Come to Harvard. Online Programs. Explore intensive and extended online programs that include live sessions with faculty. Get Started. For Organizations. Design a tailored program for your organization to meet your training needs. Learn More. Upcoming Programs. February 07, - February 18, Crisis Leadership in Higher Education Online Presents senior leaders in higher education with the tools and frameworks to successfully manage, survive, and recover from unexpected events.
February 28, - March 04, Programs in this theater create new forms of business specifically to address social or environmental challenges. Improved business performance—a requirement of initiatives in this theater—is predicated on achieving social or environmental results.
Instead of using its customary wholesaler-to-retailer distribution model to reach remote villages, the company recruits village women, provides them with access to microfinance loans, and trains them in selling soaps, detergents, and other products door-to-door.
More than 65, women entrepreneurs now participate, nearly doubling their household incomes, on average, while increasing rural access to hygiene products and thus contributing to public health. Its success has led Unilever to roll out similar programs in other parts of the world. As Project Shakti demonstrates, theater three programs need not be comprehensive. Theater three initiatives almost always call for a new business model rather than incremental extensions. Although each CSR activity can be assigned principally to a single theater, the boundaries are porous: Programs in one theater can influence and complement those in another or even migrate.
Thus, while it was not designed to drive business results, it may end up doing so and as a result migrate to theater two. Similarly, activities in theater two may give rise to new business models and thereby migrate to theater three.
This aggressive goal is driving the development of new business models to close the post-consumer recycling loop. IKEA will have to radically alter how it designs furniture and, even more important, devise new models for collecting and recycling used furniture. Companies seeking to coordinate established portfolios should begin with step one, which emphasizes rationalizing the programs within each theater.
Companies building their first portfolios should start with step four, which focuses on developing an interdisciplinary strategy.
While it may be unsurprising that CSR programs are often poorly coordinated across theaters, our research reveals that poor coordination is common even within theaters. Thus the initial step for many firms is to bring coherence to the existing programs in each theater. For example, a fast-food operator will be better served by a program that collects excess food from supply chain partners and delivers it to local food pantries than by an employee blood-donation program.
Until the advent of the program, each PNC market had a CSR budget that regional managers allocated as they thought best, resulting in a well-intentioned but incoherent array of initiatives. The family-owned Mexican baking company Grupo Bimbo demonstrates alignment in theater two. Bimbo is the largest bakery in Mexico, with a workforce of nearly , and a similar number of small retailers in its network.
It also has a strong microfinance program to help its mom-and-pop retailers manage working-capital shortages and pay for small capital additions. Aligning, then, is not about putting all your eggs in one basket, though that sometimes helps. Just as the goals of programs vary widely from theater to theater, so do the definitions of what constitutes success. Therefore, measuring top- or bottom-line impacts would be irrelevant for the former but is essential for the latter.
Gauging the success of a theater one program requires measuring its nonfinancial outputs. It also measures additional funding that flows into early childhood education programs from other entities as a result of its advocacy efforts. Partnering with nonprofits or other third-party evaluators can help companies credibly gauge the social impact of their theater one activities.
Coordinating initiatives does not mean they all address the same social or environmental challenge. Because theater two programs may generate revenue or reduce costs, measuring their performance calls on more-familiar, tangible approaches. You will be organized into small groups PODs that best accommodate timezones, as these PODs will schedule their own meeting times 2 hrs per session and will work through a designated activity as a group.
We will also be hosting optional full cohort meetings over the course of the offering to touch base on opportunities for content application and to harvest insights across the cohort gleaned from the applied experience. Through this program, leaders learn powerful new strategies for enacting high-impact sustainability leadership that positions sustainability as a driver of organizational engagement, authenticity, agility, innovation, and change-capability.
Our focus is on organizational design to optimize and accelerate impact for sustainability and innovation. We define sustainability as the triple bottom line enterprise of achieving economic and social wellbeing derived from a mutually regenerative relationship with our planetary life support systems. The single most unique leadership demand of sustainability is the sheer pace, volume, and depth of change it requires. To rise to this challenge there is a profound and immediate need to provide senior leaders across all sectors with sustainability-centric executive education that empowers high-impact sustainability leadership.
It is failing to produce the pace, volume, and depth of change needed because it is failing to produce the engagement, innovation, agility, and change-capability needed. What is HBS Doing? Energy: Energy:. Use natural daylight ideal for your circadian rhythm or task lighting, which is more efficient than overhead lighting.
Turn off computer monitor and speakers when not in use. Unplug chargers and adapters when not in use. Water: Water:.
Most participants typically use their bathroom towels more than once. Please consider participating in our towel reuse program to save water and energy during your stay. Drink filtered tap water instead of bottle water. The tap water is safe to drink and filtered water stations are available throughout campus. Waste: Waste:. HBS has a number of waste reduction initiatives including back and front of house composting, single-stream recycling, electronic waste recycling , and food donations.
Recycle all plastics, glass, metal cans, paper, and cardboard in the same single-stream recycling bin. Give batteries, and other electronic waste, to your program staff to be properly recycled. Use reusable dishware whenever possible versus disposable items.
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