Aviation Inspection and Maintenance System Research Paper

Flying Inspection and Maintenance System - Research Paper Example 996), since the start of the FAA guideline conspire, FAA support work force have been required to be certificated so as to perform different undertakings in holding airplanes under fix and airworthy. Besides, there are different mechanics that are allowed review approval by FAA to perform required assessments on all airplanes working in the national airspace (Eichenberger, 1996). Besides, government aeronautics guidelines have been set up to control upkeep and assessments and characterize working impediments for airplanes having various types of accreditations (FAA, 2008). The government flying guidelines give five guideline alternatives that ought to be adjusted by all the airplanes working in US airspace. These are the nonstop airworthiness review program, investigation program utilized via air taxi administrator, assessment program utilized via air travel club, a manufacturer’s examination program and some other assessment program created by the proprietor and affirmed by t he executive (King, 1986). As per Patankar and Taylor (2004), to decrease the aeronautics dangers, flying upkeep procedure ought to advance the commitment of individuals and data through specialized help. Be that as it may, Garland et al. (1999) demonstrate that human factors, for example, the individual contrasts of aeronautics reviewers affect the procedure of investigation and support of avionics offices and hardware. A few variables brought about event of this mishap. One of the key variables is the disappointment of an airport regulation framework to encourage the dispersal of key, accessible breeze data to the air traffic controllers and the pilots because of poor support. For this situation, both the pilot and the traffic controllers didn't know about the nearness and impact of the blasting breeze that was being competent at the air terminal. Unmistakably if the two knew they could have decided to postpone the flight or could have picked another runway and the

Californias Cultural Evolution Essay Example | Topics and Well Written Essays - 1250 words

Californias Cultural Evolution - Essay Example There are numerous written works romanticizing the wealth of its development yet the reality remains that these social gatherings were trackers and gatherers with some previously having some similarity to horticultural information. At the point when the Spaniards accompanied their blades and their cross, the bow and bolt using locals had to become 'edified' which represented adjusting and fitting their traditions and propensities as per European culture. The Native Americans who were vanquished before long became small scale Spaniards since they moved their convictions and customs to copy those of the colonizers and in particular, they exchanged their local tongue for Spanish words. Albeit numerous local gatherings which were disregarded continued their chasing and assembling direction, a large portion of the occupants of California have become horticulturally situated particularly with the foundation of Ranchos. These territories were where steers and sheep were raised. It was conceded by the Spanish and Mexican systems to support settlement. The residential creatures before long became significant fares, for example, dairy animals covers up and fat used to make candles and cleansers. In addition to the fact that they were influenced in language and method of resource, they additionally encountered the strict change that had become the sign of Spanish settlements. This was because of the California Missions which saw the development strict stations of significant orders of Christian religion, for example, the Dominicans and the Jesuits. These missions were additionally the road through which European domesticated animals, organic products, vegetables and industry entered the California locale. From their old arrangement of animistic convictions, which others in the past would call as agnostic, the Native Americans became Christian fundamentally on the grounds that they had no real option except to use to the interests of the colonizers who had predominant arms. The Gold Rush Mexicans disrupted the Spanish norm just to be supplanted by Americans during the Mexican-American War in 1846. American mastery prepared for the event of occasions which would profoundly change the general public of California. Two years after the American victory of California, gold was found at Sutter's Mill in the Sierra Nevada lower regions. The disclosure prompted an amazing occasion in California's history and is relevantly named as the Gold Rush. With the disclosure came a departure of diggers, traders and brokers into the district. It was assessed that in 1855, around 300,000 Forty-Niners or those wanting to get a bit of gold showed up in the district. California saw an abrupt ascent in settlements particularly along San Francisco Bay. The noteworthiness of the Gold Rush was that it changed the once in the past horticultural area to a mining and benefit arranged society however agribusiness was as yet a vital part. This had the impact of getting money to the district in this way supporting a blast in frameworks and improvements in lodging and training. The foreigners were in no way, shape or form ignorant and undeveloped. Actually, they were profoundly gifted and prepared in their calling. The settlers had information as teamsters, draymen, lighter men, riggers, stevedores, cooks,

