MIT Sloan Management Review's second annual Sustainability & Innovation survey - exploring the present and projected sustainability-related practices of organizations and executives - was fielded during a year of poor public news for sustainability promoters.
Between last year's much-publicized delay in reaching a global agreement on climate change in Copenhagen as well as the continuing economic malaise, it was difficult to predict how sustainability would fare as a management priority. Would businesses begin to scale back their efforts to adopt more efficient business practices and become less focused on sustainability-related issues? Would they place existing programs on hold? What evaluations would they make about the consequences for managers of the changing sustainability landscape, and how were their tactical strategies for competing in the future being changed by sustainability concerns? This article is a first look in the results of the 2010 Sustainability & Innovation Executive Study - focusing particularly on 12 top-line observations drawn from the survey data and separate in-depth executive interviews.
The survey respondents included more than 3,107 managers and executives, representing every major sector and region of the world. This informative article offers answers to such questions as, Where does sustainability now healthy on the plan of top management? Do top-performing firms find things otherwise? Who drives the plan within firms? What does the C suite believe? And how do top managers go about making sustainability-related investment decisions when for considering costs and benefits actual information is often lacking?
PUBLICATION DATE: January 01, 2011 PRODUCT #: SMR379-PDF-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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