The Mini Cases 5 Companies, 5 Strategies, 5 Transformations

Ability to mobilizing using vision product adapting

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Unformatted text preview: lity 22% 21% 19% 14% • Especially marked differences re: learning from external signals and experimentation -acceptance of failure 0 Bus. Ability to Mobilizing Using Vision, Product, Adapting to Systems Ability to Collaboration Tools for Dealing with Stakeholder Ability to external shape specific leadership model or service, changing perspective learn from between measuring uncertainty, communi- experiment functional performance long-term widely, sustainability regulatory supply chain commitment process market cations bus. env. external innovation innovation units on scenario policy frameworks accept signals and sustainability planning failure share learning 1. 2. . Top box corresponds to respondents who ranked the capability or tool as 5 on a scale of 1-5, where 1=not important and 5 = significantly important, and looks at for-proit companies vs. not-for-profit and academic organizations. Includes survey respondents from academia, government, NGOs and other nonprofit organizations (n=462). MIT SLOAN MANAGEMENT REVIEW 07_BOSS_Survey Highl...
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  • Spring '14
  • Business, MIT Sloan School of Management, Massachusetts Institute of Technology, MIT Sloan Management Review, sustainability initiative, 01_BOSS_Sustainability Report_1-16.indd Sec2

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