Cisco Products and Specific Customer Groups

In August of 2001, only months after Cisco System detailed its first misfortune an open organization ($ 2. 7 billion), John Chambers, president and CEO, declared a significant rebuilding that would change Cisco from a decentralized activity composed around client gatherings to a unified one concentrated on innovations. This rebuilding not just gambled destabilizing the enormous, complex association during a financial downturn, yet more significantly, undermined Cisco’s capacity to remain client engaged, a sign of the company’s culture and accomplishment since its first item was made in 1986.In request to keep up correspondence and animate progressing joint effort among the recently free useful territories, Cisco presented coordination components that empower the organizations to remain client centered. Presentation John Chambers became president and CEO of Cisco Systems in 1995. Through the span of the following quite a long while, the choices he made and the progressio ns he executed tested conventional strategic approaches, and brought about mind blowing development for the organization. At the point when Chambers originally began, Cisco was creating yearly incomes of $2. 2 billion; only six years after the fact, the organization was producing yearly incomes of $22.3 billion.All of those outcomes, in any case, were compromised in the 2001 market downturn. Prior in the year, the touchy development in the deals of equipment supporting the Internet started to give genuine indications of easing back down, and Cisco Systems, similar to the remainder of the innovation business, was confronting the repercussions of the death of the Internet blast and the main monetary downturn in over 10 years. New businesses, which had delighted in the advantages of a light securities exchange, and media communications organizations started decreasing their overextended IT and system budgets.As an aftereffect of the falling interest, Cisco declared its first misfortune as an open organization ($2. 69 billion) in the financial quarter finished April 28, 2001 and cut 18% of its workforce. In August, Chambers reported a significant authoritative rebuilding that would change Cisco from a decentralized activity concentrated on explicit client gatherings to a brought together one concentrated on advances. While perceiving that a unified, useful structure was important to stay away from item and asset redundancies, Chambers additionally understood that it gambled making the organization less client focused.At the hour of the declaration, Chambers affirmed that Cisco’s client driven culture would counterbalance this downside, yet he realized that increasingly should have been done to guarantee that an association as extensive as Cisco would remain client focusedâ€technology organizations basically couldn't stand to lose 1 sight of the client. Chambers knew then that he expected to actualize a formal, crossfunctional structure that would stay wi th the in contact with its clients. Chambers ended up considering an eager thought that, whenever executed, could change the two his organization and ordinary authoritative strategy.He attested that if Cisco actualized a crossfunctional arrangement of official level advisory groups, or committees, that cultivated a culture of cooperation and coordinated effort that the organization could scale past what any other person thought conceivable. The advantages were clearâ€the cross-practical committees would bring the pioneers of various capacities together to team up and center around the requirements and issues of explicit client gatherings. Cisco could appreciate the advantages of being a useful association while holding its client centricity. In any case, actualizing such a framework would be difficult.Many different organizations had recently fizzled at encouraging joint effort across capacities, particularly enormous associations, for example, Cisco. Chambers started asking hims elf inquiries. Would Cisco’s workers, a considerable lot of whom were acclimated with an order and-control framework, acknowledge a progressively community model? Would they be able to work in such a framework, even with preparing? Would a cross-useful framework work in such an enormous utilitarian association? Besides, if Cisco pushed ahead with this thought, what number of boards ought to be shaped? How enormous would it be a good idea for them to be? Who might sit on and seat them?Where would the dynamic force live? Lastly, how could a framework be actualized without making a lattice association that would block dynamic and produce struggle? These were terrifically significant inquiries, a large number of which for Chambers didn't yet have answers. They were additionally questions that would dishearten most officials from taking the risk. All things considered, Chambers comprehended Cisco’s workers and realized what they were prepared to do. He additionally realized that in the event that they could succeed, the organization would turn out to be much more grounded monetarily and organizationally.With 2002 drawing nearer, and the authoritative rebuilding previously being actualized now was an ideal opportunity to act. Market Transformation Despite the difficulties introduced by the 2001 market downturn, Cisco conquered the abrupt drop in item request. Truth be told, the organization turned out to be considerably more grounded after the downturn. Before the finish of July 2007, Cisco was creating more than $30 billion in income and utilizing 61,535 representatives around the world. Cisco’s all out income for FY 2007 ($34. 9 billion) was an expansion of roughly 23% over FY 2006 revenue’s of $28. 5 billion.Net Income was $7. 3 billion GAAP and $8.4 billion non-GAAP, while Earnings per Share was $1. 17 GAAP (increment of 31% year over year) and $1. 34 non-GAAP (increment of 22% year over year). Some portion of Cisco’s post-down turn strength and achievement was the aftereffect of a change in its market center and item contributions. Indications of this change were apparent in no time before the downturn, when Cisco put resources into its first far reaching publicizing effort, including TV and print, that posed the inquiry, â€Å"Are You Ready? † with the objective of raising customer familiarity with its systems administration gear business and its arrangements to interface Internet clients with its switches and switches.Because Cisco understood that it couldn't exclusively depend after existing interest, the organization started differentiating the items it offered and who it was offering those items to. By 2007, Cisco had effectively ventured into trend setting innovations, for example, bound together correspondences, remote neighborhood, home systems administration, application organizing administrations, arrange security, stockpiling 2 zone systems administration, and video frameworks. These cut ting edge innovations brought about the development of Cisco’s endeavor (huge business) and specialist co-op segments.For occurrence, by 2007, in excess of 8 million bound together IP telephones had been introduced around the world (Cisco was the piece of the pie head in the venture voice commercial center); Cisco’s Catalyst 6500, a highperformance measured switch that combines server farm, grounds, and wide-territory organize in a solitary framework, outperformed $20 billion in deals; and Cisco’s undertaking client introduced base as of late outperformed the 3 million remote passages achievement. 3 Cisco was likewise ready to effectively coordinate the previously mentioned trend setting innovations with its center directing and exchanging advances in items, for example, its Integrated Services Routers.Additionally, Cisco reported in June 2007 that it had delivered 900 of its Carrier Routing System (CRS-1), which gave nonstop framework activity to media communic ations specialist co-ops and research associations, since its presentation in 2004. Cisco asserted that clients comprehended the administration, absolute expense of possession, adaptability, and speculation insurance focal points they would get when they introduced a Cisco item, which was intended to permit clients to effectively and cost-successfully include marketleading voice, information, security, remote, and different capacities to their current Cisco networks.This methodology separated Cisco from a large number of its rivals, which are generally present in just a couple of item classes or client portions, and regularly don't coordinate their items from an engineering viewpoint. In a phone call examining Q4 and FY 2007 money related outcomes, Chambers remarked on the significance of this parity and incorporation: â€Å"We accept that there are various variables that are one of a kind to Cisco’s capacity to grow.First is our interesting parity across more than two dozen item zones, four client fragments, and across major created and developing countries†¦From an item point of view, we approach the market with a start to finish design where the items are first freely then firmly coordinated together, instead of concentrating on singular switches, switches, security, remote, stockpiling, bound together interchanges, or other independent items. Notwithstanding differentiating its item and administration contributions, Cisco changed its market center by finding new development openings in creating economies.Because Chambers realized these open doors would not get the consideration they required from standard geographic deals inclusion, he made another deals â€Å"theater† called Emerging Markets, which included 138 nations around the globe, paying little heed to area. Rather than each performance center having a few developing markets in their portfolio saw as low needs, all the developing markets were brought together into one auditorium with similar assets and desires for different theaters. While a few deals pioneers worked all through the developing markets, one deals senior VP (SVP) was at last liable for every theater.Members of the Emerging Markets deals group met with government and business pioneers in different nations to talk about â€Å"how Cisco could enable their nations to build up a more grounded economy through Internet access to training, human services, and business opportunities†. These and different endeavors all through the venue paid offâ€growth for FY 2007 in Cisco’s Emerging Markets theater was 40%, the most elevated development pace of every one of the five theaters (e. g. North America; Eur

Persuasive Essay Topics For Fifth Graders

Persuasive Essay Topics For Fifth GradersGood writing skills can make or break your persuasive essay topics for fifth graders. This is a very important age group in terms of tests, career choices, and other life decisions. With so many obstacles to the future, you should make your writing abilities shine through.Writing is an important learning time in the education of young minds. Think of it as teaching a student how to be successful in the world. So, to make your writing skills more impressive, choose a topic that will hold their attention. Keep in mind the way your students learn and apply what they learn in their own lives.It's always difficult for 5th graders to decide what topics are meaningful. One of the reasons is because they will be reading from works of fiction and fairy tales. That is why most of them will focus on a few of these topics, such as business, politics, or sports.The main goal of your article or essay is to make your essay interesting and add an element of y our personality. In other words, you want to use the persuasive essay topics to help your students learn how to make and choose their own decisions. Persuasive topics give you the opportunity to show them the importance of the topic.Writing an informative and interesting article topic will not only show them the value of the topic, but also shows them how to determine if it is a worthwhile topic. Because of this, you want to choose a topic that they find exciting. In other words, you want to use the persuasive essay topics to show them that they should be excited about the topic.When writing an interesting article for fifth graders, try to keep it short and simple. Try to stick to the subject, writing something like 'Soccer brings families together'. These are short and simple sentences that will easily appeal to fifth graders.A great way to use these essays is to give your fifth graders some extra educational material. When giving them a resource, try to find a topic that will appe al to them and ask them to read it.

