The Sustainability Continuum – The Corporate Path to Being Truly Sustainable

March 15th, 2010

Reading time: 4 – 6 minutes

There is a concept in the ‘World of Sustainability’ that speaks to the evolution of a business towards becoming sustainable called the Sustainability Continuum (yes, it sounds like something from Star Trek!).  I’m not sure if he coined the phrase, but it’s referenced in Bob Willard’s book, “The Next Sustainability Wave: Building Boardroom Buy-in” (New Society Publishers, 2005).

There are five stages to the Sustainability Continuum:

Stage 1 – The company is profit driven, cuts corners and tries not to get caught

Stage 2 – The company obeys laws but reacts to change when required.  Sustainability is given lip service.

Stage 3 – The company moves from defense to offense.  It realizes being proactive and community minded saves money and enhances reputation

Stage 4 – The company has re-branded and is committed to sustainability.  Product life-cycle and stakeholder benefits are key concepts.

Stage 5 – The company has a values based commitment to building a better world and is driven to improve the well-being of the company, society and the environment

Most organizations are in the Stage 1 – 2 range; somewhere between being “unaware” of their legal obligations and assuming that awareness of legal compliance equates to being sustainable.

The organizations that “get it” are those that recognize that corporate sustainability is not an annual report; it’s not about calculating your carbon footprint; it’s not what you do well or responsibly; it’s not a message nor a campaign or a product innovation.  They see sustainability as a process rather than a single event, phase, or goal.  Sustainability entails constant adaptation to changing circumstances—both risks and opportunities—in communities, institutions, markets, and, of course, the global environment.  Specifically, it requires a recalibration of how organizations produce an internal “good”—profitability— while aiming toward the creation of more and better public “goods” such as healthy ecosystems, thriving societies, stable nations, and productive economies.

Very few companies get to Stage 4, fewer still to Stage 5.  It requires the singular vision of a charismatic leader who generates energy, creates commitment and directs the organization towards new objectives.  An example of a company in this range is TOMS Shoes, who give away a pair of shoes to a child in need with every pair we buy.  But this is not typical of how organizations are structured.  Anyone who works with business management systems will tell you it starts with management commitment and a clear vision.  Because there is no single definition of sustainability, clarity in vision is usually lacking.  So the implementation process looks more like the figure above—there is an iterative process of analysis, strategy development, implementation, analysis, etc., that eventually leads to a vision.  When organizations can define their vision, they have arrived at Stage 3.

Getting past Stage 3 depends largely on the vision and strategy.  Rupert J. Baumgartner and Christian Zielowski describe it this way:  Some organizations develop a Visionary strategy that focuses on sustainability issues within all business activities.  They incorporate Sustainable Development in vision and strategy.  Competitive advantages are derived from differentiation and innovation, offering stakeholders unique advantages, where, for example new “product to service solutions” are introduced.  Management board has to choose the relevant strategy type and to develop the corporate sustainability strategy.  Some organizations choose a Transformative Strategy that interacts with the market and tries to change market conditions actively.  This strategy aims to create new market opportunities in the light of Sustainable Development.

To learn more about organizational culture and leadership requirements for sustainability, I suggest checking out the work of Edgar H. Schein.

This article was written by Glenn Keays MSc, CEA (SFM), EMS(LA), Senior Consultant, Sustainability Services, AMEC Earth & Enviornmental (www.amec.com)

A specialist in environment, natural resources and sustainability management with the Earth & Environmental division of AMEC Americas Ltd., in Fredericton, New Brunswick, Glenn has extensive experience in environmental auditing, program review and assurance; facilitation and training; carbon management strategies; development and implementation of environmental programs and management systems; and in development of strategic approaches to deal with environmental and sustainability issues.  Glenn has over 20 years experience as an environmental manager and consultant, is a certified non-financial auditor, and chairs the Atlantic Chapter of the Auditing Association of Canada.

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Public Speaking Tips

March 15th, 2010

Reading time: 2 – 4 minutes

More people are afraid of public speaking than of dying. A fear that extreme is debilitating and without a doubt will keep you from progressing in your career. However, with the right set of skills you can conquer your fear. Once you overcome your apprehension to speaking in front of others, the goal is to become engaging. The first part of the equation will require you to do some in-depth analysis, hypnosis and possibly finding your inner child. Once you can stand in front of others without trembling, come back here and read this post. The following are some simple tips that will make you more comfortable when it is time to solicit visitors attending a tradeshow, present quarterly sales projections to senior management or speak to an auditorium of shareholders.

Practice

Run through your presentation with your friends and family. Think about your audience and tailor your diction and presentation style to them. Try and visualize making the speech. Picture yourself confident with a clear, loud voice and your audience engaged and alert. It is important not to over practice. If you have planned every minute detail and make a minor mistake it will completely through you off your repeatedly rehearsed sequence. Concentrate the bulk of your practice on the introduction and the conclusion. It is very important to make a strong start and a memorable finish.

