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2.2 Sustainability Value Creation Framework
In order to minimize such implementation “failures”, the authors propose a
sustainability value creation framework that builds on life cycle management, but
ensures at the same time connectivity between the selected LCM tools and the value
drivers of the company (Fig. 3.1 ).
The framework describes the links between life cycle management tools and
value creation through different steps: toolbox, business implementation, business
benefi ts, value drivers and business value. One proceeds from left to right by asking
the question “for what purpose”, or “what do we want to achieve”. From right to
left, one can ask the question “how?” The value creation framework has to be
defi ned for each company, and in many cases, the path toward value creation might
be longer and more sophisticated than what is presented in Fig. 3.1 .
Although one can easily start from anywhere within the framework, addressing
the two questions and clarifying the chain is the starting point to ensure the linkage
between sustainability actions and business value creation for the company. In
Sect. 3 , several of these paths to sustainable value creation are illustrated and
discussed.
Fig. 3.1 Sustainability value creation framework linking life cycle management tools with business value creation of an organization
S. Harbi et al.
2.2 Sustainability Value Creation Framework
In order to minimize such implementation “failures”, the authors propose a
sustainability value creation framework that builds on life cycle management, but
ensures at the same time connectivity between the selected LCM tools and the value
drivers of the company (Fig. 3.1 ).
The framework describes the links between life cycle management tools and
value creation through different steps: toolbox, business implementation, business
benefi ts, value drivers and business value. One proceeds from left to right by asking
the question “for what purpose”, or “what do we want to achieve”. From right to
left, one can ask the question “how?” The value creation framework has to be
defi ned for each company, and in many cases, the path toward value creation might
be longer and more sophisticated than what is presented in Fig. 3.1 .
Although one can easily start from anywhere within the framework, addressing
the two questions and clarifying the chain is the starting point to ensure the linkage
between sustainability actions and business value creation for the company. In
Sect. 3 , several of these paths to sustainable value creation are illustrated and
discussed.
Fig. 3.1 Sustainability value creation framework linking life cycle management tools with business value creation of an organization
S. Harbi et al.