The Effect Of Artificial Intelligence On The Medical Industry

Influence of Artificial Intelligence in the Medical Industry Artificial intelligence is defined as the development of computer systems to perform tasks that normally require human intelligence. In the scientific industry, artificial intelligence is used to assist surgeons in surgery, called robotic surgery and is most likely to become the most dominant form of surgery. Robot assisted surgery has been prevalent for about ten years now, and is becoming popular in many industries. From an aeronautical point of view, NASA is implementing robotic surgery for astronauts in space, in case of emergencies. From a military standpoint, the Pentagon is investing their time in a project to create surgical robots to perform medical operations on soldiers on the battlefield. To enhance the medical industry, Google and Johnson and Johnson teamed up to develop surgical robots that use artificial intelligence. This could potentially change the way hospitals function in the future. In reference to artificial intelligence influencing surgery, these include, but a re not limited to an improvement in dexterity, surgeon related benefits, and patient related benefits. These specific areas have been scientifically researched and proven to be affected by artificial intelligence through extensive studies, experiments, and evidence. Overall, artificial intelligence in terms of robotic surgery has its pros and cons, but all in all, robotic surgery has shown to have a positive effect in the medicalShow MoreRelatedArtificial Intelligence : Robotic Surgery1202 Words   |  5 PagesArtificial intelligence is defined as the development of computer systems to perform tasks that normally require human intelligence. In the scientific industry, artificial intelligence is used to assist surgeons in surgery, referred to as robotic surgery, and is most likely to become the most dominant form of surgery. 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Thomas Hobbes, John Locke and Samuel Rutherford - 1678 Words

In 1642 England was starting to seek for changes in the way their government was set up. John Locke and Samuel Rutherford were the leaders of this change, calling for the removal of an absolute monarch. Their works would be opposed by the ideas of Thomas Hobbes, during this eighteen-year civil war in England. The ideas represented in this period would heavily influence the way England’s government would be set up in the eighteenth century. In 1644 Bishop Ross, also known as John Maxwell, published Sacro-Sancta Regum Majestas.The article’s ideas centered on Calvinist resistance theory and the political theory of Spanish neo-scholastics. In response Samuel Rutherford came out with his publication, Lex Rex, which translates to â€Å"Law is King†.†¦show more content†¦Thomas Hobbes was the young contemporary of Jean Bodin, though he had contrasting views than him. He was in support of absolute monarchy as he heavily thought that a king was absolutely necessary to protect the subjects of his land. He, like Locke and Rutherford, wrote many great pieces during his life. The two that relate are Elements of Law Natural and Political and Leviathan, his most major piece. Hobbes’ Elements of Law Natural and Political was a direct product of the intellectual and political conflict going on during the seventeenth century. During the time it was written, Parliament was fighting for power against King Cha rles I. In this writing he claims that society could only function if it is submitted to the governance of an absolute sovereign. His work was accepted with hostility causing him to flee to Paris where he would use this work as the basis to Leviathan. After the execution of Charles I, Hobbes started writing Leviathan. It is composed into four books; â€Å"Of Man†, â€Å"Of Common-wealth†, â€Å"Of a Christian Common-wealth† and â€Å"Of the Kingdome of Darkness†. No differently than Elements of Law Natural and Political, his work was received with hostility as it offended both Loyalists and Parliamentarians. Even the exiled Prince Charles, who Hobbes had tutored, refused to read the document after seeing how the general public reacted to it. The method in Leviathan is modeled after a geometric proof, founded up principles of; each step

Iliad Essay Example For Students

Iliad Essay Role of Greek Gods In the IlliadWith our view of God, it can sometimes be difficult to comprehendthe actions and thinking of the Greek deities. The Christian God doesnot tend to take such an active role in the affairs of people’s lives,where, on the other hand, the Greeks regarded direct involvement bythe gods as a daily, uncontrollable part of life. Needless to say,divine intervention was a major variable in the equation of Homer’sIliad. The gods picked who they would favour for different reasons. Except Zeus: As the symbol of supreme authority and justice, he makesjudgement calls as to the other gods’ involvement in the war, remainsimpartial, and doesn’t seem to get caught up in picking favourites. Even when his own son, Sarpedon, was about to die, Zeus chose to letthe outcome go unaltered. On the other hand, Zeus’s wife, Hera, displayed the more typicalactions of a god. After Paris, a Trojan, judged Aphrodite the fairestover Hera, and, after her daughter Hebe was replaced as cupbearer tothe gods by a young Trojan boy, she was quite resentful towards Troyand its people. Obviously she sided with the Greeks and would stop atno length to express her will. Scheming and manipulating she evendared to trick her husband, King of the Gods. Hera, along with Athena,who was also passed over by Paris, is seen as the chief divine aid tothe Greeks. Being the god of the sea, Poseidon was another strong supporterof the ocean-faring Greeks. Whenever Zeus turned his back Poseidontried to help the Greeks in the fight. Poseidon felt that he wassomewhat Zeus’s equal as his brother, but recognizing Zeus’s authorityand experience, he looked to Zeus as an elder. There were also Gods who favoured the Trojan side of theconflict. Both Apollo and Artemis, twin brother and sister, gave aidto the city of Troy. Although Artemis takes a rather minor role,Apollo, perhaps angered by Agamemmnon’s refusal to ransom Khryseis,the daughter of one of his priests and was constantly changing thecourse of the war in favour of the Trojans. Responsible for sendingplague to the Greeks, Apollo was the first god to make an appearancein the Iliad. Also, mainly because Apollo and Artemis were on theTrojan side, their mother, Leto, also helped the Trojans. Aphrodite, obviously supporting Paris’s judgement, sided with theTrojans. Although she was insignificant on the battlefield, Aphroditewas successful in convincing Ares, her lover and the god of war, tohelp the Trojans. One view of the gods’ seemingly constant intervention in the warwas that they were just setting fate back on the right course. Forinstance, when Patroklos was killed outside of Troy, Apollo felt noguilt for his doings. It had already been decided that Patroklos wouldnot take Troy, he should never have disobeyed Achilles in the firstplace. As a god, he was just setting fate on a straight line. Achilleslaid blame on Hektor and the Trojans. He did not even consideraccusing Apollo, who never came into question, although he wasprimarily responsible for the kill. Apollo’s part in the matter wasmerely accepted as a natural disaster or illness would be today. This general acceptance of a god’s will is a recurring trendthroughout the poem. A prime example of this trend is in book XXIV. Achilles, angry over the death of Patroklos brutally disgracedHektor’s body. Tethering Hektor’s corpse through the ankles, Achillesdragged him around Patroklos’s tomb every day for twelve days. .uc80833be0833cf94a1b08e2d6598143a , .uc80833be0833cf94a1b08e2d6598143a .postImageUrl , .uc80833be0833cf94a1b08e2d6598143a .centered-text-area { min-height: 80px; position: relative; } .uc80833be0833cf94a1b08e2d6598143a , .uc80833be0833cf94a1b08e2d6598143a:hover , .uc80833be0833cf94a1b08e2d6598143a:visited , .uc80833be0833cf94a1b08e2d6598143a:active { border:0!important; } .uc80833be0833cf94a1b08e2d6598143a .clearfix:after { content: ""; display: table; clear: both; } .uc80833be0833cf94a1b08e2d6598143a { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .uc80833be0833cf94a1b08e2d6598143a:active , .uc80833be0833cf94a1b08e2d6598143a:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .uc80833be0833cf94a1b08e2d6598143a .centered-text-area { width: 100%; position: relative ; } .uc80833be0833cf94a1b08e2d6598143a .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .uc80833be0833cf94a1b08e2d6598143a .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .uc80833be0833cf94a1b08e2d6598143a .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .uc80833be0833cf94a1b08e2d6598143a:hover .ctaButton { background-color: #34495E!important; } .uc80833be0833cf94a1b08e2d6598143a .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .uc80833be0833cf94a1b08e2d6598143a .uc80833be0833cf94a1b08e2d6598143a-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .uc80833be0833cf94a1b08e2d6598143a:after { content: ""; display: block; clear: both; } READ: Antigone: A Tragic Hero EssayThis barbaric treatment was uncalled for and displeased the godsgreatly. Achilles mother, Thetis, was sent by Zeus to tell him toransom the body back to the Trojans. One may think Achilles would bepossessive of the body and attempt to put up a fuss as he did beforewith Agamemmnon in Book I. But, Achilles showed humility and respectfor the gods and immediately agreed to ransom the body to the Trojans,showing that all mortals, even god-like Achilles, were answerable tothe gods. This ideology would seem to give the gods a sort of unlimitedfreedom on earth, although, the gods could not always do as theypleased and eventually had to come before Zeus . Zeus acted as abalance of sorts throughout the Iliad. He had to keep the gods inorder and make sure that what fate decreed would happen. For example,after Achilles re-enters the battle Zeus declared that if Achilles wasallowed to go on slaughtering the Trojans with nothing to slow himdown, he would take Troy before fate said it would happen. Therefore,to counter Achilles massive retaliation against the Trojans, Zeusallowed the gods to go back to the battle field. In Zeus’s own interests, he preferred to deal with issues morepersonal to the individual heros of the Iliad. This can be seenthroughout the book as Zeus attempted to increase the honour ofcertain individuals. Zeus knew that Hektor was going to be killed byAchilles, and, feeling sorry for Hektor Zeus attempted to allow Hektorto die an honourable death. For instance, when Hektor strippedAchilles armour off Patroklos, Zeus helped Hektor â€Å"fill out† thearmour so he would not seem like less of a man then Achilles. Zeusalso gave his word to Thetis that Achilles would gain much gloryshowing his involvement on a personal level. Homer used the gods and their actions to establish twists on theplot of the war. It would not have been possible for him to write thestory without the divine interventions of the gods. Indeed, theyaffected every aspect the poem in some way, shape or form. Yet, fromthe immortal perspective of the Greek god, the Trojan war, andeverything related to it, was only a passing adventure in the greatexpanse of time.

