Book contents
Part I - Enterprise thinking, the driving forces of change, and leadership
Published online by Cambridge University Press: 04 December 2009
Summary
SBD is a strategic management framework for leading change using enterprise thinking, visionary leadership, strategy and business integration, and innovation. It requires a holistic view of the business environment taking in social, economic, and environmental considerations as well as the more conventional concerns of customers, markets, and competition. SBD involves defining, assessing, and improving the whole business enterprise to achieve superior and sustainable performance that exceeds the challenges of the present and the expectations for the future. It integrates business strategies, organizational leadership and capabilities, and needs and expectations into an effective management system for creating innovative solutions for customers, stakeholders, and shareholders of global corporations. SBD is a way for corporations to improve the present and create a better future.
A commitment to pursue SBD places corporations on the leading edge of proactive changes to business strategies, manufacturing and marketing methods, operational and organizational practices, and financial and business performance measures. It engages them in dealing with the impacts and consequences of technologies, products, and processes from cradle-to-grave, and inventing significant improvements from within every facet of the enterprise. By doing so, SBD provides exciting opportunities to change the world through improved systems, technologies, products, and processes that have greater benefits with reduced negative consequences. World-class corporations are indeed reinventing themselves in this way to create a more sustainable future.
SBD depends on the leadership of executive management and its vision of harmony between the enterprise, human activities, and the natural world.
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- Information
- Sustainable Business DevelopmentInventing the Future Through Strategy, Innovation, and Leadership, pp. 9 - 12Publisher: Cambridge University PressPrint publication year: 2006
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