The State of Sustainability

By Holden, Greg | Research-Technology Management, November-December 2012 | Go to article overview

The State of Sustainability

Holden, Greg, Research-Technology Management

For the past several years, surveys asking executives about their organizations' sustainability practices and values revealed a focus on brand reputation and outward appearance. Respondents to these surveys frequently commented that implementing sustainability in a holistic way was easier said than done, and often the costs and benefits associated with implementing green initiatives were unclear.

But something has apparently changed. In a late-2011 McKinsey survey, 33 percent of respondents indicated that "lowering operational costs and improving efficiency" was the top reason for pursuing sustainability--a 14 percent increase from the previous year's survey. This made cutting costs and boosting efficiency the number one reason for implementing measures to improve sustainability, above "brand reputation," which held steady from the previous year at 32 percent, as well as "alignment with company mission and values," which rose to 31 percent. Companies are starting to see that true sustainability can bring real value beyond marketing or public relations efforts.

However, surveys reveal that companies often struggle to bridge the gap between the fuzzy rhetoric of sustainability and the concrete realities of implementation. A 2010 study of sustainability theory and practice by Deloitte, which included 48 large companies working to implement sustainability in the United States, revealed that there is often a gap between company aspirations and actions. Deloitte's survey revealed that although organizations tend to embrace sustainability in theory, referencing all three components of the triple bottom line (people, planet, profit) in company mission statements, most focus their actual efforts solely on environmental initiatives--the planet piece--ignoring the economic and social elements (profit and people).

A 2012 survey by the Boston Consulting Group (BCG) and MIT Sloan Management Review supports these findings. The BCG/MIT analysis states that corporate sustainability initiatives often fail to address the tradeoffs between present and future value and rarely look beyond the environmental. The BCG/MIT survey remarked that two-thirds of the 4,700 respondents believed that sustainability was critical for competitiveness in today's economy, but only a quarter of that segment indicated that any competitive advantage had actually been achieved as a result of their organizations' sustainability practices.

Nike: A Sustainable Transformation

Although these surveys suggest that success stories are hard to come by, they also reveal a growing trend toward at least considering triple-bottom-line sustainability. Nike stands out as one such organization. Starting from the top down, Nike has embraced sustainability, engaging in a comprehensive effort to steer the organization's culture in that direction, starting with its supply chain. Stung by reports of exploitative labor practices at its offshore suppliers in the 1990s, Nike has in the past decade systematically reoriented its approach to every element of its business, from its supply chain to its marketing practices.

As might be expected, environmental efforts have attracted the most attention. Nike has built a partnership with Adidas, Puma, H&M, C&A, Li Ning, and G-Star to establish a goal of reaching zero discharge of hazardous chemicals (ZDHC) across the companies' entire supply chains by 2020. This collaboration is seen as a model for other industries, as it becomes more clear that cooperation--with competitors as well as suppliers and customers--will be a vital element in a successful sustainability program.

The environmental strategy represents the standard sustainability effort of most organizations, covering the environmental sphere. But Nike is also running the extra mile, pursuing efforts to ensure sustainability in people and profits, by enforcing labor standards and by developing innovative technologies that promise better performance and offer increased recyclability. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Cite this article

Cited article

Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)


1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25,

Cited article

The State of Sustainability


Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25,

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.