|
所在平台: Coursera |
课程主页: https://www.coursera.org/learn/strategy-sustainability
课程评论：没有评论
课程名称：战略与可持续发展 课程概述： 本课程探讨商业与环境可持续性之间的复杂关系。商业的目标是盈利，而可持续性则侧重于保护地球。盈利通常按月和季度来衡量，但可持续性往往需要在短期内付出高昂成本，以保证未来的不确定收益。尽管商业与可持续性看似不兼容，但随着环境问题日益严重，企业必须制定应对可持续性挑战的战略。这门课程基于Rosenberg最近出版的书籍，旨在帮助学习者理清思路，做出明智选择。 教授Rosenberg结合顶尖学者的理论与多行业实际案例，提供一个框架，使高级管理层能够处理可持续发展问题，以履行对股东及其他利益相关者的责任。本课程适合任何希望深入了解可持续问题的未来管理者和商业领袖。 课程大纲： - 第一周：商业与环境 - 探讨CEO与环境活动家对商业影响的看法差异，并回顾60年来的环境关注演变。 - 第二周：战略问题 - 识别环境可持续性在获得经营许可证、应对竞争和塑造消费者认知中的关键作用。 - 第三周：战略选择 - 引入环境敏感度的概念，探讨不同行业和地区的企业应如何回应环境法规。 - 第四周：环境利益集团 - 分析四种主要的环境利益集团及其动机，探讨企业如何与之互动。 - 第五周：行业间及全球差异 - 比较不同行业（如汽车、石油、快消品等）在可持续性方面的应对，并讨论美国与欧洲、中国、印度和非洲的差异。 - 第六周：如何制定可持续性战略 - 提供一个综合框架，帮助企业评估不同选项的成本和收益，并确保整个组织理解选定的战略方向。 该课程通过分析和案例研究，帮助学员理解可持续性已不再是选择，而是未来商业运作的必要条件。
Name:Course Overview & Week 1: Business & the Environment
Description:Welcome! Before starting today's video lectures, please have a look at the course syllabus below. In this first session, we'll explore six fundamental differences between how, in my view, CEOs and board members think about the impact of business on the environment and how environmental activists, lobbyists, journalists, and legislators think about the same ideas. The session also deals with the evolution of environmental concern over the last 60 years and how business has responded. Objectives: To understand the different mindset that business has with respect to other parts of civil society and develop an appreciation for the relatively rapid evolution that has occurred in the relationship between business and the environment in the last 60 years.
Name:Week 2 - Strategic Issues
Description:This session calls out the strategic issues in which environmental sustainability plays a key role, such as securing a license to operate, dealing with competition, and shaping consumer and societal perception. Learning Objectives: To dig into the different ways in which the issue of environmental sustainability becomes a subject for business strategy.
Name:Week 3 - Strategic Options
Description:This session first introduces the idea of environmental sensibility which will be different for companies in different business sectors and in different parts of the world. It then develops six strategic approaches that businesses might follow according to the degree to which they choose to comply with or go beyond legislation. Learning Objectives: To understand the idea of environmental sensibility and to explore different levels of response. In addition, learners will be able to determine the right approach for specific firms in a specific sector and place.
Name:Week 4 - Environmental Interest Groups
Description:Part of the issue in choosing a strategy to deal with environmental issues is to fully understand the broad spectrum of environmental interest groups. This session explores how the movement took off, distinguishing between four types of groups and examining how business might consider interacting with them (and vice versa). Learning Objectives: To explore the nature of four different types of environmental interest groups such that their motivations and behaviors can be better understood.
Name:Week 5 - Differences Across Industries and Around the World
Description:This session explores differences across business sectors including automotive, oil & gas, fast-moving consumer goods, mining, and IT/consumer electronics. We will also contrast the situation in the United States with Europe, China, India, and Africa. Learning Objectives: To underline the importance of adapting a specific firm’s strategy to its sector, its geographic scope and even the nature of its ownership and governance structure prior to developing a specific strategic response.
Name:Week 6 - How to develop a sustainability strategy
Description:This session presents an integrated framework for working through the issues introduced in the other sessions in order to develop a strategy. This involves understanding the firm’s past and present, looking ahead with a 10–20-year time horizon; quantifying, to the degree possible, the cost and benefits of different options; and making sure that the entire organization – from the board of directors down to line management – understands the direction chosen. Learning Objectives: To go through the critical steps required to build a robust strategy for dealing with environmental sustainability in a specific company or institution.
Business and environmental sustainability are not natural bedfellows. Business is about making money. Sustainability is about protecting the planet. Business is measured in months and quarters. Sustainability often requires significant short term costs to secure a sometimes uncertain long-term benefit. To some activists, all executives are exploitative, selfish one percenters. To some executives, all activists are irresponsible, unyielding extremists. And yet engaging with the issue isn’t optional – all businesses must have a strategy to deal with sustainability and, like any strategy, this involves making choices. This Strategy and Sustainability course based on Rosenberg's recently published book by Palgrave (http://www.palgrave.com/la/book/9781137501738) that encourages learners to filter out the noise and make those choices in a hard-nosed and clear-eyed way. Prof. Rosenberg’s nuanced and fact-based point of view recognizes the complexity of the issues at hand and the strategic choices businesses must make. He blends the work of some of the leading academic thinkers in the field with practical examples from a variety of business sectors and geographies and offers a framework with which senior management might engage with the topic, not (just) to save the planet but to fulfill their short, medium and long-term responsibilities to shareholders and other stakeholders. This course promises to be both engaging and thought-provoking, aimed at anyone who wishes to gain a deeper understanding of a subject that is no longer perceived as a choice but a necessity for future managers and business leaders alike.
