シラバス Syllabus

授業名 Leading Sustainable Businesses
Course Title Leading Sustainable Businesses
担当教員 Instructor Name Nigel Konrad Denscombe
コード Couse Code CLD109_G22V
授業形態 Class Type 講義 Regular course
授業形式 Class Format Live Virtual
単位 Credits 2
言語 Language EN
科目区分 Course Category 発展科目300系 / Advanced & Specialized
学位 Degree Exed
開講情報 Terms / Location 2022 GSM ONLINE Spring

授業の概要 Course Overview

Misson Statementとの関係性 / Connection to our Mission Statement

Sustainability – The intersection of economics, society and environment

“NUCB Business School’s mission is to educate innovative and ethical leaders who possess a ‘Frontier Spirit’ and to create knowledge that advances business and society. Our students will have the ability to bridge the gap between New Asia and the rest of the world.”
Leading Sustainable Businesses is a course designed to demonstrate that students have developed innovative and ethical leadership thinking that incorporates sustainability and SDGs as a core parts of that, and also that they possess the foundations of "frontier spirit" in this critical era of sustainability.

授業の目的(意義) / Importance of this course

Leading sustainable businesses –

In 1996, Harvard Business School Professor Michael Porter came out with his ground-breaking ideas about business enterprise sustainability in a Harvard Business review article entitled “What is Strategy”. He proclaimed that to be sustainable and thus economically viable in the long-term, companies had to build sustainable strategic positions that created valuable solutions with unique value propositions for customers, and they had to do this with sets of interconnected activities through business models that gave them sustainable competitive advantages over their real and potential rivals in the marketplace. Within a short time, leading global CEOs and business people everywhere were talking about “value propositions” and innovating their business models and how becoming customer centric was the key to economic survival and sustainability. Indeed, CEOs proudly proclaimed that only reason that publicly listed enterprises should exist was to create growing sustainable economic value. Business enterprises followed these sustainability tenets religiously to build new business models with resultant value for customers. But, based on traditional capital market values, corporate goals often emphasized value creation for customers and shareholders at the expense of other stakeholders.

Today – Over 20 years has passed since Professor Porter’s ground-breaking sustainability ideas on the economic viability of business enterprises – the world has greatly evolved and societies and our planet are facing unprecedented sustainability challenges. Capitalism is being reimagined and new forms are emerging that emphasize not just economic gains but that integrate social and environmental priorities as core components. Sustainable businesses today are redefining the corporate ecosystem and concept of sustainability by designing business models focusing on how to create value for all stakeholders, including society and the planet. Professor Porter himself pioneered the idea of “creating shared value”, arguing businesses can generate economic value by also addressing social and environmental issues that intersect with their businesses. While the basic ideas of strategic positioning remain in place, sustainable business strategy has evolved to integrate economic, environmental, and social aims into a firm's goals, activities, and planning, with the aim of creating long-term value for the firm, its stakeholders, and the wider society. The new sustainability mantra has become three integrated pillars – economic viability, environmental protection and social equity, and chief sustainability officers have become central to leadership and decision-making in business enterprises.

Leading Sustainable Businesses aims to give participants valuable knowledge and essential skills in leading businesses in the right direction to not only create economic viability based on traditional concepts of capitalism that put the shareholders at the front, but understanding the very reason for a company’s existence and sustainability is the society and environment itself, and these should be integrated into the foundation of building sustainable business models – not as an afterthought. Indeed, as a core part of the learning, we will discuss about the UN's seventeen 2030 Sustainable Development Goals (SDGs) and how companies are balancing their business efforts to help focus on these various sustainability goals. Through case studies and sustainability concepts, you will learn how sustainability focused businesses can thrive and grow while also potentially solving some of the world’s biggest challenges. This will be very valuable learning as sustainability is more and more considered core business learning and will become centre stage globally.

到達目標 / Achievement Goal


As a result, by the end of Leadership of Sustainable Businesses, participants will have learned all the critical aspects about sustainability and new approaches to capitalism that consider all stakeholders in the value chain, including society and the planet, as well as how important the 2030 SDGs are to defining this new capitalism. Participants should also have a clear understanding about how to lead change towards sustainability goals and implement corporate policies that can be good for all stakeholders, not just shareholders - in other words, "how a company can do well by doing good!"

本授業の該当ラーニングゴール Learning Goals

*本学の教育ミッションを具現化する形で設定されています。

LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG6 Innovative Leadership (MBA)

受講後得られる具体的スキルや知識 Learning Outcomes


Leading Sustainable Businesses -

Sustainable business strategy is the integration of economic, environmental, and social aims into a firm's goals, activities, and planning, with the aim of creating long-term value for the firm, its stakeholders, and the wider society. Sustainable business practices are those that at a minimum do not harm people or the planet and at best create value for all stakeholders.

What you will learn in this course is how to understand and analyze the business models that drive change towards sustainable practices and the competitive advantages that focusing on sustainability can bring to all three pillars of sustainability:
(1) economic viability
(2) social equity
(3) environmental protection

You will also determine what you can do in your career to become a purpose-driven global leader to drive this positive change towards corporate sustainability.

