First Look: The Second Annual Sustainability & Innovation Survey Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

The second annual MIT Sloan Management Review, sustainability and innovation survey study of current and projected sustainability practices related organizations and leaders, was sent for a year's bad news for social sustainability advocates. Between publicized delays last year in reaching an international agreement on climate change in Copenhagen, and the ongoing economic downturn, it was difficult to predict what will be the rate stability as priority control. Companies will begin to curtail their efforts to adopt more efficient business practices and become less focused on sustainability-related issues? Will they put the existing program on hold? What grades would they do about the consequences for the stability landscape management change, and how their strategic plans were involved in the future under the influence of sustainability issues? This article is a first look at the results of the 2010 Stability and Innovation Executive Study-focusing on the 12 top-line observations are taken from surveys and in-depth interviews of individual executive. Respondents included more than 3,107 managers and executives from all major industries and regions of the world. This article provides answers to questions such as Where is the resistance is placed on the agenda of top management? In the most efficient companies see things differently? Who is driving the agenda in the company? What does the C-suite do you think? And as top managers go about making sustainability decisions related to investment, when the material information to weigh the costs and benefits are often not enough? "Hide
for Knut Haanaes, Balu Balagopal, David Arthur, Ming Teck Kong, Ingrid Velken, Nina Kruschwitz, Michael S. Hopkins Source: MIT Sloan Management Review 9 pages. Publication Date: January 1, 2011. Prod. #: SMR379-PDF-ENG