Bendigo Business Model

Sustainability from a strategic business perspective is the potential for the long-term well-being of the natural environment, including all biological entities, as mutually beneficial interactions among nature and individuals, organizations, and business strategies. (O.C Ferrell, Fraedrich, Ferrell, 2015). Business sustainably is often defined as managing the triple bottom line – a process by which companies manage their financial, social and environmental risks, obligations and opportunities. These three impacts are sometimes referred to as profits, people and planet. (Business sustainability definition from financial times lexicon, no date). This essay will discuss the idea of sustainability being an important element within a businesses and its core strategies and the importance of it within different businesses. Secondly, this study will look at how different stakeholders are affected and influenced by sustainability as this could be seen as a catalyst to improving the environment as a whole and. Then this study will look at how businesses not focusing

Bertrand Piccard quotes, “In the 21st century, the heroes will be the people who will improve the quality of life, fight poverty and introduce more sustainability. This is a powerful message, it sums up the concepts discussed throughout the course. Additionally, the case studies such as the New Belgium Brewery, SC Johnson and The Kimberly Clarke organization have been proven to practice this philosophy. As society progresses in its efforts to provide a more sustainable future, there is a fundamental foundation of principles that must be followed to ensure success. Sustainable business development takes into account the application of business operations as it relates to the three pillars of sustainability, which is a dynamic yet integrative place to begin this journey. DesJardins, (2006) calls for a re-imagination of the future to create a vibrant sustainable model; which forms similar beliefs to Piccard. In addition, organizations are more inclined to create sustainable practices based on consumer demand and the willingness of leadership to participate in sustainability programs.

When an organization partakes in “proactive behavior…for the benefit of society,” it is deemed as socially responsible (P. 155). However, prior to labeling a organization as socially responsible, it is important that we first identify what specific elements of proactive behavior constitute a socially responsible business. To begin, for an organization to be considered socially responsible on the highest level, it must take a proactive approach to doing business. This is defined as “[taking a] approach to social responsibility in which an organization goes beyond industry norms to solve and prevent problems” (P.155). In addition, it is standard for a socially responsible organization to incorporate a larger scope of stakeholders, to include external stakeholders, in their business decisions to create positive externalities, and mitigate negative ones, to benefit society as a whole.

The expectation that businesses behave responsibly and positively contribute to society all while pursuing their economic goals is one that holds firm through all generations. Stakeholders, both market and nonmarket, expect businesses to be socially responsible. Many companies have responded to this by including this growing expectation as part of their overall business operations. There are companies in existence today whose sole purpose is to socially benefit society alongside businesses who simply combine social benefits with their economic goals as their company mission. These changes in societal expectations and thus company purpose we’ve seen in the business community over time often blurs the line of what it means to be socially

The course of action that both Shaw and Middleburg surmise is that they would need to develop internal practices and services that envelop a strategy in which the firm could be held accountable to the stakeholders in meeting organizational financial objectives, and being socially and environmentally responsible. The background and history of these individuals ripped a page out of the AIESEC doctrine that leaned strongly towards being socially responsible practicing sustainability that led to” meeting the needs of the present generation without compromising the ability of the future generations to meet their needs” was a far departure from the common practices of large global organizations but targeted to be the desired state of PwC (Jick & Peiperl, p. 465). With the support from Keith Bell, the duo’s manager, together their zeal and tenacity about spreading the gospel of the “NewCo Values” garnered them an audience with Ian Brindle which led to starting the

Business sustainability, which originally was viewed as a question of corporate governance, has now emerged as a central, multifaceted theme of the twenty- first century. It is now the responsibility of corporate boards and managers to focus on business sustainability by creating enduring value for shareholders and managing the interests of other stakeholders, including creditors, employers, suppliers, government, and society at large.

The post-bureaucratic era has seen the augmentation of leadership practices cultivating business sustainability from a pecuniary model to an ecological modernised ideology. Although, such dynamic contribution to business dogma has transformed neo-classical principles. Thus, exemplifying it as a “hybrid” form of economic “bureaucratic” growth and “Weberian” social and environmental rational (Clegg and Courpasson 2004: pg; 527). In this essay, I argue that post-bureaucratic leadership practices contribute to managing sustainability to an extent, as prior bureaucratic methods remain interpolated. Firstly, in section one I evaluate the limitations of groupthink cultivating a “fear of separation” within in post-bureaucratic era by calling on the views of Dimtroff, Schmidt and Bond (2005) however, I compare its effectiveness through the Columbian and the Challenger accident incurred by NASA, suggesting “post-heroic” forms of “group think” encumber judgement of management limiting ethicality. Following this, I will contrast the argument by drawing upon Clegg, Teo and Josserand (2006), implying that changes in practices within the post-bureaucratic era have “branched” and remain interpolated with bureaucratic leadership styles. In doing so, I will examine the writings of Stubbs and Coklin (2008), exploring the effects of the sustainable business model through Bendigo Bank and Interface, advocating that leadership practice contributes to the purpose of an organisation, through an

