ABSTRACT
Key Points ◾ Presents a business transformation framework for green enterprises that outlines the trans-
formation of an organization from where it is (potentially disjoint and carbon inefficient) to a holistic, carbon-efficient green organization
◾ Further discusses the four dimensions (economic, technical, social, and process or channels) along which enterprises can be transitioned to green enterprises
◾ Outlines a Green Information and Communication Technology (ICT) framework made up of four sections: lifecycle of equipments, end-user devices, data center, and IT as enabler that can be used to understand the current and future states of an organization with respect to the environment
◾ Discusses in detail the (4 + 1) Green enterprise transformation (GET) phases: diagnose, plan, enact, and review-interspersed with metrics-and their iterative nature that form the basis of a Green transformation program
◾ Outlines the eight separate work areas (or focus area) of an organization that get transformed during a GET: business model, portfolio of products/services, customers/partners, ICT systems, operational/HR, business processes, networks and infrastructure, and regulatory/ SLA/outsourcing
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◾ Describes the roles and responsibilities of people involved in a GET (e.g., business partners, Green IT champion, Green IT auditors)
◾ Describes in greater details the diagnose and plan process components for GET ◾ Describes the systems-level issues in GETs (e.g., CRM, ERM, Partner’s systems, HR) ◾ Suggests the areas for review and the use of metrics during and after the GET
Introduction Green enterprise transformation (GET) is a holistic program undertaken by an organization to radically change its structure and dynamics that would change its carbon footprint for the better. Any transformation (also occasionally referred to as a transition) is a risky endeavor. is is so because transformation brings about the changes to the structure and dynamics of an organization that lead to disturbances in its normal operations and also its relationship with its customers and suppliers (Sherringham and Unhelkar, Cutter ERM 2010). ese risks can be ameliorated by the use of a carefully throughout process for such transformation that would provide the definitions for activities and tasks, deliverables and roles that can be used to achieve the goals of that transformation. Such transformation is further augmented by a competent suite of metrics and measurements that justify and validate the effort to change. In case of GETs, these metrics go well beyond the commonly accepted Green IT measures, such as DCiE and PUE, and delve into the realms of attitude, supply chains, and regulatory compliance.