Prepare

Wear something you feel confident in. Get comfortable with the space you will be presenting in. Practice getting up out of your chair and moving to the front of the room. This will help, mistakes in the first 20 seconds can be especially disorientating. Take a public speaking course through or join a local Toastmaster’s chapter. Think of the questions that could arise from your topic, anticipate them and prepare responses. Doing this will avoid a situation where you are caught off guard. Familiarize yourself with the topic, outside the contents of your speech. This extra knowledge will enable you to field inquiries and feel more confident if one of your audience members is an expert. Test the equipment, make sure everything is in the right format flip through each slide and make sure the corresponding visual and auditory elements are working correctly.

Master Visual Aids

When presenting with slides or other graphics, charts, explanatory pictures, videos etc. keep it simple. The objective of using these elements is they will help you portray your message without you having to talk the whole time. They will hopefully highlight the big picture while you focus on the finer details.

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Stay Awhile, We Encourage It!

March 10th, 2010

Reading time: 4 – 6 minutes

International students represent 53.7 per cent of the student population in Canada at the undergraduate and graduate level. Concentrated in the provinces of Ontario, Quebec and British Columbia international graduate students pay approximately $15,500 a year in tuition and fees, a number three times that of nationals, according to the Canadian Federation of Students (CFS). Overall International students provided $6.5 billion dollars to the Canadian economy, generated north of $291 million in government revenue and created 83,000 jobs. “International students provide a significant boost to Canada’s economy. Their presence helps create thousands of jobs and generates billions in revenue. Our government will continue its efforts to promote Canada as the destination of choice for international students by enhancing outreach efforts at our missions around the world,” said Stockwell Day, Minister of International Trade and Minister for the Asia-Pacific Gateway. In 2008, the Government of Canada announced the launch of an ongoing branding campaign, entitled Imagine, aimed at attracting more international students. Reaching over 85 nations around the world the campaign capitalized on the ability of a Canadian education to open doors. Western countries such as Canada are premier destinations for International students. Recently the market has become more competitive forcing countries to create attractive legislation and programs to entice students not only to study but also to stay.

The 2008-2009 recession was a significant blow to the Canadian economy. According to a study conducted by the Canadian Chamber of Commerce the job market shed 189,000 jobs in 2009 with the majority lost in the manufacturing or goods producing industries (mining, forestry, oil and gas and forestry). Outside of recessionary pressure, a principal force with an adverse effect on the labour market is demographics. The population is aging and there is lower growth in the working age population to replenish them. In fact, in the last 30 years the working age population has slowed by more than a third with projections confident it will slow further.  This will put downward pressure on aggregate employment rate and create labour shortages in skilled trades and professional occupations.  Without the domestic reserves for workers the country must turn to immigration as an available pool of labour.

Immigration has long since been a source of growth for Canada. In the past five years it has relied on immigration for nearly two-thirds of the population growth and it is forecasted to account for almost 100 per cent of the net labour force growth in the next decade.  The goal is to attract and retain highly skilled workers with a responsive and proactive immigration system making Canada an employment destination. “Our ability to retain international graduates with Canadian qualifications, work experience and familiarity with Canadian society, will help increase our competitiveness and benefit Canada as a whole,” says Diane Finley, Minister of Citizenship and Immigration.

In an effort to train and retain, Canada has improved its work permit policies making it more attractive to stay in Canada after graduation. The updated Post-Graduation Work Permit can be applied to after graduation at either the undergraduate, graduate or doctorate level. Applicants do not require a current job offer and are free to work in any one of Canada’s 13 provinces and territories. It is valid for the term of your education to a maximum of three years, which is an extension to the previous two-year program. Applicants must have studied a full time program that was at least eight months long at a public or private post-secondary institution. Interested students must apply for the permit within 90 days of receiving graduation confirmation and have a valid study permit when they do so. Students are not eligible if they have participated in any scholarship program from Department of Foreign Affairs and International Trade (DFAIT) or Canadian International Development Agency (CIDA). As an added bonus, recipients and their spouses/dependents living in Ontario may also be eligible for Ontario Health Insurance Plan (OHIP) coverage. Canadian work experience is a great way to kick start the career of any young graduate whether they intend to apply for permanent citizenship or return home.

In an international student orientated study conducted by the Canadian Bureau of International Education (CBIE) the single most highest factor for coming to Canada was the quality of the education and 95 per cent of the students said they think Canada is the place to reach their educational goals/potential. Backed by a marketing campaign with a global reach and a progressive work permit program Canada is successfully selling its brand to students from such countries as China, South Korea and Saudi Arabia. However, only a third of the students graduating from Canadian post secondary institutions stay in Canada to live and work. The other two thirds either return home to leverage their Canadian education or choose another country to live and work. With countries such as Australia, New Zealand, the United Kingdom and France adopting more comprehensive strategies to retain their international students Canada will have to really sell the potential of the great white north.

