UGBA 10 Lecture Notes - Lecture 17: Piano Tiles
23 May 2018
School
Course
Professor
Sustainability II March 9
I. Opening questions:
• When should a company begin to adopt CSR/sustainability as a driver of its business?
o Five stages of CSR learning (DCMSC)
1. Defensive: to deny responsibility (ie: it is not because of me that it is happening)
2. Compliance: to do the minimum required (ie: stay away from jail and keep
yourself under the radar)
3. Managerial: to begin integrating CSR into management practices (ie: isolated
projects within the company)
4. Strategic: to embed CSR within the strategy planning process
5. Civil: to promote CSR practices industry-wide (ie: cooperating with other
companies and outside organizations)
• Is there a standard point of organizational evolution at which this should occur, or does it
differ from company to company and among industries?
• Are there any stages of CSR/sustainability learning?
II. Emerging questions
• Use sustainable innovation as a solution for a growth economy focused on using up the
Earth’s resoures.
• Five principles for sustainable innovation:
o Start ith hat’s sacred: approach to innovation must start with the values, hopes,
ad aspiratios of our shared huaity ie: Chipotle’s approah to holesoe
food by helping the heroic farmer stand for open pastures and more humane
praties; Coke’s otto of usiess of happiness)
o Design holistically: each part of the value chain is considered (consumer, product,
planet) and the source, manufacture, distribution, and use across and beyond its
life cycle ie: Lei’s ater<less jeas allos people to ash their jeas i old
water, which saves energy)
o Create collaboratively: wisdom lies from all the parts of the organizations,
communities, and societies. The best thinking and ideas usually come beyond our
own walls with the involvement of both users and makers of the products (ie:
Unilever launched an online platform that doubled the size of its business while
reducing the size of its environmental impact).
o Be playful: transition to shift the dynamic of our relationship with brands and
mobilize behaviors that integrate play, sustainability, and social impact (ie: piano
tiles on staircases is an example of using fun to change behavior).
o Disrupt and delight: to design products and services that work better, cost less,
and deliver ways for all of us to create a better world (ie: to go beyond the
oetioal. The fir ust uderstad hat dries osuers’ purhase of
sustaiale produts. Cosuers are’t otiated y sustaiaility; they at
better products and a better world (ie: buying an energy efficient light bulb only if
it’s heaper.
find more resources at oneclass.com
find more resources at oneclass.com
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