Index
Symbols
2x2 matrix, 59
buzzwords, 63–64
innovation, 61
sustainability, performance drivers, 61
3P (Pollution Prevention Pays), 66
A
acid rain, 35
affluence, 31–32
antiglobalization demonstrators, 21
ApproTEC (Appropriate Technologies for Enterprise Creation), providing consumer surplus to BOP, 147
Aracruz Celulose, 48
Asian tsunami, economic effect of, 216–217
Asset Recyle Management, 12
auto industry, clean technology initiatives, 77–78
AUTOnomy project, 99
B
Bah Abba, Mohammed, 192
banking, multicredit loans, 72
base of pyramid (BOP), 15
becoming indigenous, 219–221
beggars, extending loans to, 174
benefits of greening initiatives, 14
Benyus, Janine, 173
“beyond greening” strategies, 14–16, 90
biomimicry, 33
birth rates, 32
BOP (base of pyramid), 15
business creation, 145–147
business model innovation, evaluating sustainability impact, 151–153
consumer surplus, providing through business model innovation, 145–147
developing market opportunities, 136–144
engaging, 190–193
Great Leaps Downward, Grameen Telecom, 122
as MNC business target, 158–159
as target for disruptive technologies, 117
“unfreedoms,” 141
BOP Learning Laboratory, 108
Braungart, Michael, 15
Brundtland Commission, xli
Burlington Chemical Company, “creative destruction” strategy, 94
C
capitalism, 24. See also global capitalism
carbon dioxide and waste reduction, 95
cause-related marketing, 68
Cemex, constraint identification, 141–144
CEMP (Corporate Environmental Management Program), 13
Center for Sustainable Enterprise, 15
chronocentrism, xxxv
clean technology, 69–71, 77–78
CMA (Chemical Manufacturers Association). Responsible Care, 88–89
coinventing custom solutions, 194–196
collaboration
after Asian tsunami, 216–217
with nontraditional partners, 201–204
Collins & Aikman Floorcovering, 46
collision course of three economies, 40–41, 47–50
command-and-control regulation, 5
consumer surplus, providing to BOP through business model innovation, 145–147
continuous improvement (kaizen), 8
core versus fringe stakeholders, 171
Corporate Environmental Management Program (CEMP), 13
corporate footprints, reducing (developed markets), 44–46
corporations, downfall of, 19–20. See also MNCs
cost structures, lowering, 225
Coyle, Diane, 102
“cradle to cradle,” 12
“cradle to grave,” 12
creative creation, 114
creative destruction, 86–87, 94–95, 114
custom solutions, coinventing, 194–196
D
Daewoo, 53
DeSimone, Joe, 95
developed economies, 34, 42–46
DG (distributed generation of power), 122–124
direct-distribution business model, developing for BOP market, 140
disequilibrium, 85
disruptive innovation, 113
developing, need for divergent thinking, 173
GM crops, backlash against, 126–129
nonconsumption as competition, 117
PCs, 115
targeting BOP, 117
Dow Chemical, 13
downfalls of corporations, 19–20
DuPont, 44
E
e-choupals initiative, 150
economic effect of Asian tsunami, 216–217
EHS (environment, health, and safety), 6
emerging economies, 34
EMS (environmental management system), 9
Enron, xxxviii
enterprise-based model of reconstruction, 217
environment, health, and safety (EHS), 6
environmental management system (EMS), 9
EPA (Environmental Protection Agency), 5
Escobar, Arturo, 169
Evaluating sustainability impact of business models for BOP market, 151–153
experimenting with low-cost probes, 196–198
extralegal sector, connecting with formal economies, 113
F
facilitating local capability, 194–209
FDI (foreign direct investment), xxxix
Fingerlakes Aquaculture, 49
Fisher, Martin, 145
FLA (Fair Labor Association), 69
foreign direct investment (FDI), xxxix
Frank, Bob, 232
fringe stakeholders, identifying, 173
G
Galanz, success with disruptive innovation, 117–118
General Motors, AUTOnomy project, 99
Gibson-Graham, J.K., 187
global capitalism, xli–xlii
global economy, exanding concept of, 186, 189
global enterprise sustainability, reliance on organizational alignment, 227–231
globalization, downfall of corporations, 19–20
GM (genetically modified) crops, backlash against, 126, 129
GrameenPhone, 120
Grameen Telecom, village phones, 119–121
sustainability assessment, 153–156
“Great Trade-Off Illusion,” 6–7
green manufacturing with carbon dioxide, 95
greenhouse gas emissions, reducing, 46
greening revolution, 12–16, 87
“greenwash” portfolios, 75
H
Hammond, Al, 141
Hawken, Paul, 97
Henderson, Hazel, 187
HLL (Hindustan Lever Limited), 22, 136–140
Holliday, Chad, 44
home construction, whole systems thinking, 98
Honey Care Africa, 202
I
“i-communities,” 73
identifying fringe stakeholders, 173
incremental innovation, Responsible Care, 88–89
indigenous societies, recognizing to provide sustainability, 219–221
infrastructure development, effect on Ladakhi society, 165–167
J-K
Jackson, Wes, 186
Japan, 8
kaizen, 8
Khanna, Tarun, 201
Korten, David, 169
KX Industries, 52
