Brett Wills

Purposely Profitable

Embedding Sustainability Into the DNA of Food Processing and Other Businesses

• Broschiertes Buch

Produktbeschreibung

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. Purposely Profitable: Embedding Sustainability into the DNA of Food Processing and other Businesses provides a proven, step-by-step methodology for integrating sustainability into the strategic plan to develop a strategy that is sustainable and aligned to a greater purpose. This book notably includes the following: * A primer on Sustainability that defines Sustainable Business and presents the Business Case for Sustainability * What is an organizational purpose and why is it so important in today�s competitive marketplace * Step by step instructions, supported by a case study, for developing each component of the strategic plan (Purpose, Vision, Strategic Pillars, KPI�s, Goals, Programs Action Plans, and Tactical Execution) * A suite of tools and resources to support the development and execution of the strategic plan Scientists and managers in the global food supply chain, sustainability professionals, researchers, students, regulators, executives and business owners will come to learn and understand a powerful system for developing a strategy that is sustainable in order to maximize organizational performance.

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Produktdetails

• Verlag: John Wiley & Sons Inc
• Seitenzahl: 184
• Erscheinungstermin: 2. Mai 2016
• Englisch
• Abmessung: 226mm x 150mm x 10mm
• Gewicht: 306g
• ISBN-13: 9781118978153
• ISBN-10: 1118978153
• Artikelnr.: 44027321

Autorenporträt

BRETT WILLS is President, Green Enterprise Movement Inc.; Director Sustainability, HPS Inc.; and Professor, Seneca College, Toronto, Canada.

Inhaltsangabe

About the Author
x Sustainability Primer
xi Understanding sustainability
xi The sustainable organization
xiv Business case for sustainability
xxii Introduction - Setting the Stage
xxvi Chapter 1 Finding Purpose
1 1.1 Why a purpose?
3 1.2 Finding purpose and developing a purpose statement
4 Step 1: Articulating the purpose
5 Step 2: Crafting a purpose statement
6 Step 3: Finalizing the purpose statement
7 Chapter 2 Creating a Shared Vision of the Future
9 2.1 Crafting a meaningful vision statement
11 Step 1: Setting the stage
11 Step 2: Key word development
12 Step 3: Key word grouping
13 Step 4: Key word identification
13 Step 5: Drafting a vision statement
13 Step 6: Finalizing the vision statement
14 2.2 Creating a shared vision
14 2.2.1 Painting a clear picture of the future state
15 2.2.2 Aligning daily activities to the vision
16 Chapter 3 Getting Focused - Pillar Development
18 3.1 The power of pillars
19 3.1.1 Providing clear direction and focus
19 3.1.2 Creating a culture of Sustainability
21 3.2 Building the pillars
22 Step 1: Pillar identification
22 Step 2: Integrating Sustainability into the pillars
25 Step 3: Pillar key word development
32 Step 4: Key word grouping
35 Step 5: Developing pillar mission statements
36 3.3 Visually illustrating the pillars
38 Chapter 4 Financial Objectives
41 4.1 Understanding business objectives
42 4.2 Setting business objectives
44 4.2.1 Setting a Revenue objective
45 4.2.2 Setting a Gross Margin objective
46 4.2.3 Setting an Overhead objective
48 Chapter 5 Measuring What Matters - KPI Development
51 5.1 Understanding KPIs and metrics
52 5.1.1 Leading vs lagging
53 5.1.2 Absolute vs normalized measures
54 5.2 Pillar KPI development
55 Step 1: Identify what needs to be measured
56 Step 2: Identifying KPIs vs metrics
58 Step 3: Defining the KPI number
62 Step 4: Building the baselines
64 5.3 Building a dashboard
66 Chapter 6 Setting Expectations - KPI Goal Development
69 External benchmarking
73 Internal benchmarking
74 Opportunity based benchmarking
74 6.1 Pillar goal development
75 Step 1: Choose goal¿setting approach
75 Step 2: Setting a commitment level (goal)
79 Step 3: Setting milestones
83 Step 4: Assigning ownership
86 Chapter 7 Adding Value - Program Development
89 7.1 Program development
92 Step 1: Gap analysis
92 Step 2: Pareto analysis
93 Step 3: Program identification
94 Step 4: Program metric development
96 Step 5: Program goal development
97 Step 6: Action plan development
99 Chapter 8 Getting Tactical - Strategy Execution
102 8.1 Communicating the strategic plan
103 8.1.1 Purpose
104 8.1.2 Pillars
106 8.1.3 KPIs
107 8.1.4 Goals (aka Commitments)
107 8.1.5 Programs
108 8.2 Cascading the strategic plan
108 8.3 Building accountability
109 8.4 Managing strategy execution
112 8.4.1 Building the right team
114 8.4.2 Being disciplined
115 8.4.3 Locking in the gains
116 8.5 Leveraging technology
117 Final Thoughts: Making the Leap
119 Tools and Resources
126 References
140 Index
141