Color Your World
The San Francisco Recycling Center gussies up the globe with recycled paint.
The San Francisco Recycling Center gussies up the globe with recycled paint.
As the market demands more products and services that address social and environmental issues, what are the various challenges faced by green companies in securing capital funding? How will initial investments affect the future success of these companies? Discover how venture capitalists envision the role of capital markets in green companies in this panel discussion from Bridging the Gap, the Stanford 2005 Net Impact conference organized by the Stanford Graduate School of Business.
The Rainforest Action Network launched a consumer boycott of several Mitsubishi companies, leading to significant changes in the way the firm and many of its partners do business.
Consumers say they want to buy green products but they don't always follow through. There are, however, strategies corporations can take to increase sales of sustainable goods.
An area the size of Connecticut is being developed every year. That's how fast nature is being lost to concrete in the world today. In this audio lecture recorded at Bridging the Gap, the Stanford 2005 Net Impact conference, Will Rogers discusses strategies for sustainable land use in a context where the boundaries that separate land conservation from public health, housing, economic development, transit, energy-use policies, and urban design are rapidly blurring.
The key to creating a vibrant and sustainable company is to find ways to get all employees personally engaged in day-to-day corporate sustainability efforts.
The era of corporations integrating sustainable practices is being surpassed by a new age of corporations actively transforming the market to make it more sustainable. Open access to this article is made possible by The Regents of the University of Michigan on behalf of the Erb Institute.
For much of its history, Wal-Mart’s corporate management team toiled inside its “Bentonville Bubble,” narrowly focused on operational efficiency, growth, and profits. But now the world's largest retailer has widened its sights, building networks of employees, nonprofits, government agencies, and suppliers to “green” its supply chains. Here's how and why the world’s largest retailer is using a network approach to decrease its environmental footprint – and to increase its profitability.
To do as much good as possible with limited resources, funders should look to woefully underfunded protest movements.
Using artificial intelligence to predict behavior can lead to devastating policy mistakes. Health and development programs must learn to apply causal models that better explain why people behave the way they do to help identify the most effective levers for change.