Remove 2010 Remove Energy Remove Innovation Remove Supply Chain
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Why We Need Heretical, Holistic Green Thinking

Harvard Business Review

"System" is the key word, and it was top of mind during a recent HBR event in Palo Alto, sponsored by Hitachi, where I was moderating a panel on sustainable supply chains. Pepsi has rolled it out at hundreds of sites, and now is sharing it with supply-chain partners. Lifecycle analysis isn't new, of course.

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The Comprehensive Business Case for Sustainability

Harvard Business Review

Sustainable businesses are redefining the corporate ecosystem by designing models that create value for all stakeholders, including employees, shareholders, supply chains, civil society, and the planet. Supply chains today extend around the world, and are vulnerable to natural disasters and civil conflict.

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Flash Case Study: Will a Pilot Program Unleash This Innovation, or Kill It?

Harvard Business Review

We've been co-running the steering committee for this innovation project for almost six months now. We're going to be the first elevator manufacturer in the world to offer customers a comprehensive, real-time dashboard showing how much energy and money they're saving with our dispatching algorithms. The Four Worst Innovation Assassins.

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The Scale of the Climate Catastrophe Will Depend on What Businesses Do Over the Next Decade

Harvard Business Review

degrees will require “rapid and far-reaching transitions in energy, land, urban and infrastructure (including transport and buildings), and industrial systems” and this transition will need to be “unprecedented in terms of scale…and imply deep emissions reductions in all sectors.” Embrace renewable energy.

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Get Ready for the New Era of Global Manufacturing

Harvard Business Review

Second, we see a raft of innovations that will alter how products are designed, manufactured and sold — everything from nanotechnologies to 3D printing. Then, manufacturing's most important role is as a driver of innovation, trade, and productivity. Innovations Are Changing The Way We Design Products.

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The CEO of Coca-Cola on Using the Company’s Scale for Good

Harvard Business Review

For example, developing our PlantBottle innovation — a fully recyclable packaging made of up to 30% renewable plant material — took significant upfront investment but we felt it made good sense, especially with oil prices fluctuating. In 2010 we joined forces to improve access to critical medicines.

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Smarter Retailing via (Un)conventional Thinking

Harvard Business Review

So retailers manage their supply chains and overhead costs with a tight fist. The large UK retailer, owned by Wal-mart, lowered its 2010 expenses by over £70 million ($110 million) through energy and waste reduction throughout its retail footprint of 500 stores. Consider Asda. Other UK retailers have since followed suit.

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