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90s that the new product can not produce volatile organic compounds from the technology, must not have any exceptions.
 
This command makes the brand managers guarding a potential hot air of goods, but not listed. They requested that R  D staff do not need to redevelop a VOC solvent adhesive. After a lengthy six years later, in 2003, 3M launched
A "super sticky notes," a great success, sales of millions of dollars.
 
3M 6 years waiting for this opportunity cost has been the loss of confidentiality, but from the sticky notes, business scale, we believe that 3M does not use toxic solvents to uphold the commitment to give up tens of millions of dollars. But now, when we asked whether
This choice is worth the time, 3M’s executives have replied "of course", in part because the way they look at income and other companies completely different.
 
In reaching this decision, 3M calculated using the solvent "total cost", including some difficult to measure but very important to spend. Through the use of toxic solvents that they do not keep the commitment,

Because the company has been very good at finding opportunities for product expansion. But the following story has nothing to do with this, but on the revenue estimates, adhere to values, commitments and to uphold the decision of the real benefits of macroeconomic approach, this is the awareness of environmental advantages.
 
3M’s product managers and found a new sticky notes
In the rapidly growing market. Customers want to put their notes into the computer display such similar vertical surface, but as millions of people no choice but to find that, in this case, the sticky notes can easily fall off. Simple solution is to design a more viscous glue, 3M’s worldclass scientists to do this quickly. However, this has led
To a major internal problem.
 
The new glue will need to use a release of dangerous pollutants  volatile organic compounds (VOC) of industrial solvents. This toxic chemicals bring them a range of issues, including air pollution, worker safety issues and potential liabilities. To avoid these problems, 3M’s chief executive Liweiaode Simon (Livio DeSimone) in the 20th century into the early

As the costs and returns may be.
 
Trend to control the operation of those and other companies, but they think different. They make decisions not only consider the obvious financial return. In considering an investment return, they bring other factors into account, such as raising the brand image and corporate reputation, improve employee morale, get the support of social organizations,
Enterprises reduce government red tape restrictions, increase speed to market and competitive difference. These intangible benefits are difficult to measure, however, savvy business or the intangible benefits are also included in the corporate strategic plan. Excellent managers have learned at each turning point to intangible benefits into the calculation, because they know that sometimes not able to measure the benefits
Of tremendous value.
 
Industrial giant 3M, a case we have been impressed. No company is more than 3M understand the beauty of small things, they make little yellow sticky notes grew into a multibillion dollar business. The invention of the first sticky notes is a typical pleasant surprise, but the brand grow into the company’s main business is not accidental,

The company? Only serious and systematic consideration of these issues can grasp the future, otherwise the situation will be the future of control. Great differences between the two.
 
Therefore, the current pilots is to consider longterm future. You may say, very good! But to maintain longterm perspective may give immediate cause very difficult problems, and the market for shortterm problems
Relentlessly. If you only consider the financial cost, the result of tradeoff seems more sensible. Because of the longstanding successful transformation of production processes or products often require significant upfront investment. However, if not pay attention to major changes in the environment and include environmental issues, including the new pressure, the business will be more damage.
 
Income: Do not just
Focus on quick and visible benefits
 
Any company are facing the next U.S. dollars should be invested where the countless decisions. Should we put more money into product research and development, purchase of new equipment or new market activities? All companies have some formal or informal procedures to calculate the return on investment and decisionmaking. For most companies, these decisionmaking,

May face major restructuring, or facing the risk of changes in the company. So in the long term situation, ask the hard questions, and describe the picture of the future is worth it. Prospects of such involvement to help Shell to take the lead in hydrogen fuel business decision.
 
Discussion of ways other companies are not so formal, but also
Takes into account the longterm situation. IKEA executives are studying how to significantly reduce their operational dependence on fossil fuels. Based on the current infrastructure and technology, a furniture manufacturer to use oil or natural gas do not you? This may seem impossible. But Ikea executives know that the world is changing, and hope to prepare more than one step
Ahead of competitors, the initiative to move future energy environment. Even as BP and Shell is so smart fossil fuel suppliers are ready to respond to significant reduction in the proportion of fossil fuel the future energy situation.
 
What kind of longterm environmental stress may bring down your company? What are the environmental pressures they can provide development opportunities for

Up a planning team, committed to depicting possible future  to help companies think longterm business prospects. The team has made, including the OPEC (OPEC) and the rise of the successful forecast the Soviet Union.
 
