Sustainability – The intersection of economics, society and environment

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.

*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。

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:
1. At minimum do not harm people or the planet and at best create value for all stakeholders
2. Focus on improving environmental, social, and governance (ESG) performance in the areas in which the company or brand has environmental or social impact such as operations, value chain, or customers

Leading Sustainable Businesses - what you will learn 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 and (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"

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 %

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. Airbnb 2019: Sustaining a business model or business models for sustainability?
C4. Sustainability at IKEA
Sessions 5-7
C5. Unilever’s new global strategy: Competing through sustainability
C6. Nestle’s creating shared value strategy
C7. BoP strategy of Essilor in India – Doing good 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. The wheel of change: Elements of systemic change and how to get change rolling

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

*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

• Tadao Onaka, Nigel Denscombe「 Corporate Sustainability Governance: Is the objective of governance ROE or sustainability」 Global Management Networks（2015）ASIN: BOOXHGHNVI
• Michael Rosenberg「Strategy and Sustainability」Palgrave Macmillan（2015）978-1-137-50175-2

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

Leading change: Why transformation efforts fail
John Kotter, Harvard Business Review, 2007

this will be updated soon

（実務経験 Work experience）