With the acceleration of modern economic, societal and environmental changes, new opportunities are created everywhere, and often where we least expect them.
Making your business environmentally sustainable does not mean reducing total material demand. Still, it does require more effective use of energy and resources and the mitigation of current waste streams.
The pandemic has given us all an opportunity to build a new business future. Market disruption equals opportunity for those willing to look and work for it. This is the time to adjust and innovate your business model to market conditions.
This article employs a holistic, interactive East Asian framework—the ancient yin-yang circle—for presenting both defensive and proactive carbon control strategies in urban and rural areas. Given the recent wave of deadly wildfires in the American West, attention is focused here on the future significance of oceans as a massive carbon sink for fighting global climate change. Life probably arose in the sea, and the sea may end up having to save the planet.
When you’re turning on your fan or firing up your laptop to get some work done, you probably don’t spend much time thinking about where that power comes from. But all of that thinking comes to the forefront of your mind when there are massive disruptions to that system.
Integrity is regularly considered one of the top characteristics that a business leader can have — whether you're asking employees or CFOs. Sometimes, however, business integrity is considered a cost or burden — a commitment that is almost guaranteed to make a business harder to run over time.
Value propositions are a key element to success. In the modern business climate, the environmental value proposition, in particular, is uniquely effective.
Human-Centred Design has served us well as an innovation strategy over the last decades, making things better for people and more profitable for business. Today there is growing and widespread concern about the impacts of all this innovation on a third ‘P’ – the Planet. To innovate for a sustainable future we must transform our model from Human-Centred to Humanity-Centred Design.
There are studies that say the world will run out of oil within 55 years. All the while, aquatic creatures are suffering at the hands of plastic pollution every day. On top of that, our collective contribution to the greenhouse effect is sending us underwater as sea levels rise at unprecedented rates.
The scientific consensus on anthropogenic climate change only grows stronger. The most recent word from scientists is that the present warming of the globe is "unprecedented" in the last 2,000 years. Some 99% of scientists stood in agreement on this in 2011, and now the scientific community has declared there's "no doubt left" that human activity is warming the earth.
With the rise in global warming and climate change as a product of burning fossil fuels to power a civilization on the cusp of a technological revolution, governments and their citizens are demanding a change.
It's sometimes crazy to think that a simple gadget can completely alter someone's life. However, you only need to consider the smartphone to realize just how effectively that can happen. Before smartphones, people needed all of their tech services on their computer which was usually stationary in their homes.
How can those at the top ensure they and their organizations are fit for the future? Perhaps the biggest challenge facing leaders today is to ensure they are capable of navigating themselves and their organizations through a complex and rapidly evolving future landscape. The reality is becoming clear, a good future focused leader has to have a “futurist mindset”.
The industries of manufacturing and energy are poised for more disruptive change perhaps than any other industry. These companies are impacted by sustainability issues, consumer attitudes and behaviors, digitization, 3D printing, emerging automation and technology, and so much more.
In spite of the new explosive capacity for growth in both the energy and manufacturing sectors, “And only 24% of energy professionals consider their company to be ahead of the competition.” This disparity exists for a number of reasons, but often because a company’s innovation capabilities are not aligned with a repeatable innovation process. So what are the key inflection points for manufacturing and energy innovation?