Strategic Green Management Training
Learning by doing
Markets are taking environmental issues into account and are demanding EMAS and ISO14001
Soon even the smallest companies will have to show customers, public administrations, non
governmental organisations, insurance companies, neighbours and professional associations,that they have implemented environmental management.
Tools exist but they are often over-complicated
The range of tools to help SMEs is constantly growing but a lot of these tools are considered to be too heavy and complicated by smaller companies and micro-enterprises. They are seen to represent a growing threat of bureaucratisation.To conform with or touse environmental management standards which are becoming prevalent through out Europe at the moment, such as ISO 14001, or the EMAS regulation scares small companies.
Visual, simple and practical tools are needed!
Action Decision,Learning and Simulation
The basis of the Action Learning is that participants are actively working with real problems and issues, and create their own knowledge rather than passively served knowledge. The method assumes that people learn best by documents and by reflecting on theresults of their actions. The reflections leading to conclusions and to new issues that drive the development and further learning.
Action Learning was created by Reginald W Revans. Professor Revans was English Olympians in the Olympic Games in 1928 and did research in the 1930s in nuclear physics at Cambridge. The method is based on several assumptions:
- We get only what we want to learn.
- We want more love to teach us when we face problems we want to solve.
- Learning is a social process and we learn better if we are a few pieces in the same situation
Business Model Canvas
A business model describes the rationale of how an organization creates, delivers, and captures value.
The starting point for any good discussion, meeting, or workshop on business model innovation should be a shared understanding of what a business model actually is. We need a business model concept that everybody understands: one that facilitates description and discussion. We need to start from the same point and talk about the same thing. The challenge is that the concept must be simple, relevant, and intuitively understandable, while not oversimplifying the complexities of how enterprises function.
In the following pages we are showing a concept that allows you to describe and think through the business model of your organization, your competitors, or any other enterprise. This concept has been applied and tested around the world and is already used in organizations such as IBM, Ericsson, Deloitte, the Public Works and Government Services of Canada, and many more.
This concept can become a shared language that allows you to easily describe and manipulate business models to create new strategic alternatives. Without such a shared language it is dificult to systematically challenge assumptions about one’s business model and innovate successfully.
We believe a business model can best be described through nine basic building blocks that show the logic of how a company intends to make money.
The nine blocks cover the four main areas of a business: customers, offer, infrastructure, and financial viability.
The business model is like a blueprint for a strategy to be implemented through organizational structures, processes, and systems.