Recently, this prospect has helped Shell to establish the environmental protection strategy. We visited the team’s leader  Resander and other senior managers. Headquartered in The Hague,
Netherlands lunch, they explained the prospect of how to help them design better business strategy.
 
Responsible for health, safety and environmental protection, Vice President  Baptist (Lex Hoist), said: "First of all should be clear, prospective analysis is not prediction, but about the sustainability of a possible picture of the future." Responsible for writing the annual Shell Report of Mark Weintraub
Added: "We ask ourselves, ‘2020, will have 20 of new cars to hydrogen fuelcell drive it?’ We do not know, but we can plan for such a prospect set of strategies, and ask yourself, ‘in this world, our program enough to sound?’ "
 
Will the whole world to the development of energy efficiency, requiring more renewable energy? If so, Shell

Advanced technology to produce the most highend Intel chip production, and he must be faster, cheaper, safer, more profitable way of production. But all the executives and Intel, as Paulson considerations must go beyond current operations. Intel’s survival lies in its construction of the next chip factory, the production capacity of nextgeneration chips. "22" plant will soon be behind the
Times, so Paulson must take into account Intel’s future production requirements. He knew, for a simple reason, he must let local communities, environmentalists and law enforcement agencies satisfied: they can be easily satisfied with Intel’s plant expansion to slow down or even stagnation, which will consume the company millions of dollars. There is no doubt that Paulson did not take
Into account when making decisions in the short, but focus on "strategic time."
 
"Strategy session" Just how long? It depends on trades and industries, there may be one, two, or even longer. The late 60s in the 20th century, Royal Dutch Shell Group executives began to think of ways to deal with more and more volatile oil market. They set

Traditional boundaries to limit their horizons, but search the entire value chain, looking for ways to improve earnings.
 
Time: strategy session
 
Current pilots will consider shortterm financial impact, but they make major policies which on the quarterly financial report should be ignored. Because they know that to maximize shareholder value and maximize quarterly profits are two different things. And they
Recognize that to some issues (including many environmental challenges) to make a reasonable analysis, takes a long time.
 
Companies often are longterm business decisions. Product R  D investment in the millions of money, even if the future return is uncertain. Return them to enter new markets is not clear, such as China and India, the expectations of rapid development of
Business. They invest in leadership training, developing a "reserve" have the future leaders of the reserves. Awareness of environmental advantages of corporate environmental strategies need to take the same longterm vision.
 
 (Rick Paulson) is a Phoenix, Arizona, near the value of billions of dollars of Intel’s chip manufacturing plant manager. As "22" plant manager, his responsibilities is the world’s most

Values of caring environment to make a choice, even if this choice may not cost in a short time.
 
Concerned about the forest (overall), rather than trees (local)
 
If  stick to the traditional jump in skill, he may never get the Olympic gold medal. However, Fusibuli first saw the big problems (over bar), and then turn reasoning, to find the
Best way to solve the problem. His focus on the whole, to find a strategic advantage. Current pilots will do the same thing. Indeed, many business books that have implemented the macro way of thinking, but the environmental point of view such thinking needs to go further to a new direction. After all, the nature covers a wide range.
 
The
Integration of environmental considerations into strategic thinking, the trend to control the direction in the three key focus from the big office. They also both the short and long term to consider the issue. Compared to other companies, they come from a broader perspective of calculating returns, and added more intangible costs and benefits into account. They did not let

The Road. Awareness of environmental advantages embedded in the enterprise, at every opportunity to play a role in nature. Here are a few basic principles can help you do this:
 
Trends from a macro perspective managing by the following questions:
 
(1) the time span of investment and decisionmaking
 
(2) the overall potential investment returns, including the difficult to measure intangible
Benefits
 
(3) for the entire production chain, the possibility of valueadded
 
Start from the top. We found a good use of any environmental advantages of the companies are committed to environmental protection from the top on thinking.
 
Use of "Apollo 13" principle  there is no "failure" of this option. In some of the top companies, the management set ambitious environmental
Objectives and seemingly impossible task, and refused to accept defeat.
 
Recognition of feelings are facts. Top companies in the know, nongovernmental organizations, employees, customers, business location and other stakeholders, environmental performance and reputation of the company feel more important than facts.
 
Do the right thing. Time and again we find that the trend of pilots is based on the core