96
full potential of aligned application, communication of LCA results and to be able
to measure company targets against consistent actuals.
Companies realize that an extended use of LCA can foster value creation, if
implemented as part of a professional management process.
In (Baitz et. al. 2014 ) it is discussed that successful companies basically create
value through sustainability in four discrete ways:
• In sales over increasing market share or new market entry by quantifying of benefi ts B2B or B2C or by promoting innovation and new products based on solid
facts.
• Through cost reduction due to increase of value chain and operational effi ciency
as well as employee productivity.
• Risk mitigation like operational risk management or regulatory management
which supports business continuity.
• The brand value is increased due to reputation as well as employee attraction and
retention, which lowers new employee hiring costs.
To generate value on sustainability in a company, a platform combining IT
technology (software and data exchange systems), content (adequate databases) and
a positive user experience is key. The positive user experience is most effi ciently
implemented by an adequate and balanced share of technology and service
support.
In sequence, companies want to determine more quickly what the social, environmental and economic tradeoffs of their products are (screening)? How they can
provide more value by combining multiple data sources (scoping)? And how the
companies may integrate sustainability management with existing management
systems, such as ERP, PLM, CAD or supply chain management (scale)?
Along this approach of “Screen, Scope, Scale” many companies identify their
specifi c pathways, then grow their project phase and fi nally begin to prepare an
evolutionary step towards process implementation.
2.1 Screening to Identify Pathway
Under the umbrella “innovation with sustainability” different topics exist that
companies want or already need to cover; ideally with an integrated approach.
The importance of the topics are related to the specifi c situation of the company.
No matter what a company already does, it is valuable to build on existing activities
and to get in-house people to support the “pathfi nder mission”.
Under the headline “innovation and cleantech” some companies do sustainability
research and development, external research funding, product stewardship and
sustainability solution marketing. In strategic energy management often e.g., offi ce
energy management, IT/telecoms energy management, industrial energy management,
M. Baitz
full potential of aligned application, communication of LCA results and to be able
to measure company targets against consistent actuals.
Companies realize that an extended use of LCA can foster value creation, if
implemented as part of a professional management process.
In (Baitz et. al. 2014 ) it is discussed that successful companies basically create
value through sustainability in four discrete ways:
• In sales over increasing market share or new market entry by quantifying of benefi ts B2B or B2C or by promoting innovation and new products based on solid
facts.
• Through cost reduction due to increase of value chain and operational effi ciency
as well as employee productivity.
• Risk mitigation like operational risk management or regulatory management
which supports business continuity.
• The brand value is increased due to reputation as well as employee attraction and
retention, which lowers new employee hiring costs.
To generate value on sustainability in a company, a platform combining IT
technology (software and data exchange systems), content (adequate databases) and
a positive user experience is key. The positive user experience is most effi ciently
implemented by an adequate and balanced share of technology and service
support.
In sequence, companies want to determine more quickly what the social, environmental and economic tradeoffs of their products are (screening)? How they can
provide more value by combining multiple data sources (scoping)? And how the
companies may integrate sustainability management with existing management
systems, such as ERP, PLM, CAD or supply chain management (scale)?
Along this approach of “Screen, Scope, Scale” many companies identify their
specifi c pathways, then grow their project phase and fi nally begin to prepare an
evolutionary step towards process implementation.
2.1 Screening to Identify Pathway
Under the umbrella “innovation with sustainability” different topics exist that
companies want or already need to cover; ideally with an integrated approach.
The importance of the topics are related to the specifi c situation of the company.
No matter what a company already does, it is valuable to build on existing activities
and to get in-house people to support the “pathfi nder mission”.
Under the headline “innovation and cleantech” some companies do sustainability
research and development, external research funding, product stewardship and
sustainability solution marketing. In strategic energy management often e.g., offi ce
energy management, IT/telecoms energy management, industrial energy management,
M. Baitz