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Innovation & Institutions, Will it Blend?
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Global Innovation Challenge: 160 Yr. Old Parent Challenges Freudenberg North America to Target Zero Manufacturing Waste

Global Innovation Challenge:  160 Yr. Old Parent Challenges Freudenberg North America to Target Zero Manufacturing Waste | Innovation & Institutions, Will it Blend? | Scoop.it

"Freudenberg's North America companies are targeting zero manufacturing waste in response to a challenge set by parent corporation, Freudenberg and Co., during a recent internal Global Innovation Forum on raw materials and innovation."


Going green in the North America continues to be an important business goals for companies, including the long time global veteran, Freudenberg and Company.


Excerpt:


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Freudenberg has a 160-year history of conducting its business with integrity and a commitment to the welfare of its plant communities.

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In an ambitious drive to reach zero manufacturing waste ...Freudenberg North America's 16 companies will pursue processes that focus on ...recycling, lower water and energy consumption and increased use of sustainable materials over the next decade.


"All of the companies are engaged in implementing processes and programs that will improve the environmental sustainability of their products and plants," said Leesa Smith, president, Freudenberg North America Limited Partnership.


"The confluence of new environmental challenges and this long-standing corporate culture is pushing our people to develop green industrial innovations that will help solidify our success - and the health of our communities - into the next century."


Freudenberg-NOK Sealing Technologies, in Plymouth, Mich., is pursuing dozens of technological innovations aimed at reducing the company's reliance on scare natural resources, lowering vehicle emissions, improving engine and transmission performance, supporting development of wind and solar energy and incorporating more recycled content in its products.


Some examples from the Plymouth company:


  • Low Emission Sealing Solutions (LESS) components use one quarter of the energy a conventional radial shaft seal uses, thereby reducing fuel consumption and lowering vehicle emissions.


  • FluoroXprene® fluoroelastomers are a unique group of newly-developed materials that bridge the technology gap between PTFE and rubber while substantially reducing CO2 emissions and energy usage. FluoroXprene materials are completely recyclable. 
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  • The company is also pursuing ultraviolet (UV)-curable sealants that will reduce energy consumption, lower Co2 emissions and reduce cycle times.


Read the full press release story here.

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How to Build the 100-Year Company - Michigan Steelcase, Ideas & Endless Innovation

How to Build the 100-Year Company - Michigan Steelcase, Ideas  &  Endless Innovation | Innovation & Institutions, Will it Blend? | Scoop.it

"Steelcase, the long-time maker of innovative workplace furniture, celebrated its 100th anniversary this year, and defines itself not as an office furniture company, rather as a company of ideas."


Catch a company that does it right.  Besides IBM and several other rare centarians, Steelcase stands out, in Michigan, in particular.


Excerpted:


The 100-year company is the rarest of all organizations in Corporate America – a survivor of multiple business cycles, the appearance of radically disruptive technologies and the changing tastes of entirely different generations.


In Michigan. Steelcase, doesn't define itself as an office furniture company, but rather, as a company of ideas:


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"Companies don't survive for a century, ideas do."

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(Fittingly, Steelcase is a sponsor of the TED Conference). The company, which began by making steel metal wastebaskets back in 1912, thrived during the great post-war Baby Boomer work generation that saw the transition to fixed workplaces and the rise of the modern cubicle worker.


Jim Hackett, the CEO of Steelcase, uses a deceptively simple idea to guide the company in this transition to a new mobile economy. He refers to this Big Idea as the movement from the "I/Fixed" paradigm to the "We/Mobile" paradigm.


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Steelcase is no longer selling products, it is selling experiences.

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Companies are shifting away from fixed office environments to mobile, collaborative workforces and flexible workspace arrangements that go beyond desks and chairs.


One of the company's recently launched product lines is media:scape, which is essentially a blend of furniture and technology to create collaborative workplace environments. At a certain level, Steelcase is no longer selling products, it is selling experiences.


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how [will] mobile change everything about your industry?

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So how do you build the next 100-year company? You first need to ask yourself how the ascendance of mobile will change everything about your industry.


Just as Steelcase got its start making metal wastebaskets, the next 100-year-company may be currently engaged in the creation of something so mundane, yet so practical, that we may not know how to recognize it yet as a future innovator.


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Innovators Help Business Change From Within - MarketWatch

Innovators Help Business Change From Within - MarketWatch | Innovation & Institutions, Will it Blend? | Scoop.it

"Sustainable business innovation & leadership capacity:  The Aspen Institute's 4th cohort of fellows who promote business growth with a sustainable society launches."  


This program looks like it can make a significant leadership impact within institutions who desire to innovate in a healthy, sustainable way.  Aspen fellows are selected based on peer nomination.


Excerpts:


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"There is a clear public call for business to create long-term value for shareholders, communities, employees and the planet. We need innovative leaders who can tackle this challenge."


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The Aspen Institute Business and Society Program today announces the fourth class of First Mover Fellows, individuals who are working within companies to unite business growth with a sustainable society in the products and services they are developing.


The 21 Fellows chosen this year come from a wide variety of industries including finance (Citigroup and BlackRock); energy (GE Energy); retail (Walmart); technology (Microsoft, HP and AOL); clothing (Levi Strauss and Nike); executive search (Egon Zehnder International); and advertising (Arnold Worldwide).


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The 12-month Fellowship...is built around the core themes of innovation, leadership, reflection and community.

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"The work of these remarkable business innovators demonstrates the array of opportunities companies have to achieve financial success and positive social and environmental impacts," says Nancy McGaw, director of the First Movers Fellowship Program.


The 12-month Fellowship, which includes three seminars, is built around the core themes of innovation, leadership, reflection and community.


The program offers individuals a chance to become part of a growing community of innovators who share a passion about their work and belief in new possibilities for business. It also serves as an innovation lab where Fellows develop the skills to make their innovations real and successful in their organizations.


The program offers both a leadership development opportunity for the Fellows and an organizational development strategy for their companies.


"Today there is a clear public call for business to create long-term value for shareholders, communities, employees and the planet. We need innovative leaders who can tackle this challenge," explains McGaw. "This Fellowship program focuses on how to build this kind of leadership capacity within business."


Candidates for the fellowship must be nominated by their peers.

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Rescooped by Deb Nystrom, REVELN from Change Leadership Watch
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Leading Continuous Innovation INFOGRAPHIC: Culture, Fringe Experiments, Customer Immersion

Leading Continuous Innovation INFOGRAPHIC: Culture, Fringe Experiments, Customer Immersion | Innovation & Institutions, Will it Blend? | Scoop.it

How can change leaders support high performance, innovative teams? The infographic below cites 10 innovation strategies.  This is close.  There will be more of these process charts and innovation graphics.  


This one features:


Step 2:  Working at the organization's edges, the fringe & close to customers I've heard Dr. Jeff DeGraff talk about fringe teams this year at the Michigan Ross School of Business.


Step 3:  Culture that  supports experimentation, failure.  This is ubiquitous in mention, scarce in after-the-fact reporting.  Better known examples, 3M (Post-Its) and Google (Google Lab: Buzz, Wave, etc.)


Step 6: Customer immersion, pain points


Step 10:  Metrics, measures

 

Sources include:  Christensen & Raynor, The Innovator's Solution: Creating & Sustaining Successful Growth, 2003  


Note the continuous improvement language, adjusted slightly, a 'la W. Edwards Deming:  Ready, Aim, Fire, Adjust.  Like Plan, Do, Check, Act.


Via Jonha Revesencio, Deb Nystrom, REVELN
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