253
institutionalize changes. This can be in the form of training workshops or simply
nurturing informal networking and exchange of ideas among member companies.
These observations are particularly relevant to developing countries, where
over 85 % of companies are small and medium-sized. Accordingly, most of these
companies focus their efforts on compliance with environmental standards, and
they have limited understanding of the added value of advanced environmental
practices, such as EMS, LCA, green procurement or LCM. Interventions to
strengthen the ability of companies to implement voluntary projects to advance
environmental performance require two components: technical and collaboration. The technical component is related to creating knowledge, starting with
basic issues as Cleaner Production, Eco effi ciency, data management, environmental management systems before tackling LCM, which has been the focus of
many programs to build capacity for LCM. This is a necessary element to ensure
companies with low maturity can address issues such as LCM and develop them
in a proper and technically valid way. But the technical knowledge must also be
supported and nurtured through collaborative networks. Companies that have
achieved leadership in environmental performance and have progressed in the
implementation of LCM can share their experiences with other companies that
are just beginning to develop these practices. This is a key point for SME companies, because they prefer real world examples over theory; and, on the other
hand, companies that are sharing their experiences also deepen their knowledge
through these workshops. Several examples also highlighted the important role
of government policy to help drive the need for LCM.
4 Conclusions and Research Needs
The case studies represent a snapshot in time, so it is not possible to draw signifi cant
conclusions regarding the sequence of skill-building suggested in the LCM
CMM. However, the programs SDA had conducted with its network of companies
to incrementally develop compliance, clean production and environmental management systems were seen to be signifi cant factors in the success of their pilots and
were consistent with the suggested sequence of LCM CMM. It seems there is a
logical order for acquiring LCM skills that is path dependent, but also a need to
embed the lower level capabilities in more developed patterns of action (Hart 1995 ).
Thus, Ediouro Grafi ca focused on wastes, but used the data in an LCA study.
Freudenberg and NEHSU developed KPIs for supply chain management, but again
within a LCM frame. The premise is that developing the capabilities with an appreciation of higher-level maturities (i.e. beyond the company’s current level) will
result in faster and more effective learning. Only time will tell if LCM CMM
achieves that objective.
The pilot projects also revealed some key gaps in the training resources provided
to coaches attempting to apply the model. Key needs are interpreting the business
17 Building Organizational Capability for Life Cycle Management
institutionalize changes. This can be in the form of training workshops or simply
nurturing informal networking and exchange of ideas among member companies.
These observations are particularly relevant to developing countries, where
over 85 % of companies are small and medium-sized. Accordingly, most of these
companies focus their efforts on compliance with environmental standards, and
they have limited understanding of the added value of advanced environmental
practices, such as EMS, LCA, green procurement or LCM. Interventions to
strengthen the ability of companies to implement voluntary projects to advance
environmental performance require two components: technical and collaboration. The technical component is related to creating knowledge, starting with
basic issues as Cleaner Production, Eco effi ciency, data management, environmental management systems before tackling LCM, which has been the focus of
many programs to build capacity for LCM. This is a necessary element to ensure
companies with low maturity can address issues such as LCM and develop them
in a proper and technically valid way. But the technical knowledge must also be
supported and nurtured through collaborative networks. Companies that have
achieved leadership in environmental performance and have progressed in the
implementation of LCM can share their experiences with other companies that
are just beginning to develop these practices. This is a key point for SME companies, because they prefer real world examples over theory; and, on the other
hand, companies that are sharing their experiences also deepen their knowledge
through these workshops. Several examples also highlighted the important role
of government policy to help drive the need for LCM.
4 Conclusions and Research Needs
The case studies represent a snapshot in time, so it is not possible to draw signifi cant
conclusions regarding the sequence of skill-building suggested in the LCM
CMM. However, the programs SDA had conducted with its network of companies
to incrementally develop compliance, clean production and environmental management systems were seen to be signifi cant factors in the success of their pilots and
were consistent with the suggested sequence of LCM CMM. It seems there is a
logical order for acquiring LCM skills that is path dependent, but also a need to
embed the lower level capabilities in more developed patterns of action (Hart 1995 ).
Thus, Ediouro Grafi ca focused on wastes, but used the data in an LCA study.
Freudenberg and NEHSU developed KPIs for supply chain management, but again
within a LCM frame. The premise is that developing the capabilities with an appreciation of higher-level maturities (i.e. beyond the company’s current level) will
result in faster and more effective learning. Only time will tell if LCM CMM
achieves that objective.
The pilot projects also revealed some key gaps in the training resources provided
to coaches attempting to apply the model. Key needs are interpreting the business
17 Building Organizational Capability for Life Cycle Management