Electric utilities operated under a rarified business model for decades. Their customers were captive so they rarely had to think about what motivated them to buy. New government energy efficiency mandates have changed that, and done so with an ironic twist. Now utilities must figure how to get their customers to refrain from buying.
There is nothing magic about the number 7 billion, which, according to the United Nations, became the population of planet Earth sometime earlier this week. The resources available to feed, clothe, house and transport the world’s people aren’t stretched far thinner today than they were yesterday. But it’s good
In the September issue of Harvard Business Review, authors Ram Nidumolu, C.K. Prahalad, and M.R. Rangaswami provide a framework for adopting sustainable practices to bring about technological and organizational innovations that will ultimately yield top-line and bottom-line returns, providing a competitive advantage when the recession ends. They feel that sustainable companies will emerge from the recession ahead of their competitors, who will face difficulties trying to catch up.
The authors argue that sustainability is not the drag on the bottom line that many executives perceive it to be, and that it can actually lower costs, and increase revenues. This is an indicator that business leaders will have to rethink business models, processes, technologies, and products.