We will achieve this through a lively and interactive class discussion focused on relevant case discussions, breakout room group discussions and final session "group sustainability project" that will evaluate and compare two business enterprises that have fully embraced sustainability as a core to everything they do.

SDGsとの関連性 Relevance to Sustainable Development Goals

Goal 4 質の高い教育をみんなに(Quality Education)

教育手法 Teaching Method

教育手法 Teaching Method % of Course Time
インプット型 Traditional 0 %
参加者中心型 Participant-Centered Learning ケースメソッド Case Method 100 %
フィールドメソッド Field Method 0 %
合計 Total 100 %

事前学修と事後学修の内容、レポート、課題に対するフィードバック方法 Pre- and Post-Course Learning, Report, Feedback methods

How to proceed –
This Leadership of Sustainable Businesses course will be comprised of four parts
1. Interactive lecture: The lecturer will give you some basic examples
2. Class case discussions: This will be the main part of this course.
3. Group discussions: the class will be divided into groups to discuss topics designated by the lecturer
4. Sustainability group project

Eight sessions focused on business sustainability case discussions –
1. Focuses on practical strategic ideas, not so much technical perspective
2. Minimum lecture and spend most time on class discussion of the cases
3. Each session spend lot of time on one case study to analyze and discuss
4. Each case will consider the whole but also focus on specific learning topics

The learning topics will focus on three key areas
Sessions 1-2: The business case for change
Sessions 3-4: Driving change at scale – Moving beyond the firm
Sessions 5-7: Purpose driven systemic change
*Session 8: Final session will be focused a group sustainability project

List of cases
Sessions 1-2
C1. Tata: Leadership with trust
C2. Governance and sustainability at Nike (A)
Sessions 3-4
C3. Sustainability at IKEA
C4. Nestle’s creating shared value strategy
Sessions 5-7
C5. Unilever’s new global strategy: Competing through sustainability
C6. Danone 2019: Sustainability platform runs into trouble in Morocco
C7. BoP strategy of Essilor in India: Doing well by doing good - Taking shared value to the extreme?

List of Articles *In order
A1. Creating shared value: How to reinvent capitalism and unleash a wave of innovation and growth
A2. Sustainability: The comprehensive business case for sustainability
A3. Why sustainability is now the key driver of innovation
A4. Leading change: Why transformation efforts fail

Reference Booklet
Corporate Sustainability Governance: Is the governance objective ROE or sustainability
*Prof. Tadao Onaka and Prof. Nigel Denscombe

How to study –
All participants will prepare for discussion with regards to each case questions.
Participants will present prepared answers as a comment or a presentation.

Written output required –
1. Ongoing group sustainability project due for discussion in the final session, session 8
2. Final written "course learning" report assignment due shortly after course finishes

授業スケジュール Course Schedule

第1日(Day1)

DAY 1 *June 25, Saturday 10:00-16:40
Topic: The business case for change


●使用するケース
Session 1: C1. Tata: Leadership with trust
Session 2: C2. Governance and sustainability at Nike (A)

Article1: A1. Creating shared value: How to reinvent capitalism and unleash a wave of innovation and growth
*Prof. Michael Porter and Mark Kramer

第2日(Day2)

DAY 2 *June 26, Sunday, 10:00-16:40
Topic: Driving change at scale – Moving beyond the firm


●使用するケース
Session 3: C3. Sustainability at IKEA
Session 4: C4. Nestle’s creating shared value strategy

Article2: A2. Sustainability: The comprehensive business case for sustainability

第3日(Day3)

DAY 3 *July 2, Saturday 10:00-16:40
Topic: Purpose driven systemic change

●使用するケース
Session 5: C5. Unilever’s new global strategy: Competing through sustainability
Session 6: C6. Danone 2019: Global sustainability platform runs into trouble in Morocco

Article3: A3. Why sustainability is now the key driver of innovation
Article4: A4. Leading change: Why transformation efforts fail

第4日(Day4)

DAY 4 *July 3, Sunday 10:00-16:40
Topic: Sustainable development goals and creating shared value


●使用するケース
Session 7: C7. BoP strategy of Essilor in India – Sustainable development through inclusive business models
Session 8: No Case Study but groups present results of a Sustainability Group Project instead (See below)

Sustainability Group Project -
Group's will output their sustainability projects, which run throughout the course after regular hours finish.
This project will compare/evaluate approaches to sustainability by reviewing company sustainability reports.
Each group will review two companies in an industry (Ex. Tesla/Toyota) and decide which approach is better.