MACBETH Essays - Characters In Macbeth, Social Philosophy, Sin

MACBETH Macbeth is presented as a mature man of definitely established character, successful in certain fields of activity and enjoying an enviable reputation. We must not conclude, there, that all his volitions and actions are predictable; Macbeth's character, like any other man's at a given moment, is what is being made out of potentialities plus environment, and no one, not even Macbeth himself, can know all his inordinate self-love whose actions are discovered to be-and no doubt have been for a long time- determined mainly by an inordinate desire for some temporal or mutable good. Macbeth is actuated in his conduct mainly by an inordinate desire for worldly honors; his delight lies primarily in buying golden opinions from all sorts of people. But we must not, therefore, deny him an entirely human complexity of motives. For example, his fighting in Duncan's service is magnificent and courageous, and his evident joy in it is traceable in art to the natural pleasure which accompanies the explosive expenditure of prodigious physical energy and the euphoria which follows. He also rejoices no doubt in the success which crowns his efforts in battle - and so on. He may even conceived of the proper motive which should energize back of his great deed: The service and the loyalty I owe, In doing it, pays itself. But while he destroys the king's enemies, such motives work but dimly at best and are obscured in his consciousness by more vigorous urges. In the main, as we have said, his nature violently demands rewards: he fights valiantly in order that he may be reported in such terms a "valour's minion" and "Bellona's bridegroom"' he values success because it brings spectacular fame and new titles and royal favor heaped upon him in public. Now so long as these mutable goods are at all commensurate with his inordinate desires - and such is the case, up until he covets the kingship - Macbeth remains an honorable gentleman. He is not a criminal; he has no criminal tendencies. But once permit his self-love to demand a satisfaction which cannot be honorably attained, and he is likely to grasp any dishonorable means to that end which may be safely employed. In other words, Macbeth has much of natural good in him unimpaired; environment has conspired with his nature to make him upright in all his dealings with those about him. But moral goodness in him is undeveloped and indeed still rudimentary, for his voluntary acts are scarcely brought into harmony with ultimate end. As he returns from victorious battle, puffed up with self-love which demands ever-increasing recognition of his greatness, the demonic forces of evil-symbolized by the Weird Sisters-suggest to his inordinate imagination the splendid prospect of attaining now the greatest mutable good he has ever desired. These demons in the guise of witches cannot read his inmost thoughts, but from observation of facial expression and other bodily manifestations they surmise with comparative accuracy what passions drive him and what dark desires await their fostering. Realizing that he wishes the kingdom, they prophesy that he shall be king. They cannot thus compel his will to evil; but they do arouse his passions and stir up a vehement and inordinate apprehension of the imagination, which so perverts the judgment of reason that it leads his will toward choosing means to the desired temporal good. Indeed his imagination and passions are so vivid under this evil impulse from without that "nothing is but what is not"; and his reason is so impeded that he judges, "These solicitings cannot be evil, cannot be good." Still, he is provided with so much natural good that he is able to control the apprehensions of his inordinate imagination and decides to take no step involving crime. His autonomous decision not to commit murder, however, is not in any sense based upon moral grounds. No doubt he normally shrinks from the unnaturalness of regicide; but he so far ignores ultimate ends that, if he could perform the deed and escape its consequences here upon this bank and shoal of time, he'ld jump the life to come. Without denying him still a complexity of motives - as kinsman and subject he may possibly experience some slight shade of unmixed loyalty to the King under his roof-we may even say that the consequences which he fears are not at all inward and spiritual, It is to be doubted whether he has ever so far considered the possible effects of crime and evil upon the human soul-his later discovery of horrible ravages produced by evil in his own spirit constitutes part of the tragedy. Hi is mainly concerned, as

