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 | NUC402_N24B |
授業形態 Class Type | 講義 Regular course |
授業形式 Class Format | On Campus |
単位 Credits | 2 |
言語 Language | EN |
科目区分 Course Category | 専門教育科目 / Specialized Subject |
学位 Degree | BBA |
開講情報 Terms / Location | 2024 UG Nisshin Term4 |
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 Undergraduate 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 social equity and environmental sustainability as well as SDGs as a core parts of that, and also that they possess the foundations of "frontier spirit" in this critical era of sustainability.
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.
“NUCB Undergraduate 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 social equity and environmental sustainability as well as SDGs as a core parts of that, and also that they possess the foundations of "frontier spirit" in this critical era of sustainability.
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.
授業の目的(意義) / Importance of this course
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
By the end of this course, 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 helping to define this new capitalism - based on "People, Planet and Profitability (3Ps). 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 Managerial Perspectives (BBA)
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG6 Managerial Perspectives (BBA)
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 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 and (3) environmental protection.
We will achieve this through a lively and interactive class discussion focused on relevant case discussions, group discussions in Days 1-5, and put this learning into play in Days 5 and 6 and 7 through a "group sustainability project" that will evaluate and compare the Sustainability Reports of two business enterprises (groups choose these) that have embraced sustainability as a core to everything they do. Day 7 will wrap it all up with a review of the group sustainability project outputs.
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 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 and (3) environmental protection.
We will achieve this through a lively and interactive class discussion focused on relevant case discussions, group discussions in Days 1-5, and put this learning into play in Days 5 and 6 and 7 through a "group sustainability project" that will evaluate and compare the Sustainability Reports of two business enterprises (groups choose these) that have embraced sustainability as a core to everything they do. Day 7 will wrap it all up with a review of the group sustainability project outputs.
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 | 70 % |
フィールドメソッド Field Method | 30 % | 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 in Days 6 and 7 - analyze/compare two real company "Sustainability Reports"
The learning topics will focus on two key areas
Days 1-2: Purpose driven systemic change within business enterprises
Days 3-5: Sustainable development goals and creating shared value (CSV)
Days 6-7: Final 2 days will be focused a group sustainability project
List of cases -
1. Governance and sustainability at Nike (A)
2. Tata: Leadership with trust
3. Sustainability at IKEA
4. Nestle’s creating shared value strategy
5. Unilever’s new global strategy: Competing through sustainability
6. Danone (A): Sustainable platform troubles in Morocco 2019
Article
Creating shared value: How to reinvent capitalism and unleash a wave of innovation and growth
Written output required –
1. Group sustainability project in Days 6 and 7, output due for discussion in the second part of Day 7
2. Post-course final written "course learning" report assignment due shortly after course finishes
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 in Days 6 and 7 - analyze/compare two real company "Sustainability Reports"
The learning topics will focus on two key areas
Days 1-2: Purpose driven systemic change within business enterprises
Days 3-5: Sustainable development goals and creating shared value (CSV)
Days 6-7: Final 2 days will be focused a group sustainability project
List of cases -
1. Governance and sustainability at Nike (A)
2. Tata: Leadership with trust
3. Sustainability at IKEA
4. Nestle’s creating shared value strategy
5. Unilever’s new global strategy: Competing through sustainability
6. Danone (A): Sustainable platform troubles in Morocco 2019
Article
Creating shared value: How to reinvent capitalism and unleash a wave of innovation and growth
Written output required –
1. Group sustainability project in Days 6 and 7, output due for discussion in the second part of Day 7
2. Post-course 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 1The business case for change
●使用するケース
Case1: Governance and Sustainability at Nike (A)第2日(Day2)
Day 2Topic: Purpose driven systemic change
●使用するケース
Case2: Tata: Leadership with Trust第3日(Day3)
Day 3Topic: Purpose driven systemic change
Topic: Sustainable development goals and creating shared value
●使用するケース
Case3: Sustainability at IKEAArticle: Creating shared value: How to reinvent capitalism and unleash a wave of innovation and growth
*HBS Prof. Michael Porter and Mark Kramer
第4日(Day4)
Topic1: Purpose driven systemic changeTopic2: Sustainability Group Project
●使用するケース
Case4: Nestle’s creating shared value strategyTopic1: Purpose driven systemic change and creating shared value
Topic2: Sustainability Group Project
Class will introduce students to the final group sustainability project and outline what needs to be done.
第5日(Day5)
Day 5Topic1: Sustainable development goals and creating shared value
Topic2: Sustainability Group Project
●使用するケース
Topic 1*Case5: Unilever competing through sustainability
Topic2: Sustainability Group Project
Assignment: Each group will choose sustainability reports from 2 companies in a related industry, and analyze/compare them to evaluate which company has a better approach to sustainability. Any companies can be selected, but these they could be companies like "Tesla Motors vs. Toyota" or "H&M vs. Uniqlo", etc.
Day 5 and 6 will focus on analyzing the companies, Day 7 will wrap up that analysis and present it to the class. *
第6日(Day6)
Day 6:Topic1: Sustainable development goals and creating shared value
Topic2: Sustainability Group Project
●使用するケース
Case6: Danone (A) - Trouble in Morocco 2019Group Sustainability Project - Student groups will focus on a group sustainability project for Days 5, 6, 7
*Day 5 and 6 focus on analyzing the companies, Day 7 will wrap-up that analysis and present it to the class.
Assignment: Each group will choose sustainability reports from 2 companies in a related industry, and analyze/compare them to evaluate which company has a better approach to sustainability. Any companies can be selected, but these they could be companies like "Tesla Motors vs. Toyota" or "H&M vs. Uniqlo", etc.
第7日(Day7)
Day 7:Topic: Sustainability Group Project -
Groups finalize their group project presentations (Period 3) and present to class (Period 4)
●使用するケース
No case study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。
*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 | 40 % |
クラス貢献度合計 Class Contribution Total | 40 % |
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 | 30 % |
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
教科書 Textbook
- Michael Rosenberg「Strategy and Sustainability *Optional reading」Palgrave Macmillan(2015)
- Professor Tadao Onaka and Professor Nigel Denscombe「Corporate Sustainability Governance: Is the objective of governance ROE or sustainability?」Global Management Networks(2015)Amazon ASIN: BOOXHGHNVI
参考文献・資料 Additional Readings and Resource
Reference Article (Optional): "What is Strategy?"
*Professor Michael Porter, Harvard Business Review, 1996
*Professor Michael Porter, Harvard Business Review, 1996
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