第5日(Day5)



第6日(Day6)



第7日(Day7)



成績評価方法 Evaluation Criteria

*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
講師用内規準拠 Method of Assessment Weights
コールドコール Cold Call 0 %
授業内での挙手発言 Class Contribution 50 %
クラス貢献度合計 Class Contribution Total 50 %
予習レポート Preparation Report 0 %
小テスト Quizzes / Tests 0 %
シミュレーション成績 Simulation 20 %
ケース試験 Case Exam 0 %
最終レポート Final Report 30 %
期末試験 Final Exam 0 %
参加者による相互評価 Peer Assessment 0 %
合計 Total 100 %

評価の留意事項 Notes on Evaluation Criteria

使用ケース一覧 List of Cases

    ケースは使用しません。

教科書 Textbook

  • Michael Rosenberg「Strategy and Sustainability」Palgrave Macmillan(2015)978-1137501738
  • Tadao Onaka, Nigel Denscombe「Corporate Sustainability Governance: Is the objective of governance ROE or sustainability」Global Management Networks(2015)B00XHGHNVI

参考文献・資料 Additional Readings and Resource

Reference Articles *Optional

What is Strategy?
*Professor Michael Porter, Harvard Business Review, 1996

Sustainability strategy transforms the enterprise
*Lubin, Longsworth and Russell, Balanced Scorecard Report, HBS Publishing,

Making Sustainability Profitable
Haanaes, Jurgens and Rangan, Harvard Business Review, 2013

The Change Wheel: Elements of systemic change and how to get change rolling
Rosabeth Moss Kanter, Harvard Business Review, Nov 2011

授業調査に対するコメント Comment on Course Evaluation

To be updated later

担当教員のプロフィール About the Instructor 


Prof. NIGEL DENSCOMBE

OVERVIEW

Nigel is a “hybrid” businessperson standing at the intersection of two key roles: global manager/owner and business educator. This is why in 2001 he created a Tokyo/New York firm, Denscombe Corporation (www.denscombe.co.jp), to “bridge” business and education by providing strategic management solutions for repositioning/creating sustainable value propositions for corporate clients and business schools, and also by providing management education solutions for them as well.

On one side, he is a truly globalized Tokyo-based British-American high value added management professional with a successful track record of leading positive industry change and finding new value propositions.
At the same time, he is also an accomplished management educator who has created new business schools/repositioned existing ones and who also has taught a wide range of high valueadded management courses for Asian university business schools and corporate clients. In business education, as a management practitioner in the real world, his mission is to put “ business” back into business school and to
foster the global leadership required to take practical advantage of the great changes going on for sustainable corporate value propositions.

Everything Nigel teaches, he does (or has done) in the real world. This gives him a unique learning value proposition because, with his global management track record and wide business education teaching experience, he offers an unparalleled learning experience for all those participating in his management classes.
Before shifting his focus to Asia, Nigel had extensive management/owner experience in North America and Europe, focused on financial services, new business development, innovating markets and new market entry, and strategic planning - corporate strategy, especially restructuring and new value propositions.

Specialized Fields

Strategic management, business plan/new business startups/entrepreneurship, sustainability, corporate governance and business ethics - plus strategic thinking and negotiations

Academic Background

UCLA, Business and Management of Entertainment Media, Extension Program
Harvard Business School, MBA in General Management
Harvard College, AB

(実務経験 Work experience)


BUSINESS BACKGROUND (Significant Current/Recent)

Denscombe Corporation (http://www.denscombe.co.jp)
President/CEO, Capital Markets, Strategic Management Consulting, Business Education (Tokyo/NY)

CICOM Brains, Inc. *Tokyo
Cofounding team member/former director

Denscombe & Co, Inc. *NY/USA
President/CEO, merchant banking/strategic consulting firm

Bank of America NT & SA
Managing Director/Vice President, (New York, San Francisco, Los Angeles, Mexico City)

Deutsche Bank *NY Branch
Vice President/Assistant Vice President/Assistant Treasurer (New York City, Mexico City, London/UK)

Harvard University, Real Estate Investment
Financial Analyst (Massachusetts/USA)

Avon Corporation *NY/USA
Marketing Specialist – French market-entry team (London/UK, Paris/France)

Avesta Jernverks AB, Steelworker (Avesta/Sweden)


BUSINESS EDUCATOR BACKGROUND (Current/Recent)

Denscombe Corporation (Tokyo/NY)
Strategic Management Solutions: Capital Markets, Strategic Management Consulting, Corporate Education Solutions
*Core Lecturer, business education outsourcing business – Turnkey solutions for business schools and corporate in-house management training

International University of Japan, Graduate School of International Management (Niigata, Japan)
*Specially Invited Professor: Strategic Management, Global Marketing, Corporate Governance, International Management, Competing in Emerging Markets, New Frontier of Capitalism - ASEAN

Business BreakThrough University (Tokyo, Japan)
*Professor: Case-based integrated business skill program in logical/critical/creative thinking, marketing, strategy and business planning

Waseda Graduate School of Commerce, ETP Japan (Tokyo)
*Lecturer: Business Plan, Financial Management, Japan MarketEntry Business Plan Mentor

GLOBIS University, Part-Time MBA Program (Tokyo)
*Lecturer : Marketing Foundations






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