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Discover Online Learning

February 25th, 2010

Reading time: < 1 minute

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Studying In Canada

February 9th, 2010

Reading time: 6 – 9 minutes

As one of the eight most industrialized nations in the world, Canada is a leader in business and industry. Supporting a disperse population of over 33 million Canada’s diversified economy thrives with such major industries as oil and gas, mining, manufacturing, agriculture and forestry. Outside of the economic benefits, citizens enjoy universal healthcare, a high quality of life, a low crime rate and a unique cultural diversity.  With it’s industrial status it follows suit that Canada is also a leader in business education, maintaining an international reputation for quality and relevance.  Home to many of the world’s largest and most influential companies Canada is a top destination for both domestic and international MBA students alike.

The names of American Ivy League schools are among some of the most recognizable in the world, enjoying an unparalleled reputation that far exceeds the institutions of Canada or anywhere else in the world.  While reputation isn’t synonymous with quality, the brand recognition doesn’t hurt.  For too long Canadian business schools have set the bar too low. Their efforts have seemed concentrated on becoming the best in Canada instead of competing with the American programs to become the best in the world. With the likes of The Rotman School of Management, The Richard Ivey School of Business and The Schulich School of Business within its borders, Canada is well on its way to becoming a global contender. Undoubtedly, there is still a long way to go. Canada is the host to only two schools in the top 50 full time MBA programs ranked by the Financial Times of London. U.S. schools crowd the list with more than 20 schools in the top 50.

In order to compete on such a high level, Canadian schools must strive for the same caliber of faculty, staff, students and curriculum as their southern counterparts. MBA programs in Canada are considerably more affordable than in the U.S. The average cost of tuition and residence fees for top tier schools in the U.S. is $78,150 compared to an average of $59,341 in Canada. Prospective students equate the higher cost to a higher level of quality and often this is a deciding factor in their choice of potential schools. In order to remain competitive Canadian schools must raise tuition. The infusion of capital will allow schools to hire top notch faculty and staff, invest in career services, experimental learning opportunities, student aid and over time physical infrastructure. In Canada the majority of the business schools and to a larger extent the universities and colleges receive government support. The same legislation that provides them with support also dictates the tuition ceilings they must adhere to. These provincial restrictions can prove detrimental. However, some previously state funded schools have decided to shun the help and have migrated to a privatized model allowing them to raise tuition to market value and compete head on with top tier international programs. Some Canadian schools that have successfully privatized are York University’s Schulich School of Business, Queen’s School of Business and UBC’s Sauder School of Business.

MBA programs in Canada have leveraged one of Canada’s inherent advantages; it’s multiculturalism. Unlike the melting pot in the U.S., Canada enjoys a heterogeneous salad bowl society where different cultures mix but remain distinct. “A diversity of nationalities in the student body results in a diversity of professional and personal experience which enriches the curriculum for all,” says Kim Killingsworth, Associate Director, International Admissions At Cornell’s Johnson Graduate School of Management. Half of Rotman’s students are not Canadian while Schulich boasts as “Canada’s global business school.” Only 35% of the students enrolled in the top 10 U.S. schools are international students compared to 43% in Canada. It is important to get a mix of international management styles from both the faculty and students. With such a high level of international and national talent students learn as much from their peers as they do their professors. It is the exposure not just to business disciplines such as accounting and marketing but also the various management styles from around the world that make the difference in a rounded education.

To remain competitive top Canadian schools continue to innovate their program delivery. Queen’s divides the students into groups of five or six. Each group represents a diverse mix of nationalities and personalities. Students belong to their teams for the duration of the program. Each team is assigned an office space and must maintain hours much like project groups in a workplace. It has proven to be a great way to work through problems and participate in teamwork. Ivey has adopted Harvard’s case model approach and Rotman fuses their program with integrative thinking and a design mentality. This kind of innovative approach to learning is what will separate Canadian schools from the international competitors.

Canada has made it easy for foreign graduates to stay and work. Under the Post-Graduation Work Permit (PGWP) Program grads can work anywhere in the country part-time or full-time for three years and do not need a job offer to apply. Students can then apply for permanent residence. The new regulation makes a previously confusing and discouraging process much easier and shows the Canadian government’s goal to fill projected job vacancies and attract international students. International students attending schools in the United States will have significantly more paperwork, headache and cost. F-1 students (non-immigrant, full time student visa) must apply for either the Optional Practical Training (OPT) program or a H1-B Visa.  The OPT Program permits students to work and live in the country for twelve months after graduation in part or full-time jobs that utilize their field of study. The H1-B Visa confers temporary worker status for non-immigrants for a maximum period of three years. A student must first find an employer and that employer must sponsor them into the program. Processing fees for the application can cost over $2,000. Both of these programs can be extended for 17 months and six years respectively. After the end of the H1-B term students can apply for full citizenship and a Green Card, a process that will take them years.

The most comprehensive professional networks and alumni groups exist in the city, country or region of your school. The strongest brand recognition will occur with companies and industries that are headquartered or operate there. Students trying to make the decision on which program to attend should investigate living and working in that country. Canada is a western industrial powerhouse with a stable democratic government, a strong diversified economy and employee friendly labor laws and employment standards. Weathering the recessionary storm better than most, the economy is ripe with opportunity and the business education is world class.

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