Michael Lenox – författare

Increasingly, business leaders are tasked with developing new products, services, and business models that minimize environmental impact while driving economic growth. It's a tall order—and a call that is only getting louder.In Can Business Save the Earth?, Michael Lenox and Aaron Chatterji explain just how the private sector can help. Many believe that markets will inevitably demand sustainable practices and force them to emerge. But Lenox and Chatterji see it differently. Based on more than a decade of research and work with companies, they argue that a bright green future is only possible with dramatic innovation across multiple sectors at the same time.To achieve this, a broader ecosystem of players—including inventors, executives, customers, investors, activists, and governments—all must play a role. The book outlines how and the extent to which each group can serve as a driver of green growth. Then, Lenox and Chatterji identify where economic incentives currently exist, or could exist with institutional change, and ultimately address the larger question of how far well-coordinated efforts can take us in addressing the current environmental crisis.

Increasingly, business leaders are tasked with developing new products, services, and business models that minimize environmental impact while driving economic growth. It's a tall order—and a call that is only getting louder.In Can Business Save the Earth?, Michael Lenox and Aaron Chatterji explain just how the private sector can help. Many believe that markets will inevitably demand sustainable practices and force them to emerge. But Lenox and Chatterji see it differently. Based on more than a decade of research and work with companies, they argue that a bright green future is only possible with dramatic innovation across multiple sectors at the same time.To achieve this, a broader ecosystem of players—including inventors, executives, customers, investors, activists, and governments—all must play a role. The book outlines how and the extent to which each group can serve as a driver of green growth. Then, Lenox and Chatterji identify where economic incentives currently exist, or could exist with institutional change, and ultimately address the larger question of how far well-coordinated efforts can take us in addressing the current environmental crisis.

Time is of the essence. Climate change looms as a malignant force that will reshape our economy and society for generations to come. If we are going to avoid the worst effects of climate change, we are going to need to effectively "decarbonize" the global economy by 2050. This doesn't mean a modest, or even a drastic, improvement in fuel efficiency standards for automobiles. It means 100 percent of the cars on the road being battery-powered or powered by some other non-carbon-emitting powertrain. It means 100 percent of our global electricity needs being met by renewables and other non-carbon-emitting sources such as nuclear power. It means electrifying the global industrials sector and replacing carbon-intensive chemical processes with green alternatives, eliminating scope-one emissions—emissions in production—across all industries, particularly steel, cement, petrochemicals, which are the backbone of the global economy. It means sustainable farming while still feeding a growing global population.Responding to the existential threat of climate change, Michael Lenox and Rebecca Duff propose a radical reconfiguration of the industries contributing the most, and most harmfully, to this planetary crisis. Disruptive innovation and a particular calibration of industry dynamics will be key to this change. The authors analyze precisely what this might look like for specific sectors of the world economy—ranging from agriculture to industrials and building, energy, and transportation—and examine the possible challenges and obstacles to introducing a paradigm shift in each one. With regards to existent business practices and products, how much and what kind of transformation can be achieved? The authors assert that markets are critical to achieving the needed change, and that they operate within a larger scale of institutional rules and norms. Lenox and Duff conclude with an analysis of policy interventions and strategies that could move us toward clean tech and decarbonization by 2050.

Time is of the essence. Climate change looms as a malignant force that will reshape our economy and society for generations to come. If we are going to avoid the worst effects of climate change, we are going to need to effectively "decarbonize" the global economy by 2050. This doesn't mean a modest, or even a drastic, improvement in fuel efficiency standards for automobiles. It means 100 percent of the cars on the road being battery-powered or powered by some other non-carbon-emitting powertrain. It means 100 percent of our global electricity needs being met by renewables and other non-carbon-emitting sources such as nuclear power. It means electrifying the global industrials sector and replacing carbon-intensive chemical processes with green alternatives, eliminating scope-one emissions—emissions in production—across all industries, particularly steel, cement, petrochemicals, which are the backbone of the global economy. It means sustainable farming while still feeding a growing global population.Responding to the existential threat of climate change, Michael Lenox and Rebecca Duff propose a radical reconfiguration of the industries contributing the most, and most harmfully, to this planetary crisis. Disruptive innovation and a particular calibration of industry dynamics will be key to this change. The authors analyze precisely what this might look like for specific sectors of the world economy—ranging from agriculture to industrials and building, energy, and transportation—and examine the possible challenges and obstacles to introducing a paradigm shift in each one. With regards to existent business practices and products, how much and what kind of transformation can be achieved? The authors assert that markets are critical to achieving the needed change, and that they operate within a larger scale of institutional rules and norms. Lenox and Duff conclude with an analysis of policy interventions and strategies that could move us toward clean tech and decarbonization by 2050.

Digital transformation is much more than building a digital infrastructure to gather and process data. It is about understanding how digital technologies enable the creation of innovative services and products. It is about identifying new competitive positions and business models and thinking critically about how to both create and capture value. Strategy in the Digital Age directly engages these concerns and provides a comprehensive roadmap for planning a successful digital strategy and executing a digital transformation in organizations. Covering major topics such as big tech, data analytics, artificial intelligence, blockchain, cryptocurrency, autonomy, cybersecurity, data privacy, and antitrust, strategy expert Michael Lenox outlines a set of novel, original frameworks to help those undertaking digital transformation at their organization devise their strategy. Readers will also come away with a greater understanding of how to navigate the human dimension of digital transformation and tackle the numerous social and policy challenges raised by digital technology. With insights from major companies such as Spotify, Facebook, and Uber, Lenox delivers a compelling volume that offers both a foundational understanding of this dynamic environment and an action plan for those seeking a path to digital strategy implementation for their organization.

Digital transformation is much more than building a digital infrastructure to gather and process data. It is about understanding how digital technologies enable the creation of innovative services and products. It is about identifying new competitive positions and business models and thinking critically about how to both create and capture value. Strategy in the Digital Age directly engages these concerns and provides a comprehensive roadmap for planning a successful digital strategy and executing a digital transformation in organizations. Covering major topics such as big tech, data analytics, artificial intelligence, blockchain, cryptocurrency, autonomy, cybersecurity, data privacy, and antitrust, strategy expert Michael Lenox outlines a set of novel, original frameworks to help those undertaking digital transformation at their organization devise their strategy. Readers will also come away with a greater understanding of how to navigate the human dimension of digital transformation and tackle the numerous social and policy challenges raised by digital technology. With insights from major companies such as Spotify, Facebook, and Uber, Lenox delivers a compelling volume that offers both a foundational understanding of this dynamic environment and an action plan for those seeking a path to digital strategy implementation for their organization.

Strategy Beyond Markets examines how the strategies employed by firms affect long run value. Scholars in this field focus their attention on firm interactions with entities other than the firm''s primary market stakeholders. These stakeholders include international NGOs, environmental groups, local communities, regulators, politicians and the courts. This book is organized around three themes: Public politics, private politics, and integrated political strategy. In public politics, firms use sophisticated instruments (e.g., campaign funding, committee participation) to influence local, national, and international political environments. In private politics, firms work closely with NGOs and other special interest groups to preempt unfavorable policy, react swiftly to crises, and proactively develop socially responsible strategies. Additionally, firms that are heavily influenced by politics are more likely to craft integrated political strategy as part of a more comprehensive plan. This special issue comprises papers from preeminent scholars including David Baron, Jean-Philippe Bonardi, Daniel Diermeier, Thomas Lyon, John Maxwell, Ken Shotts, and Dennis Yao.