L
Liang, Qingde, 118
Lieberthal, Ken, 107
life-cycle design principles, 12
life-cycle management, 68
locally responsive strategies, 21
London, Ted, 189
Lovins, Amory, 97
Lovins, Hunter, 97
low-cost probes, experimenting with, 196–198
LUTW (Light Up the World), 124
M
mandis, 150
Mao Zedung, 113
marginal analysis, 96
McDonough, Bill, 14
McMillan, John, 233
Micell Technologies, 95
Milstein, Mark, 58
MNCs (multinational corporations), xxxix, xl–xli, 22, 223–226
bypassed BOP market opportunities, 111
cost structures, lowering, 225
duplicating ownership, 233
failure of emerging market strategy, 110
Hindustan Lever, Ltd. (HLL), developing BOP market opportunities, 136–140
impetus for developing BOP business opportunities, 157–159
outreach, 148–149
outreach programs, POEMA, 149
ownership of ideas, 234
product development, focusing on functionality, 224–225
scale, redefining, 226–227
money economy, 34–35
Moneymaker Microirrigation Pump, 200
monolithic entitites, 42
Monsanto, 17–19
Moore, Sam, 93
muda, 9
multicredit loans, 71
multinational corporations. See MNCs
N
NAFTA (North American Free Trade
natural capitalism, 14
NGOs (nongovernmental organizations), 15, 19
Nike, “World Shoe” initiative, 178
nonconsumption as competitor to disruptive
innovation, 117
nongovernmental organizations. See NGOs
nontraditional partners, working with, 201–204
Norberg-Hodge, Helena, 164
North American Free Trade Agreement. See
NAFTA
O
ODA (official development assistance), xxxix
organizational alignment as prerequisite for global enterprise sustainability, 227–231
outreach programs, 148–149
ownership of ideas, 233–235
P
Patrimonio Hoy, 143
peer lending, multicredit loans, 72
perchloroethelene, 95
Pharamcia & Upjohn, 19
POEMA (Poverty and Environment in
Amazonia Research and
Development), 149
pollution prevention, 9–10, 66–67. See also
clean technology
postwar development paradigm, 169–172
Poverty and Environment in Amazonia
Research and Development
(POEMA), 149
poverty of dignity, 215
preventing pollution, 9–10
proactive strategies, 13
Proctor & Gamble, PuR, 52
product development, focusing on functionality, 224–225
product stewardship, 67–69
progress, cost of, 4
“Project Shakti,” 139
pyrethrum, 146
Q-R
Quadir, Iqbal, 119
quality management, 8–9
radical transactiveness (RT), 170, 180–181
Rajan, Raghuram, 220
reconstruction, enterprise-based model, 217
renewable resources, 38
research and development as hindrance to sustainability, 223
Roddick, Anita, 224
RT (radical transactiveness), 170, 180–181
Ruckelshaus, William, 57
S
SC Johnson Company, xxxi–xxxiii, 21, 46, 68, 146–147
Sachs, Wolfgang, 169
Samara, Noah, 195
Save Money and Reduce Toxins (SMART), 66
SBUs (strategic business units), 17
Schumpeter, Joseph, 85
Sen, Amartya, 141
SEs (Shakti Entrepreneurs), 139
shareholder value, increasing through product stewardship, 67–69
Sharma, Sanjay, 170
Simanis, Erik, 163
SMART (Save Money and Reduce Toxins), 66
social contracts, building, 204–207
stakeholders, core versus fringe, 171
static equilibrium, 85
Stiglitz, Joseph, xxxviii, 169
strategic business units (SBUs), 17
subcapabilities of RT, 172
Superfund Reauthorization, 11
sustainability
2x2 matrix, 59–64
assessing for village phone initiative, 153–156
in auto industry, clean technology initiatives, 76–78
avoiding top-down implementation, 221–222
Burlington Chemical commitment to, 94
challenges confronted by, 218–221
developing a vision for, 71–75
disruptive technologies, 87, 129
emerging markets, 48
enterprise-based model of reconstruction, 217
of global enterprise, organizational alignment as prerequisite, 227–231
increasing through product stewardship, 67–69
performance drivers, cost and risk reduction, 61
R&D as hindrance to, 223
Sustainable Development Sector, 17
T
Tebo, Paul, 44
“technologies of liberation,” 104
terrorism, xxxviii
in aftermath of Asian tsunami, 216–217
as symptom of unsustainable development, 214–215
top-down sustainability implementation, 221–222
Toxic Release Inventory (TRI), 10
traditional markets, 36–38, 42–43, 50–53
transnational model, moving beyond, 207–209
TRI (Toxic Release Inventory), 10
Truman, Harry, 168
tsunami in Asia, economic effect of, 216–217
U-V
“unfreedoms,” 141
unsustainable development, terrorism as symptom of, 214–215
urbanization, 35
Ureta, Hector, 142
village phones, 119–121
sustainability assessment, 153–156
voluntary initiatives, 10–14
W-Z
Washington Consensus, xxxviii, 129
waste reduction strategies, 66–67
water, 52
supplying to developing countries, 199
water tables, 39
white LED technology, 125
whole systems thinking, 97–99
Wireless Women of Grameen, 120
World Business Council for Sustainable Development, 14
WRAP (Waste Reduction Always Pays), 66
Xerox, life-cycle design principles, 12
Yunus, Muhammad, 71
Zingales, Luigi, 220