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Purposely Profitable : Embedding Sustainability into the DNA of Food Processing and other Businesses.
Competing and winning in today's competitive marketplace requires a strategy that includes sustainability. Business leaders who embrace it and convey a strong sense of purpose behind their strategy are propelling their organizations into revenue-increasing, cost-reducing outcomes.
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
West Sussex :
Wiley,
2016.
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Title Page; Copyright Page; Contents; About the Author; Sustainability Primer; Understanding sustainability; The sustainable organization; Business case for sustainability; Introduction
- Setting the Stage; Chapter 1 Finding Purpose; 1.1 Why a purpose?; 1.2 Finding purpose and developing a purpose statement; Step 1: A rticulating the purpose; Step 2: Crafting a purpose statement; Step 3: Finalizing the purpose statement; Chapter 2 Creating a Shared Vision of the Future; 2.1 Crafting a meaningful vision statement; Step 1: Setting the stage; Step 2: Key word development.
- Step 3: Key word groupingStep 4: Key word identification; Step 5: Drafting a vision statement; Step 6: Finalizing the vision statement; 2.2 Creating a shared vision; 2.2.1 Painting a clear picture of the future state; 2.2.2 Aligning daily activities to the vision; Chapter 3 Getting Focused
- Pillar Development; 3.1 The power of pillars; 3.1.1 Providing clear direction and focus; 3.1.2 Creating a culture of Sustainability; 3.2 Building the pillars; Step 1: Pillar identification; Step 2: Integrating Sustainability into the pillars; Step 3: Pillar key word development; Step 4: Key word grouping.
- Step 5: Developing pillar mission statements3.3 Visually illustrating the pillars; Chapter 4 Financial Objectives; 4.1 Understanding business objectives; 4.2 Setting business objectives; 4.2.1 Setting a Revenue objective; 4.2.2 Setting a Gross Margin objective; 4.2.3 Setting an Overhead objective; Chapter 5 Measuring What Matters
- KPI Development; 5.1 Understanding KPIs and metrics; 5.1.1 Leading vs lagging; 5.1.2 Absolute vs normalized measures; 5.2 Pillar KPI development; Step 1: Identify what needs to be measured; Step 2: Identifying KPIs vs metrics; Step 3: Defining the KPI number.
- Step 4: Building the baselines5.3 Building a dashboard; Chapter 6 Setting Expectations
- KPI Goal Development; 6.1 Pillar goal development; Step 1: Choose goal-setting approach; Step 2: Setting a commitment level (goal); Step 3: Setting milestones; Step 4: Assigning ownership; Chapter 7 Adding Value
- Program Development; 7.1 Program development; Step 1: Gap analysis; Step 2: Pareto analysis; Step 3: Program identification; Step 4: Program metric development; Step 5: Program goal development; Step 6: Action plan development; Chapter 8 Getting Tactical
- Strategy Execution.
- 8.1 Communicating the strategic plan8.1.1 Purpose; 8.1.2 Pillars; 8.1.3 KPIs; 8.1.4 Goals (aka Commitments); 8.1.5 Programs; 8.2 Cascading the strategic plan; 8.3 Building accountability; 8.4 Managing strategy execution; 8.4.1 Building the right team; 8.4.2 Being disciplined; 8.4.3 Locking in the gains; 8.5 Leveraging technology; Final Thoughts
- Making the Leap; Adapting the strategy; What now?; Tools and Resources; Continuous improvement and operational efficiency; Problem Solving Tools; Sustainability tools and resources; A final note ... ; References; Index; EULA.