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Type: |
OP | Curs: |
1 | Period: |
S semester |
ECTS Credits: |
3 ECTS |
Group | Teacher | Department | Language |
---|---|---|---|
David Murillo Bonvehí | Ciencias Sociales | ENG |
1. Session 1: The Problem of Sustainability in Business. (Day 1)Faculty: Lars Jacob Tynes Pedersen / David Murillo / Esben Rahbek GjerdrumThe purpose of this module is to familiarize you with the nature and characteristics of the sustainability problem and what it means for companies and other organizations. The module illuminates the challenge of aligning sustainability and profitability. We introduce the distinction between business models oriented towards addressing the company¿s own externalities and business models oriented towards addressing those of others. We discuss the potential trade-offs between sustainability and profitability and perspectives on how these two goals can be aligned. The module consists of six videos, which together shed light on the problem of sustainability, the role of companies and other organization both in creating and solving the sustainability problem. |
2. Session 2. An Introduction to Sustainable Business Models.Faculty: Lars Jacob Tynes Pedersen / Sveinung JørgensenThis part of the course introduces the business model framework, the three components of business models, and the manifold ways in which they can be innovated. This part of the course emphasizes the practical nature of the business model concept, in the sense that it relates to the concrete questions managers need to address in the design and innovation of a business model. This is related to the offering to customers (value proposition), the configuration of resources, activities and partners needed to deliver the offering (value delivery), and the choices related to revenue streams, payment models and cost structures that allow the company to make a profit (value capture). The module consists of six videos that introduces the issues described above. |
3. Session 3. Sustainable Business Model Innovation.Faculty: Lars Jacob Tynes Pedersen / Sveinung JørgensenThe purpose of this session is to discuss how sustainable business models can be designed and innovated in practice, and what are key components and characteristics that are important in the design of such business models. We will also discuss characteristics of companies that are successful in aligning sustainability and profitability, and different prototypes of such business models. Furthermore, this part of the course introduces the concept and perspectives of the circular economy, as a contrast to traditional, linear models of business. Implications for collaborative business models and for product and service design, as well as for business model design and innovation in general, are discussed. The module consists of six videos that introduces the issues described above. |
4. Session 4. Social Innovation.Faculty: David Murillo¿ Chapter 1: What is Social Innovation o This chapter will introduce the key concept in this section: Social Innovation. This is a broad concept that has been increasingly used by different disciplines, in different ways, these last years. However, the multiplicity of definitions and the vagueness of its boundaries can be, at times, confusing. Therefore, the objective of this chapter is to clarify the concept and its application. Our aim here is to provide a concrete and useful definition that can help us analyse and compare the different initiatives that we can come across. ¿ Chapter 2: The five variables of social innovation. o The theoretical model we use is based on previous research on Social Innovation carried out by the Institute of Social Innovation at ESADE. From this research, we focus on five key variables that help us to approach the cases and analyse them properly. In this chapter we introduce such variables. They will help us: clarify the concept, know where its boundaries are as well as knowing how we can measure its impact. Finally, it will help us to know what the key factors for success for any given initiative are. ¿ Case: The Behavioural Insights Team o In this chapter we will analyse a successful case in which social innovation is a reality: Behavioural Insights Team. The main goal of this team is to influence (and change) people¿s behaviour (in terms of decisions and actions) based on the potential of behavioural economics. We will analyse it from a Social Innovation point of view. ¿ Case: Blablacar. o This chapter will analyse the BalBlaCar case from the lens of social innovation. BlaBlaCar is a platform of the sharing economy that connects drivers who have empty seats in their cars with passengers who are heading in the same direction on that same day and are willing to share the costs. It is usually used for trips over 250 km. We will analyse how this company has generated a social innovation in the mobility filed. |
5. Session 5. Strategizing and Organizing for Sustainability. (Day 4)Faculty: Esben Rahbek Gjerdrum/Kirsti ReitanBuilding on the theoretical concepts and practical tools introduced in the previous modules, the purpose of this module is to familiarize students with the nature and characteristics of strategizing and organizing for sustainability. The module will consist of six videos, which together introduces key theoretical concepts and discussions within the field. ¿ Chapter 1: Strategizing and organizing for sustainability: Key concepts. o This chapter will introduce the overall goals of the module and tie the discussion to the other modules of the course. It will present key theoretical concepts in the field of organising and strategising for sustainability, providing students (and practitioners) with a framework to understand and discuss challenges and opportunities to strategising and organising for sustainability ¿ Chapter 2: Using business model theory o In this chapter, we will visit a series of companies within the fashion industry to explore and illustrate various organisational approaches to strategising and organising for sustainability. Specifically, in this chapter, we will use business model theory as a starting point for analysis and discussion. ¿ Chapter 3: Sustainability startups, sustainability at heart o this chapter will discuss the span of sustainability activities, ranging from green-washing to complete transformations of how to create, deliver and capture value. Through a series of company visits ranging from companies that are "born" sustainability to companies that struggle to change practices towards sustainability, this chapter exemplify various approaches to strategising and organising for sustainability. ¿ Chapter 4: Implementing, scaling and maintaining organizational sustainability o this Chapter will present and discuss practical approaches to implementing, scaling and maintaining organisational sustainability. Through a series of case visits, the Chapter will introduce thinking and practices related to change management, workforce training and design thinking for innovation. ¿ Chapter 5: Reporting sustainability o Chapter 5 will take a deep dive into various reporting schemes. Through a series of case visits, we will explore the use of reporting, e.g.¿the Global Reporting Initiative, the Dow Jones Sustainability Index, the UN Sustainable Development Goals, and various certification / standards, as a tool for strategising and organising for sustainability. This chapter will also ask students and practitioners to think critically on the way in which certifications and standards have been taken to use historically, and the ways in which they could potentially be strengthened. ¿ Chapter 6: Sum up o In this final chapter of the module, we will sum up on learnings and case visits. We will link this module to the topics introduced in the rest of the course. |
6. Session 6. Business in a Sustainable Future (Day 5)Faculty: Lars Jacob Tynes Pedersen / David Murillo / Esben Rahbek GjerdrumIn the final part of the course, the emphasis is placed on how to innovate existing business models in a way that makes them more sustainable, or design new business models that represent an improvement on the status quo with regard to sustainability. Furthermore, the big question that is addressed is how to make such improvements in a way that is compatible with profitability, and that might even lead to competitive advantages ¿ and that at the same time may contribute to a sustainable future. |
Group | Teacher | Department |
---|---|---|
David Murillo Bonvehí | Ciencias Sociales |