Managers have taken on a worldwide vision to retain a competitive edge in today’s global business environment, leveraging business sustainability to provide a better return on investment and improved business performance, and managing risks. As outlined in Part I, CEOs need to see business value, as they are the architects of their business world.
How will you as a manager and a leader measure up during this time?
What is business sustainability? My definition, as stated in Part I, is the “ability to sustain business” or investing now for future business success. To do this, you as a leader or manager require excellent business principles and process management system thinking to collaborate and integrate corporate strategies and culture to fulfill your business mission. Thinking only of environmental and social sustainability does not give the value of success and survival to the organization, as outlined in Part I of the book. You need to look at your business principles and management system structure as applicable to quality, environment, health and safety and financial performance, your bottom line.
What will be your business challenges? One will be the grey tsunami—the management of your talent pool. Will you allow this to be a ripple or a tidal wave? Action is needed now.
In the next 5 to 10 years, one third of our population will be retiring and with them go aging managers and knowledge management of business operations, ...