This role-playing exercise aims to tackle issues related to inter-organizational collaboration to scale up innovations. The role-playing experience helps learners discover, appreciate, and learn to govern inherent tensions in inter-organizational collaboration. The exercise is set in the Canadian auto parts industry, which could benefit tremendously from more sophisticated robotic technology to assist the manufacturing process. The role play asks learners to engage in an inter-organizational collaboration agreement. Each participant will represent a company whose in-house knowledge, resources or capabilities can contribute to developing a robot.
This role-playing exercise aims to tackle issues related to inter-organizational collaboration to scale up innovations. The role-playing experience helps learners discover, appreciate, and learn to govern inherent tensions in inter-organizational collaboration. The exercise is set in the Canadian auto parts industry, which could benefit tremendously from more sophisticated robotic technology to assist the manufacturing process. The role play asks learners to engage in an inter-organizational collaboration agreement. Each participant will represent a company whose in-house knowledge, resources or capabilities can contribute to developing a robot.
The Maple Leaf Foods (MLF): Changing the System case explores how a major food processor pivoted its vision and operations in an attempt to become the world's most sustainable protein company. Instead of focusing solely on financial goals, the organization's new purpose clearly recognized MLF's potential impact on both society and the natural environment. In the anchor case, senior leaders considered the background and progress of this initiative. The supplemental cases (A to E) offer the perspectives of five stakeholders, each of whom is critical to the MLF initiative. Since an organization is part of an open system, these views allow a consideration of how the different parts of the system may experience, and impact, any change attempt.
The Maple Leaf Foods (MLF): Changing the System case explores how a major food processor pivoted its vision and operations in an attempt to become the world’s most sustainable protein company. Instead of focusing solely on financial goals, the organization's new purpose clearly recognized MLF’s potential impact on both society and the natural environment. In the anchor case, senior leaders considered the background and progress of this initiative. The supplemental cases (A to E) offer the perspectives of five stakeholders, each of whom is critical to the MLF initiative. Since an organization is part of an open system, these views allow a consideration of how the different parts of the system may experience, and impact, any change attempt.
In 2017, the general manager and head of business conglomerate Mahindra and Mahindra Limited (M&M)’s largest factory in Igatpuri, Maharashtra, faced several challenges related to the company’s goal of achieving zero-waste-to-landfill certification from an environmental agency. Since the Mahindra Group’s chief executive officer had decided to focus on sustainability as a key to long-term growth, M&M had to find practical ways to manage waste in the Igatpuri factory. Reducing the waste produced in the factory would require the company to deal with both production-related hazardous waste such as toxic camshaft-grinding waste and other waste such as the cotton gloves iemployees had previously discarded after every shift. The general manager knew that diverting a high percentage of waste from the landfill could produce material savings and cost reductions and boost M&M’s image as a sustainability-focused global brand. He wondered how best to embed waste management policies into the factory’s processes.
In 2017, the general manager and head of business conglomerate Mahindra and Mahindra Limited (M&M)'s largest factory in Igatpuri, Maharashtra, faced several challenges related to the company's goal of achieving zero-waste-to-landfill certification from an environmental agency. Since the Mahindra Group's chief executive officer had decided to focus on sustainability as a key to long-term growth, M&M had to find practical ways to manage waste in the Igatpuri factory. Reducing the waste produced in the factory would require the company to deal with both production-related hazardous waste such as toxic camshaft-grinding waste and other waste such as the cotton gloves employees had previously discarded after every shift. The general manager knew that diverting a high percentage of waste from the landfill could produce material savings and cost reductions and boost M&M's image as a sustainability-focused global brand. He wondered how best to embed waste management policies into the factory's processes.
In April 2018, more than one year after the chief executive officer (CEO) of Danby Appliances Inc. launched a private sponsorship program to support Syrian refugees in their integration into Canada, the CEO and others were starting to raise some questions. Although the program seemed to have had an overall positive impact on Syrian refugees, Danby's board of directors wondered about the impact of the program on the appliance business. The settlement program continued to take up a considerable amount of the CEO's time and may have even been a drain on other Danby resources, such as staff time. With competition intensifying in the appliance manufacturing industry, the board asked the CEO to assess the impact of the settlement program on Danby, the refugees, and the community, and to recommend whether the program should continue. The CEO knew it would be difficult to collect precise numbers and wondered how he should start to quantify the true impact of the settlement program.
In April 2018, more than one year after the chief executive officer (CEO) of Danby Appliances Inc. launched a private sponsorship program to support Syrian refugees in their integration into Canada, the CEO and others were starting to raise some questions. Although the program seemed to have had an overall positive impact on Syrian refugees, Danby's board of directors wondered about the impact of the program on the appliance business. The settlement program continued to take up a considerable amount of the CEO's time and may have even been a drain on other Danby resources, such as staff time. With competition intensifying in the appliance manufacturing industry, the board asked the CEO to assess the impact of the settlement program on Danby, the refugees, and the community, and to recommend whether the program should continue. The CEO knew it would be difficult to collect precise numbers and wondered how he should start to quantify the true impact of the settlement program.
An impact assessment enables organizations to assess the wider impact of their activities on stakeholders, beyond the financial impacts. By assessing all impacts, managers can make better decisions, leading to a more positive impact; reduce their organizations' negative impacts; and identify creative ways to capture the social and environmental value their organizations create. Organizations can undertake an impact assessment on themselves or on organizations in which they invest or plan to invest. This note explains the fundamentals of impact assessment, including what an impact assessment is, how to assess impact, and the main frameworks used to assess impact.