Nike Business Strategy Essay Example

Nike Business Strategy Essay Example Nike Business Strategy Essay Nike Business Strategy Essay Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 1 of 29 M-Prize winner This story is one of ten winning entries in the Long-Term Capitalism Challenge, the third and final leg of the Harvard Business Review / McKinsey M Prize for Management Innovation. Story: Nike’s Gameplan for Growth that’s Good for All by Lorrie Vogel General Manager of Considered Design at Nike Inc. Co-Authored by Agata Ramallo Garcia October 17, 2012 at 1:29pm 18 36 0 Comments 2 Ratings: Overall 4 Innovative 4 Detail Summary Innovation is a cornerstone of the Nike brand. Our company was founded by two visionaries, Bill Bowerman and Phil Knight, who set out to reinvent athletic footwear. Over the past decade, our drive to design and produce better, faster, lighter products has evolved into an even more ambitious agenda – to embed long term sustainability into our business. This broader vision calls for new approaches to design, management, partnership and new tools and metrics to support integration and adoption throughout Nike. Many of Nike’s managementexchange. om/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 2 of 29 management innovations for sustainable growth started internally, with the Corporate Responsibility and Considered Design Teams. As internal efforts took hold, the focus expanded externally. Nike is now reinventing its supplier, industry and business re lationships. It is leading industry efforts for systemic change and pursuing an agenda of truly disruptive innovation. Nike Dare to Dream video: http://vimeo. com/11680452 Moonshot(s) Develop holistic performance measures Make direction-setting bottom-up and outside-in Retool management for an open world Context NIKE, Inc. based near Beaverton, Oregon, is the worlds leading designer, marketer and distributor of authentic athletic footwear, apparel, equipment and accessories for a wide variety of sports and fitness activities. Wholly-owned NIKE subsidiaries include Cole Haan, which designs, markets and distributes luxury shoes, handbags, accessories and coats; Converse Inc. , hich designs, markets and distributes athletic footwear, apparel and accessories; Hurley International LLC, which designs, markets and distributes action sports and youth lifestyle footwear, apparel and accessories; and Umbro International Limited, which designs, distributes and licenses athletic and casual footwear, apparel and equipment, primarily for global football (soccer). In 2011, NIKE Inc. earned $20. 9 billion in reve nues. NIKE Brand Footwear revenues in 2011 represented 55% of total NIKE, Inc revenues, followed by NIKE Brand apparel with 26%, and 5% for NIKE Brand equipment. Approximately 36% of NIKE, Inc. revenues were derived in North America, while the remainder are from across the globe. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 3 of 29 managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 4 of 29 After decades of phenomenal growth and becoming one of the world’s top brands (Interbrand 2010), Nike intentionally shifted its strategy to integrate sustainability as a vehicle for growth. We have come a long way, from our association with the discontent of globalization in the late1990s (and subsequently establishing one of the first corporate responsibility (CR) departments), to setting the bar in embedding sustainability into business practice. We no longer view sustainability as option. Rather it is a business imperative, an innovation opportunity and a potential competitive advantage. As CEO Mark Parker notes: â€Å"The age of abundance is over. The definition of business performance is expanding. Innovation is being redefined. Expectations are being redefined. At Nike, we believe the world must innovate faster for growth that is good for all. † Triggers Innovation is our core competency. Starting in 1964, Nike’s founders, Phil Knight and Bill Bowerman, looked for ways to improve upon the Onitsuka Tiger running shoes they were selling. They weren’t just distributors, they collaborated on design ideas. The legacy of innovation in search of better, lighter, faster product performance evolved and deepened over time. It drives every department, process and person in our company – from the product design process, through production, marketing and distribution. Phil and Bill had a vision that sparked and guided their innovation and approach. While the business has evolved and grown exponentially, that single-minded vision continues to feed innovative thinking, design and business practices today. In addition, several significant events in the 1990’s and early 2000’s prompted a shift in Nike’s vision and approach: the labor crises related to sourcing and manufacturing practices; and scenario planning, which surfaced potential vulnerabilities across the business. The company also went through a reorganization to align more closely to consumers. Within this change, the company moved to embed sustianbility across the company with finance and product teams taking a greater role in the process alongside our VP of CR. In the early 1990s, public reaction to labor practices in factories from which we sourced production triggered innovations in how we oversee and manage our supply chain. We took responsibility and developed stringent standards for our manufacturing partnerships the Code of Conduct (CoC). While the CoC became a significant priority for us and our business partners, it was clear that there still was more to be done to oversee and manage our supply chain. We formed the CR committee of the Board. We disclosed our factory locations. We took measures o share information about our expectations and our progress against strict operational guidelines. These moves signaled our seriousness about the issue and our desire to move quickly and find solutions. The action with the greatest impact has been transparency. It has enabled us to better comprehend the problems and shape more approriate solutions.. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/20 13 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 5 of 29 We also recognized that corporate responsibility had to be a part of Nike’s business. We consolidated CR functions under the the newly created VP of CR position, led by Maria Eitel, which brought together our labor and environment strategies. By 2001, we established Nike’s Board of Directors’ CR Committee, set long-term environmental goals, and jointly published worker survey findings with the Global Alliance. These two important management shifts – the installment of an internal governance model and formalization of CR Reporting put us in the position to proactively manage our whole sustainability agenda. Nike was embarking on a journey to understand the true power of transparency, collaboration and governance. In December 2004, Hannah Jones, became our second VP of CR reporting to Mark Parker, who was then co-president of the Nike brand. Mark Parker soon become CEO of NIKE, Inc. In assuming the CEO position, he brought a passion and commitment for sustainability. Concurrent with these management changes, we entered into an internal cultural shift, recognizing that we cannot solve these challenging issues alone. The commitment to transparent, operation-wide sustainability morphed into embedding sustainability as a future business driver for growth. In 2007, Nike conducted (along with SustainAbility, a consulting firm) a scenario planning on global trends such as water, health, and energy, alongside increasing worldwide concern about climate change. This was not just about our sustainability strategy – it was part of our business strategy. We became acutely aware of our dependence on oil for materials and fossil fuel energy. We were vulnerable, as many companies are, to escalating oil prices and looming carbon restrictions from anti-climate change regulation. The waste production, use of materials and water by contract manufacturers also posed major risks. All of these issues were deemed significant and highlighted the areas of our value chain and our business that had the most potential for innovation. It eventually led us to our long-term vision to build a sustainable business and create value for Nike and our stakeholders by decoupling profitable growth from constrained resources. The labor crises, the management shifts and the scenario planning exercise were all pivotal moments. Collectively, they triggered a commitment to drive sustainability into every aspect of Nike’s business. We have a new vision; we’ve redefined goals as in Nike terms, there is no finish line. It requires innovation in our design process, our production, our sourcing, our tools and metrics, and our whole team structure. Fortunately, innovation is in our cultural DNA and provides a strong foundation. Even so, embedding sustainability thinking in our strategy and then educating every person and evolving the process in the company is a challenge that takes time, continual reassessment, and unerring commitment. Early on, we missed some signals and now we have much stronger tools, teams and a culture that is structured to make progress against our bold sustainability goals. It is clear to us that our long -term potential, and the long-term potential of virtually every other major company in the world, will