Sustainability is defined as the ability to endure.(1) Though the idea of sustainability can be applied to most anything from a sustainable ecosystem that has survived thousands of years to a sustainable workplace that uses green technologies. Paul Hawken captured today’s connotation of sustainability in saying “Sustainability is about stabilizing the currently disruptive relationship between earth’s two most complex systems—human culture and the living world.” (2) There are countless ways to live, work, and produce sustainably. Sustainability not only needs to be practiced by citizens, but businesses need to join the green movement as well. Without creating, following, and enforcing green policies, negative effects will be evident and innumerable

Sustainability has achieved a more ecological tone in the past few decades in terms of a business model, but it originally derives from the concept that a business is successful due to the interconnected areas of economics, culture and ecology. Sustainability is now becoming a somewhat fad and thus it is understandable that it could be misconstrued by some as a form of “greenwashing”. Greenwashing is the idea that a company markets their “green” or environmentally friendly changes in policy and values, despite no actual concrete changes in these areas, for example some argue that Fiji Water greenwasher in terms of their marketing as an environmentally friendly water company despite their little effort to actually go carbon-neutral. Many companies are seeing the

In this unit the author speaks about time for a management reset, meaning that since there are so many changes occurring in the business world such as in our economy that it is essential that companies start changing their management strategies. Company managers tend to be more effectively reset their management by restructuring their goals, thus prioritizing environmental and social issues. Furthermore, there are two management resets that occurred in the past, one was the Command and Control Organizations (CCOs), which came about because of mass production due to high consumer demand. The other management reset was the High Involvement Organizations (HIOs) in which began when the work became more difficult and higher educational levels were necessary. The author further states that because of the various environment, social, and business changes that CCOs and HIOs are now obsolete in our current business world; and that the two main reasons are due to the rapid pace of globalization and the rising rate of environmental degradation. Furthermore, the author continues by mentioning that in order to have sustainable management there must be flexibility for change while having environmental awareness, supporting all the employees involved, and making a consistent profit. In order for the effectiveness of an organization it would depend on four methods, which are the how the value is created, how work is organized, how people are treated,

The idea of sustainability has become an increasingly common term in the rhetoric surrounding business ethics, as corporates are gaining broader acknowledgement of this pro-active method which guarantees business long-term viability and integrity by focusing on the triple bottom line. In business, the three aspects of sustainability include social, economic and environment.

Organization’s commitment to social responsibility takes the form of policies or pronouncements on what the organization intends to do to address its social impact in the community where it operates, which includes its stakeholders, suppliers and the general public. As such, a key requirement in implementing an organization’s commitment to social responsibility is the buy-in from the board and the top executives which make the policies, and the support of the middle-management and employees which will implement the policies. To do this, the board and top executives must understand the firm’s effects as an organization, and everyone else must have a clear grasp of the direction where it is going. Implementation involves the

Leaders are the backbone of the company because of the characteristic they own such as patience, enthusiasm, passion, ability to establish a strategy to direct the employees to help in the execution of the strategy, responsibility to achieve the organization goals, ability to change, influence, and builds teams. ( Heath , 2010) These characteristics and abilities were found in Mr.Ghandour and the managers at Aramex, which has a an important role in the success of Aramex, they concentrate on involvement and empowerment of the employees by training them on CSR and sustainabilty strategy “ to understand the organization strategic aims, its customers priorities and the threats and opportunites it faces” Storey ( p.15, 2006 ) The managers at Aramex gave the CSR and sustainability a priority in budgeting even during the crisis in 2009 because they believed that sustainabilty was a mature institutionalized practice and it leads to maximize

Intro: This report will aim to define responsible business, in relation to the vast range of topics such as Corporate social Responsibility/Corporate Citizenship, sustainability, whilst comparing these through academia and their different meanings relating to Responsible Business. Furthermore, this report will also aim to critically analyse climate change and its effect in relation to making Business more responsible as well as the drawbacks/opportunities this holds for business. Finally, this report will exploit the relation between government and Business; identify possible barriers for businesses through government via academic views and evidential impacts on businesses and how government supports business to create a more sustainable world, through incentives such as the climate change Act 2008.

This research is compiled to explain how good ethical practices and good values in business can yield sustainability within the business and the society as a whole and in order to do this the concept of ethical business practice and values have to be understood.