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 NUC438_N21B
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 専門教育科目 / Specialized Subject
学位 Degree BBA
開講情報 Terms / Location 2021 UG Nisshin Term4

授業の概要 Course Overview


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 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.
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.

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.
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. 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)
LG7 International Perspectives (BA)

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, breakout room group discussions in Days 1-5, and put this learning into play in Days 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.

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 %

学習方法、レポート、課題に対するフィードバック方法 Course Approach, 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. Tata: Leadership with trust
2. Sustainability at IKEA
3. Nestle’s creating shared value strategy
4. Unilever’s new global strategy: Competing through sustainability
5. Danone 2019: Global sustainability platform runs into trouble in Morocco

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 period of Day 7
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: November 12 *Periods 3 and 4
Topic: Purpose driven systemic change

●使用するケース
Case1: Tata: Leadership with trust

第2日(Day2)

Day 2: November 19 *Periods 3 and 4
Topic: Purpose driven systemic change

●使用するケース
Case2: Sustainability at IKEA

第3日(Day3)

Day 3: November 26 *Periods 3 and 4
Topic: Sustainable development goals and creating shared value



●使用するケース
Case3: Nestle’s creating shared value strategy

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

第4日(Day4)

Day 4: December 03 *Periods 3 and 4
Topic: Sustainable development goals and creating shared value



●使用するケース
Case4: Unilever’s new global strategy: Competing through sustainability

第5日(Day5)

Day 5: December 10 *Periods 3 and 4
Topic: Sustainable development goals and creating shared value


●使用するケース
Case5: Danone 2019: Global sustainability platform runs into trouble in Morocco

第6日(Day6)

Day 6: December 17 *Periods 3 and 4
Topic: Sustainability Group Project


●使用するケース
No case study

Group Sustainability Project - Student groups will focus on a group sustainability project for Days 6 and 7
*Day 6 will focus on analyzing the companies, Day 7 will wrap up that analysis and present it to the class.

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: January 07 *Periods 3 and 4
Topic: Sustainability Group Project


●使用するケース
No case study

Group Sustainability Project - Student groups will focus on a group sustainability project for Days 6 and 7
*Day 6 will focus on analyzing the companies, Day 7 will wrap up that analysis and present it to the class.

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。
講師用内規準拠 Method of Assessment Weights
予習レポート Preparation Report 0 %
コールドコール Cold Call 0 %
授業内での挙手発言 Class Contribution 30 %
ケース試験 Case Exam 0 %
参加者による相互評価 Peer Assessment 0 %
シミュレーション成績 Simulation 30 %
小テスト Quizzes / Tests 0 %
最終レポート Final Report 40 %
期末試験 Final Exam 0 %
合計 Total 100 %

評価の留意事項 Notes on Evaluation Criteria

will be updated later

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

参考文献・資料 Additional Readings and Resource

Reference Article (Optional): "What is Strategy?"
*Professor Michael Porter, Harvard Business Review, 1996

"Corporate Sustainability Governance: Is the objective of governance ROE or sustainability?"
Professor Tadao Onaka and Professor Nigel Denscombe, NUCB
Publisher: Global Management Networks(2015)ASIN: BOOXHGHNVI

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

- will be updated soon

担当教員のプロフィール About the Instructor 


Nigel Denscombe

Overview
Nigel is a new kind of “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 Tokyobased BritishAmerican high valueadded management professional with a 30year 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 corporate strategy, especially restructuring and new value propositions.


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.
Cofounding team member/former director (Tokyo/Japan)

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

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

Bankers Trust New York Corporation
Assistant Vice President (New York, Mexico City, London/UK)

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

Avon Corporation
Marketing Specialist – French marketentry team (London/UK, Paris/France)

Avesta Jernverks AB Steelworker (Avesta/Sweden)
Business Educator Background (Current)


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 inhouse
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: Casebased integrated business skill program in logical 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, PartTime
MBA Program (Tokyo)
*Lecturer : Marketing Foundations (2012/13)


Specialized Fields
Strategic management, change management, new market entry, business plan, entrepreneurship, marketing fundamentals, global marketing, emerging markets, corporate governance, international management, capital markets

Academic Background
UCLA, Business and Management of Entertainment (Extension, Los Angeles)
Harvard Business School, MBA in General Management
Harvard College, AB (Modern History)







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