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The World’s Foremost Gathering Of Business Leaders

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By Author: Eleza Beth
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HORASIS EXTRAORDINARY MEETING IN THE USA


THE WORLD’S FOREMOST GATHERING OF BUSINESS LEADERS

Time and time again we have all been told, "God gave us two ears and one mouth for a reason"... or as Stephen Covey said, "Seek to understand, rather than be understood." As a business leader, listening first to the issue, then trying to coach, has been the most valuable advice which provides an integrated approach to economic, social and environmental goals and thus bringing elements of the sustainable future mindset into company thinking and culture, can offer attractive long-term benefits that would open new avenues to innovation in products, processes, stakeholder relationships, leveraging knowledge as well as creativity through the energy and enthusiasm of employees. Good morning/afternoon everyone present here, I am Elizabeth Kelly, CEO Ethos Global Solutions, would like to draw your attention towards sustainable development thinking through advanced business model and how critical thinking towards contemporary approach transformed USA’s sustainable investment. Now, moving further, we know that by accelerating ...
... capabilities as a learning organization through sustainable development learning and most importantly enhancing brand image and protecting the license to operate and grow through attention to the social dimension, sustainability would pave a way towards principled leadership. If we shed some light on innovation, and how it develops critical thinking, that would be helpful in creating an adaptive approach.

Innovation is a subset of initiative and describes the ability to develop something new when an opportunity arises. Innovation sparks creativity in the production of ideas that are original and worthwhile. At times, contemporary problems present themselves or old problems require modern solutions. It also creates opportunity to think creatively and demonstrate initiative and innovation. A key concept of critical thinking is to develop new approaches and ideas to challenge organizations and this can be done by avoiding rabid approach. There are many ways for peers and leaders to accomplish tasks and missions using adaptive approaches and drawing from previous similar circumstances or methods. Combining innovation with initiative, business leaders rely on intuition, experience, knowledge, and input from their peers and reinforce team building by making everybody responsible for, and consequently stakeholders in, the innovation process.

As we are aware that Horasis’s mission for sustainable future through sustainability, principled leadership and community building has provided ideological leaven in the field of business. Looking into the role of strategy, Horasis has exerted a lot of strive to multiple approach towards diverse development of organizations. And thus I believe that “without a strategy the organization is like a ship without a rudder, going around in circles. It is like a tramp; it has no place to go.”

Major question today is that- How do companies achieve outstanding results through sustainable development thinking? The answer is very simple, company’s actions are influenced by its strategy and strengths, actions of bottom-liners tend to have an efficiency focus, those of top-liners an opportunity focus, and those of extroverts a relationship focus. For example, when companies apply knowledge and innovation to things they already know how to do, ultimately they are improving efficiency and productivity. When they apply knowledge and innovation to things that are new and different, they are capitalizing in opportunities. And when they apply knowledge and innovation in respective models of business they are interacting with people, and thus developing new and stronger relationships.

It is also known that the economic slowdown in the developed world is forcing companies to modify their business models or create new ones and also, the rise of new technology and low-cost rivals is threatening incumbents, reshaping industries, and redistributing profits. Indeed, it can be deduced that the ways by which companies create and capture value through their business models is undergoing a radical transformation worldwide. Yet most enterprises haven’t fully come to grips with how to compete through business models. Over the past several years, most of the problem lies in companies’ unwavering focus on creating innovative models and evaluating their efficacy in isolation. However, if we consider the success or failure of any company’s business model it mainly depends largely on how it interacts with models of other companies in the industry. (Almost any business model will perform brilliantly if that company is lucky enough to be the only one in a market.) Because companies build them without thinking about the competition, they routinely deploy doomed business models. It may appear superior to others when analyzed in isolation but results are different when interactions are considered. And possibilities are there that rivals may end up becoming partners in value creation. Appraising models in a stand-alone or segregated fashion leads to faulty assessments of their strengths and weaknesses and thus leads to bad decision making. This is one of the sole reasons that why so many new business models fail. Business models that are good, create virtuous cycles that, with time, result in competitive advantage. Smart companies are well aware with the thing that how they can strengthen their virtuous cycles, weaken those of rivals, and even use their virtuous cycles to turn competitors’ strengths into weaknesses.

Globally, few companies have tried to systematically understand the sustainability limits, vulnerabilities, and potential of their current business models and ecosystems. Sustainable investing assets in the five major markets stood at $30.7 trillion at the start of 2018, a 34 percent increase in two years. Except Europe, sustainable investing’s market share has also grown. Responsible investment now commands a sizable share of professionally managed assets in each region, ranging from 18 percent in Japan to 63 percent in Australia and New Zealand. Clearly, sustainable investing constitutes a major force across global financial markets. From 2016 to 2018, the fastest growing region has been Japan, followed by Australia, New Zealand and Canada. These were also the three fastest growing regions in the previous two-year period. The largest three regions— based on the value of their sustainable investing assets—were Europe, the United States and Japan. Progress has been slower, though still significant, in Asia. U.S. relations with its two key regional partners, Japan and South Korea, remain the foundation of regional stability. The success of American policy over the past decade means that no power—not Russia, Germany, Europe, China or Japan—today poses a hegemonic threat to Eurasia. In this new era, American foreign policy is no longer pivot on geography. Instead, it is defined by the combination of America’s unrivaled power in world affairs and the extensive and growing globalization of world politics.

In a nutshell, i would like to emphasize that the overall societal context for business has changed. The model of companies as economic islands that independently maximize financial value extraction is becoming obsolete. Many companies will respond to the ever-louder calls by investors and stakeholders for more disclosure and higher-quality, reliable data and reporting. But that alone is insufficient to bring the worlds of strategy and sustainability together and secure resilience and durable competitive advantage while also increasing environmental and societal benefits. The continuous practice of sustainable business model would ultimately do so. Leaders pursuing this quest will leave a legacy not only of a better company and better shareholder returns but also of a better society and planet.

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