be severely pressured by [these] external factors, Parker contends. Key Innovations Timeline Innovation is at the very heart of our culture at Nike. One of the cornerstones of innovation is a willingness and desire to learn. And, while we have learned much from our past and others have learned much from our experience, we believe the next era in the evolution from an industrial economy toward a sustainable economy will teach greater lessons than learned before. This evolution requires us to innovate faster, more radically, more disruptively inside of Nike and throughout out our whole ecosystem. It is a top to bottom, bottom to top, inside out and outside in innovation. In 2008, we produced a video for our design team. ‘Considered Design’ lays out a vision for the products we strive to produce. On screen, you see a close up of a runner’s shoes, pacing through puddles and mud. It evolves into a poetic series of athletes in action. Considered Design video: youtube. com/watch? v=1WuyE_x8Vs8 managementexchange. om/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 6 of 29 The accompanying voiceover: â€Å"This is not a shoe, it is an ethos, a shoe reborn as a tennis court, or basketball or †¦ a better shoe†¦Why do [products] have a shelf life? What if there was a closed loop cycle? †¦A sho e can’t change the world, but an ethos can. † The video was intended to inspire. It also set forth a mandate and a vision. How could Nike design products that have no shelf life? How can we reuse and reinvent products? How could we work towards a closed loop vision? This vision was the first important step in driving a new era of innovation. Our CEO Mark Parker has a vision to embed sustainability as an ethos, as a a catalyst of innovation to deliver product and services that deliver superior athletic performance and lower enviromental impact and ultimately drive profitable and sustainable growth for the company â€Å"It’s not about a few people making sustainable products,† says Nike Considered GM, Lorrie Vogel. It’s about making sure that every person in the system adopts a different world view, sense of purpose and approach to their job. † In order to embed sustainability and make it central to our ethos, we have made significant organizational changes, developed new tools and performance metrics, and redefined our relationship with suppliers and industry peers. We started with a focus on our own internal capabilities, knowledge and practices our internal innovation phase. Over time, we have expanded our focus to include suppliers and industry peers our external innovation phase. Internal Innovation Phase – Corporate Responsibility and The Considered Group In 2004, Nike’s various sustainability initiatives (including environmental responsibility) had not really worked their way into daily business decisions. CR was perceived as a risk management function not a valuable market opportunity. It was isolated from Nike’s business units as an add-on or layer to the business strategy and not as a core driver. The good news was that business unit managers spoke aspirationally about the potential of effective CR. Our team set the conceptual metric of return on investment squared or â€Å"ROI2† as CR’s new strategic compass, emphasizing that business decisions included both financial and corporate responsibility returns – people, planet and profit. If CR delivered ROI2, it was helping the business succeed and improve its social and environmental footprint. We took a strategic approach to CR that emphasized value creation, collaboration with business units and proactive strategic planning. â€Å"We wanted to show how we could help them deliver returns on investment to our shareholders. The end goal for us had to be that businesses institutionalize CR into the DNA of the company so that CR is a living, breathing approach to how one does business. By organizing CR around ROI2, we hoped it would evolve from being seen as a cost to being an intrinsic part of a healthy business model, complete with profitability and sustainable growth. ROI2 is Nike’s measure of creating an exponential return from integrating corporate responsibility into our business. Take waste, for example. In FY05-06 we carefully documented and measured the amount of waste generated across our entire supply chain. In one year, the cost of waste across footwear alone was estimated at $844 million. Everyone is involved in initiatives to reduce our waste across the supply chain: from designers to chief financial officer to business partners. Less waste is better for margins and better for the environment. By using design to reduce our waste, we’re tapping one of our greatest resources innovation – and fueling other insights and successes. This provided the backdrop to our evolution and to the targets we set over the course of the next five years. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2 %80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 7 of 29 â€Å"Under our CEO’s guidance and influence, the team began exploring where best to start integrating this strategy into Nike’s ecosystem. We focused on our product creation process and honed in on product design as a key intervention point. Due to its position at the beginning of the supply chain, the design function offered great opportunity to design out environmental issues. We wanted to help Nike â€Å"design the future as opposed to retrofit the past. † According to one of my colleagues the choice to work with designers was natural: â€Å"The designer’s job is to design the future. It’s natural that they would be huge champions of sustainability and they thrive on daunting, new problems. Also, because design is situated at the beginning of the supply chain, the design function is an opportune intervention point. In late 2005, the Considered Design ethos was formally embedded within our business strategy, with a focus on high-performing, aesthetically pleasing greener products. The Considered Group is a think tank, tool box, internal consultancy, competitive catalyst, and an antenna to the outside world. It serves as the hub of the Considered design ethos – consider the choices, consider the impacts. Their mandate is to provide inspiration, education, and the tools to drive sustainability best practices deep into Nike’s product creation units and processes. The team’s objectives include helping Nike assess the entire product lifecycle. The whole structure of Considered Design is thoughtfully designed to cultivate innovation. Instead of commanding and controlling how the business units implement sustainability, the team places responsibility for sustainability in the hands of designers. The team is a centralized hub with reach into key Nike functions. The hub’s spokes are product creation units, to which Considered disseminates knowledge, tools, and support. The team has both environmental and product creation expertise and collaborates closely with the related product engines. Considered’s GM, Lorrie Vogel, explained the organizing philosophy: â€Å"If you don’t know how to translate environmental knowledge into products and processes, you’ll always be outside of the product creation engine. † The Considered team was surprised by how difficult it was to create usable metrics for the product teams. They developed a holistic, predictive way to score products at different intervals throughout the development process. After 18 months of extensive work on developing the right metrics for the tools, the Considered Index was introduced in September 2007. The Index provided predictive metrics that would work uniformly across Nike’s varied footwear line. It evaluated a product’s bill of materials (BOM), a roster of all materials specifications for a shoe’s components, using Nike’s Materials Assessment Tool, an abbreviated life cycle analysis for raw materials. The Index scored environmentally preferred materials (EPMs) on multiple criteria including toxic hazard, energy and water usage, recycled content, recyclability, and other supply chain responsibility issues. As a learning and motivation tool for Nike’s product teams, the Index included a â€Å"Change Agent† category. Teams could win points for up to three new significant footprint-reducing product or process ideas. Lesser awards were also given to teams that adopted other teams’ recent innovations. The Index was carefully calibrated to reward only those products that performed above Nike’s historical averages, with Bronze representing baseline sustainability and Silver and Gold both qualifying as â€Å"Considered†; the distinction was purely internal. The Considered team planned to toughen the Index’s scoring over time. As one manager noted, â€Å"The intention is that we just keep raising the bar. As we do, business units will have to improve. † The Considered team trained product teams how to use the Index. It built a network of Considered â€Å"super-users† who served as internal category experts on Considered questions and provided feedback to the Considered team. Through super-users, Considered would provide updates on noteworthy examples of inspirational implementation and innovation. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 8 of 29 The Index ran on an intranet calculator. Product teams could self-score their products in a minute by entering their product’s BOM number and clicking checkboxes for design and process options. While teams scored their product at the end of the development process to receive an official Considered rating, many product teams used the Index at interim product gates. The very fact that the information and scoring was public was motivating. It cultivated peer competition and energized the pace of adoption and innovation. From the beginning, the team had visible CEO level support. As Vogel explained, â€Å"CEO Mark Parker believes that sustainability is the future of Nike. He also wanted to see the scores up on the wall so that we could really track and learn from the process. † Since Nike began setting targets years ago, we have learned the greatest opportunity to drive change is in the areas where we have the most impact. Materials create Nike’s greatest environmental impact. Nike also controls the design and became the area of focus to roll out the Considered Design ethos in 2009. This same methodology and rigor has been applied to design sustainability into the way we source and manufacture our products. Nike’s effort to drive further innovation throughout the company and integrate sustainability into the very core of our efforts is multifaceted. We have scripted a new vision. We changed the organizational structure and introduced a whole new department. We provided training and leveraged technology. And, we encouraged healthy competition and celebrated successes. Even the best strategy comes to nothing without the commitment, people and processes to make it happen. Continuing to integrate sustainability into our business, rather than layering it on top of how NIKE, Inc. nd our brands currently operate, will increase and accelerate progress, drive scale and the proliferation of sustainable innovation, and enable broad employee engagement. At Nike, dedication to and accountability for sustainability begins at the top. In 2001, we formed a Corporate Responsibility (CR) Committee as part of our Board of Directors committee structure. The CR Committee has oversight of environmenta l impact and sustainability issues, labor practices and corporate responsibility issues in major business decisions. In FY06, we created a management framework to ensure executive accountability for corporate responsibility across the company. The Vice President for Sustainable Business Innovation (SBI) reports directly to President and CEO Mark Parker, and co-manages dedicated teams with business and functional executives to develop and review policies with Board oversight, approve investments and evaluate and refine our approach and direction. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 9 of 29 managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 10 of 29 The SBI team acts as a catalyst for sustainability companywide. Made up of about 130 people, the team leads sustainability strategy development; provides content expertise and consulting to teams companywide; collaborates with sustainability specialists in other parts of the organization; drives ustainability integration; leads engagement with stakeholders; works to mitigate risk and facilitate compliance; and reports on our progress to scale the impact of sustainable innovation beyond Nike. Our new executive-level Committee for Sustainable Innovation also steers our efforts specific to innovation. In 2011, we launched an executive-level Committee for Sustainable Innovation. Th is group is chaired by our CEO and oversees our innovation pipeline and portfolio. It helps to fully capitalize on opportunities by accelerating adoption and bringing these activities to scale. Ultimately, the greatest measure of our success can be found in the finer detail of Nike’s culture. The very vocabulary of Nike designers has changed. We now hear team members say ‘ that’s an inconsiderate design’ in commenting on a product that does not meet the new criteria. External Innovation Phase – Materials Sustainability Index, GreenXchange, Sustainable Apparel Coalition As Nike advanced through a company-wide adoption of the Considered ethos, it became clear that for true, holistic change, we needed to focus beyond our own internal operations. To drive adoption and scale at an industry level, to ultimately change the marketplace for the better, Nike recognized the potential benefit in sharing knowledge, information and tools with suppliers, peers and other stakeholders. Four key initiatives show what we are doing to cultivate innovation outside the business: the Nike Material Sustainability Index (MSI), the GreenXchange, the Sustainable Apparel Coalition, and the DyeCoo waterless dying strategic partnership. Nike Material Sustainability Index (MSI) managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 1/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 11 of 29 The materials in just our NIKE Brand footwear and apparel products come from 900 different material vendors (i. e. , supplier companies). We do not source directly with these vendors; they are independent companies that sell materials to our contract finished-goods manufacturers based on our design specifications. To drive sustainability improvements in materials, we focus on the part of the value chain over which we have the most control: product design. Decisions made in the product design phase determine the majority of a product’s environmental impacts. Nike teams design products with very detailed material specifications, and by providing those teams with the information they need to choose better materials from better vendors, we can improve the sustainability of our products. We are now working to take the Considered Indexes to the next level. We have been on a multi-year journey to refine the footwear and apparel Considered Indexes based on feedback from product creation teams. In addition, we have significantly upgraded the materials rating tool embedded in the Indexes and are calling the new tool the Nike Materials Sustainability Index (Nike MSI). The Nike MSI is embedded in the Indexes that our designers and developers use to assess potential products, and it plays a pivotal role in product design. One major improvement in the Nike MSI is that it rates material vendors in addition to materials themselves, providing strong incentives for the vendors to become more environmentally sustainable. We score material vendors on criteria such as whether they are complying with the Restricted Substance List (RSL) testing requirements and the Nike Water Program requirements; if they take part in materials certification processes, such as the Global Recycle Standard; and whether they have ISO 14001 certification or operate out of certified â€Å"green† buildings. Rating higher on these types of criteria will increase a vendor’s overall Nike MSI score. The Nike MSI does more than rate our material vendors, however. It also scores materials according to (among other things) the chemicals required to make or process them. These scores enable our Nike product-creation teams to make more sustainable, less-toxic choices during product design. It also assigns sustainability scores to materials based on multiple criteria, including how much water is required to produce them and the water stewardship of vendors that process them. The Nike MSI creates a strong incentive for material vendors to enroll in the Nike Water Program and reduce their water-related impacts by recycling process water or implementing innovative low- or no-water coloring processes – as these activities help to increase their MSI scores. Water-efficient materials from water-efficient vendors receive more points on the MSI, and, therefore, stand a better chance of being selected by our product creation teams than other similar materials. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 12 of 29 managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 13 of 29 managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 14 of 29 Materials are a substantial cost, so identifying long-term access to affordable materials that meet our environmental standards is key to our ongoing success and our ability to decouple materials from scarce resources. GreenXchange Over the past ten years of working on sustainability, we have come to understand the value of collaboration and shared knowledge. Without it, companies replicate efforts, reinvent wheels and often only make incremental progress. Nike worked with the collaboration nonprofit, Creative Commons which also believe in the power of open innovation. Nike and Creative Commons share a vision of creating a digital platform that promotes the creation, sharing and adoption of technologies that can potentially solve important global or industry-wide challenges. GreenXchange, a web-based marketplace we founded with several other companies, was born in conversation leading up to the World Economic Forum in Davos in 2009, and launched in 2010. By using a set of standardized, free, legal tools, patent owners can make portions of their intellectual property portfolio available under a set of terms between the current choices of all rights reserved and no rights reserved. With GreenXchange patent licensing tools, patent owners open up a wide swath of technologies for research, development and innovative commercial uses. Patent users receive the rights they need to innovate, and patent owners receive credit for their works as well as the option to receive annual licensing