ABSTRACT
Movement toward corporate concern for the ‘triple bottom line’—financial, social, and environmental performance—requires radical change throughout the corporation. A sustainable business excels on the traditional scorecard of return on financial assets and shareholder and customer value creation. It also embraces community and stakeholder success. It holds its natural and cultural environments to be as precious as its technology portfolio and its employees’ skills. Adopting the sustainability paradigm may require a tweaking, or even a radical reorganization, of a corporation’s management systems to formalize the values, the expectations, the performance reporting, and recognition. Issues of management and leadership explain why some of the expected progress did not happen in certain areas. People engage in different ways with sustainability issues, and learning programs need to provide the space to explore these differences. Programs need to be flexible enough to go into detail on a ‘hot’ issue such as climate change, while the next question may well be about equity of resource use.
