust, actionable answers to many pressing innovation questions. Yet, with all of this progress it still feels like a positive surprise when you see a large company confidently approach the challenges of innovation. None of these is bad, but point solutions don’t solve system-level problems. Those are real issues that haven’t been comprehensively solved. LivePerson’s Chief, on Removing Organizational Walls.
Engineering Leadership and Management Courses. 2010 Chief Executive Officer Study. HBS Working Knowledge.