Paul C. Godfrey Knihy

"This book uses Ecolab's century-long sustainability journey to distill key lessons that executives and leaders in any business can learn to make their organizations more economically, environmentally, and socially sustainable. These lessons reveal a 'sustainability tool-kit,' a set of actions that leaders can take over time to embed sustainable business practices into the DNA of the organization. The book builds on two models that frame the Ecolab story and inform current and future action by managers. The first model presents a set of tools that leaders create and deploy to build a sustainable organization. These represent the individual 'levers' that executives can pull to improve on any relevant sustainability measure, and how they can weave sustainability into the strategic and operating fabric of the company. The second model considers the focus of sustainability over time. Companies can begin their sustainability journey at any stage in the cycle, and the momentum created by a commitment to sustainability will lead to continuous iteration through the phases of sustainability"-- Provided by publisher

This book presents a new approach to risk management that enables executives to think systematically and strategically about future risks and deal proactively with threats to their competitive advantages in an ever more volatile, uncertain, complex, and ambiguous world. Organizations typically manage risks through traditional tools such as insurance and risk mitigation; some employ enterprise risk management, which looks at risk holistically throughout the organization. But these tools tend to focus organizational attention on past actions and compliance. Executives need to tackle risk head-on as an integral part of their strategic planning process, not by looking in the rearview mirror. Strategic Risk Management (SRM) is a forward-looking approach that helps teams anticipate events or exposures that fundamentally threaten or enhance a firm's position. The authors, experts in both business strategy and risk management, define strategic risks and show how they differ from operational risks. They offer a road map that describes architectural elements of SRM (knowledge, principles, structures, and tools) to show how leaders can integrate them to effectively design and implement a future-facing SRM program. SRM gives organizations a competitive advantage over those stuck in outdated risk management practices. For the first time, it enables them to look squarely out the front windshield.