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Erste Schritte zur Implementierung eines Nachhaltigkeitsmanagements im Unternehmen
Dieser kompakte Band geht auf zentrale Prinzipien und Konzepte ein, die Unternehmen helfen, ein Nachhaltigkeitsmanagement aufzubauen und weiterzuentwickeln. Darüber hinaus bietet er einen Überblick über die verschiedenen Ansätze und Instrumente des Nachhaltigkeitsmanagements, damit Unternehmen ihre Aktivitäten analysieren, bewerten und verbessern können, um ökologische und soziale Auswirkungen zu reduzieren und langfristige Wertschöpfung zu ermöglichen.
Diese grundlegende Einführung richtet sich an die Führungskräfte in den Unternehmen, die sich mit Fragen des Umwelt- und Nachhaltigkeitsmanagements beschäftigen. Zunächst werden die relevanten normativen und regulativen Anforderungen an das unternehmerische Nachhaltigkeitsmanagement vorgestellt, bevor konkret erste Schritte zur Implementierung eines Nachhaltigkeitsmanagements entwickelt werden. Die beiden letzten Kapitel stellen ein geeignetes Steuerungssystem sowie die Grundlagen der Nachhaltigkeitskommunikation eines Unternehmens vor.
Circular Innovator Education
(2021)
The following article is a first step towards raising the awareness of these new trainers (who are conscious and innovators themselves) and giving them methods, tools, and inspiration to develop sustainable innovators to think holistically. Innovators are the proportion of entrepreneurs who do not copy or optimize what already exists but commercialize new technologies or new ideas. Circular innovators are the doers who create systemic innovations solving our current social and ecological crisis.
In this chapter, the EIL (Effective Innovation Leadership) framework is tested empirically. First, peer-reviewed journals in the innovation management, leadership, and transformation discipline are analyzed. Second, a pre-test with 58 executives takes place. The response behavior of the participants varies depending on the company's degree of digital maturity. Third, 20 innovation leaders employed in mature digital companies answer the survey. The participants perceive their company as innovative and state that up to 89% of created innovations are digital. Values relevant to digital innovation leaders are innovation, responsibility, positivity, and transparency. Relevant strengths are creativity and learning. Both strongly correlate with a few efficacy items. Decisiveness correlates with innovation strategy. Entrepreneurship, self-regulation, and culture correlate with each other. Creativity connects the value of innovation and the practice of communication. The insights from this chapter contribute to building a reliable and valid factor-based effective digital innovation leadership questionnaire in the future.
Application of the Effective Innovation Leadership Model in a Digital Innovation Project: Case Study
(2020)
Germany has become sedate and partially missed digital opportunities generating value. Since 1995, the term innovation leadership is getting increasing attention. Still, there exists no clear definition. The effective innovation leadership (EIL) model resulted from a Ph.D. thesis and is grounded in the iteration of six data sets. It has been used in industry since 2014. This chapter examines the application of the EIL model in one German middle-class enterprise in 2018/2019. Core challenges in the systemic context, which hinder the effectiveness of innovation leadership in the organizational context, are the support of people across functions and hierarchies as well as inflexible structures and digital access. Especially negative pressure coming from an overvaluation of the shareholder, egos fighting for power, extensive drama triangular, fixed mindsets, and freeloaders hinder the effectiveness of innovation leadership. A comparison of the EIL model with rival theory shows that innovation leadership is close to entrepreneurial approaches and an integral part of innovation management.
Das chinesische Normungssystem unterliegt seit Gründung der Volksrepublik 1949 einem kontinuierlichen Wandel. Mit der wirtschaftlichen Öffnung und wachsender Bedeutung am internationalen Handel wurde jedoch eine umfangreichere Modernisierung des chinesischen Normungssystems unausweichlich. Nachdem erste Versuche der Erneuerung des Normungssystems im Hauruckverfahren wenig Erfolg zeigten, geht China seit 2015 nun im Rahmen seiner Reformpläne für das Normungssystem einem
ganzheitlicheren Ansatz nach. Einem Ansatz, der den Anforderungen und Ansprüchen
einer führenden Wirtschaftsmacht in einem globalen Markt entspricht. Im Vergleich zu anderen führenden Normungsmächten wie Europa oder die USA gilt China als Nachzügler in der internationalen Normung. Das bietet jedoch den Vorteil, dass China aus den Erfahrungen anderer Nationen lernen und selbst ein Normungssystem etablieren kann, welches die besten Aspekte anderer Systeme aufgreift und gleichzeitig Chinas wirtschaftlichem Führungsanspruch gerecht wird.
China is taking on a new role in international trade. One of the most prominent events highlighting this new role has been the speech of Xi Jinping, the president of the Peoples Republic in China (PRC), at the World Economic Forum (WEF) in 2017. His speech has become famous as pro-globalization speech. It contrasted with the anti-globalization tendency proclaimed throughout the US president’s election campaign, who had assumed office shortly after the speech at the 2017 WEF.
Like many service industries, the financial industry is largely characterized by administrative and back-office processes and distinguished by a broad systems landscape with a high proportion of legacy systems. Missing interfaces between Information Systems, User Interfaces or Web Applica-tions often require many manual activities. As banks are often functionally organized into traditional departments, a process-oriented organizational structure is rarely in place. The financial industry therefore offers enormous potential for the use of Robotic Process Automation (RPA) and the rais-ing of potential benefits such as process-related cost savings, time reductions and quality im-provements.
The aim of this chapter is to describe the tremendous opportunities that the use of RPA technology offers to the financial industry and to explain how these opportunities can be realized. Therefore, we start by explaining the challenges that progressive digitalization poses to the industry and how RPA, but also more advanced technologies (that work not only rule-based but also define own rules), such as Artificial Intelligence (AI), can help to overcome them. As well as providing an over-view of the various applications of RPA in the financial industry, we also provide a comprehensive case study of a relevant practical application.
§ 7 Strukturelle Separierung
(2018)