payments. GreenXchange builds on a culture to create common spaces for innovative reuse, as well as standardization efforts for biological materials and scientific data. It also bridges some key gaps in the way that green technologies are developed and utilized. Many active RD companies create green technologies that are not core to their business: they may represent good practices shareable across a large set of companies sometimes even including competitors but lack the business infrastructure to make those patents available for wider use. GreenXchange was our first foray into open innovation with other businesses, set up to allow organizations to collaborate and share intellectual property. We have gained significant insights from this collaboration which continue to inform our strategy to bring sustainability innovations to scale. The very concept of GreenXchange is a management innovation. Instead of taking a proprietary, short term approach to developing and controlling important information and sources, we have done the opposite. Nike continues to urge its peers to collaborate, and is leading the way through its own commitments. Sustainable Apparel Coalition Complementing our work to improve factory conditions, Nike is exploring ways to evaluate and communicate the environmental and social performance of individual products. We are doing this in cooperation with the Sustainable Apparel Coalition (SAC), a group of which we were founding partners. The SAC is an industry-wide group of leading apparel and footwear brands, retailers, manufacturers, NGOs, academic experts and the U. S. Environmental Protection Agency, working to reduce the environmental and social impacts of apparel and footwear products around the world. ttp://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 15 of 29 The SAC believes a common approach for measuring and evaluating sustainability performance is essential for driving a â€Å"race to the top† in the apparel supply chain. Apparel retailers and brands can compare the performance of products and upstream supply-chain partners, and those partners will have a single standard for measuring and reporting performance to their downstream customers. Eventually, this approach can provide a foundation for reporting to consumers on the environmental and social footprint of the products they purchase. Through multi-stakeholder engagement, the Coalition seeks to lead the industry toward a shared vision of sustainability built upon a common approach for measuring and evaluating apparel and footwear product sustainability performance that will spotlight priorities for action and opportunities for technological innovation. The Sustainable Apparel Coalition’s vision and purpose are based on a set of hared beliefs: The environmental and social challenges around the global apparel supply system affect the entire industry. These challenges reflect systemic issues which no individual company can solve on their own. Pre-competitive collaboration can accelerate improvement in environmental and social performance for the industry as a whole and reduce cost for individual companies. This collaboration enables individual companies to f ocus more resources on product and process innovation. Credible, practical, and universal standards and tools for defining and measuring environmental and social performance support the individual interests of all stakeholders. DyeCoo waterless dying strategic partnership Nike recently entered into a strategic partnership with DyeCoo Textile Systems B. V. , a Netherlands-based company that has developed and built the first commercially available waterless textile dyeing machines. By using recycled carbon dioxide, DyeCoo’s technology eliminates the use of water in the textile dyeing process. With no water consumption or auxiliary chemical use, a reduction in energy use, elimination of drying and improving the process, the technology can enhance the quality of the dyed fabric and potentially revolutionize textile manufacturing. Our VP of Merchandising and Product, Eric Sprunk further explains, Waterless dyeing is a significant step in our journey to serve both the athlete and the planet, and this partnership reinforces Nike’s long-term strategy and deep commitment to innovation and sustainability. We believe this technology has the potential to revolutionize textile manufacturing, and we want to collaborate with progressive dye houses, textile manufacturers and consumer apparel brands to scale this technology and push it throughout the industry. Postlude In earlier years, we were about innovating solely to deliver optimal performance to our athletes, and strong financial returns to our stakeholders. We also had to react to risks and constraints in our ecosystem. Organizationally, the initial charge resided with the Vice President of the Corporate Responsibility Group. Over time, we made further changes to support, iterate and integrate the leadership vision thoughout the company. It meant an evolution in our approach. Now, our long-term vision is to deliver growth that is good for all – our athletes, our consumers, our investors, our suppliers, our partners, and the world in which we operate. We are using sustainability to redefine business performance and look to show the industry how we can embed sustainability into our approaches to product and manufacturing, and solve challenges in business and sustainability for the world. To enable adoption, our innovation strategy focuses on utilizing better processes, making better choices and bringing those choices to scale. We develop certain tools, such as the Considered Index, to drive our internal integration. We set targets that align to and support our strategy and have expanded our focus to our supply chain and industry peers. We work to optimize and improve our impact, and, at the same time, we innovate with a focus on changing the future. managementexchange. om/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 16 of 29 Timeline 1964 Blue Ribbon Sports founded by runners and revolutionaries Bill Bowerman and Phil Knight -as a distrbutor for the Onitsuka Tiger footwear brand (now ACIS) 1971 Swoosh logo designed for $35. The Nike swoosh the spirit of the winged goddess who inspired the most courageous and chivalrous warriors at the dawn o f civilization Year-end revenues reach $1million. 972 BRS founds Nike late 1970s Nike establishes headquarters in Beaverton, Oregon, expansion internationally. 1985 Sock Racer championed Bowerman’s minimalist values with a breathable four-way-stretch upper, instead of layers of fabric, reducing weight and using less materials. 1988 Launch of ‘Just Do It† campaign and the reputation for unique and inspiring ads. Revenues exceed $1. 2 billion managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2 %80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 17 of 29 990 Niketown stores launched; Labor practices questions 1992 Nike’s first Code of Conduct published to guide practices in contract factories 1993 Nike launched its Reuse-A-Shoe program, allowing consumers to drop off any brand of worn out athletic shoes. Nike grinded the shoes and used the recycled material and manufac turing scrap in new sports surfaces. Since its launch, Nike has recycled more than 25 million pairs of athletic shoes. 1995 Nike began the journey of phasing out volatile organic compounds (VOCs) or petroleum-derived solvents (PDS) from its footwear production, reducing the use of VOCs 90% in just over five years to 2001. Nike also started to manufacture its shoeboxes with 100% recycled cardboard. 1997 Nike committed to fully phasing out SF6, a global warming gas used in Air-Sole cushioning units. In 2006, Nike completed the phase out of all F-gases in Nike-branded footwear. Nike began to blend organic cotton into a range of t-shirts. 2000 Nike Woven started the conversation about using less adhesives and less waste while maintaining comfort, performance and breathability. The Standoff Singlet worn in Sydney was the first time Nike used 75% recycled polyester in a performance product. 001 CR Committee of Board established. Nike also established its first comprehensive list of restricted substances (RSL) to guide suppliers in the production of safe and legally compliant product. The RSLs were based on the most stringent worldwide legislation and also included substances that Nike had voluntarily decided to restrict. 2004 Hannah Jones assumes role as VP, Corporate Responsibility. That year, Nike also de veloped an environmentally preferred rubber that contained 96% fewer toxins by weight than the original formulations. Also, Nike’s first retail introduction of apparel, the Men’s Fitness recycled polyester track suit, was made from 100% recycled polyester in a range of men’s fitness jackets and pants. 2005 Considered Design was formed as an ethos of the company to create products that address environmental impact by reducing waste, increasing the use of environmentally preferred materials and eliminating toxics. Nike introduced the Considered Boot, using a single shoelace woven between the leather parts of the upper, minimizing adhesives and allowing for easier disassembly. 006 Mark Parker becomes CEO 2007 Considered Index introduced. Also, the Nike Long Ball Slip-On was a unique performance-based shoe constructed without the use of solvents to hold it together. 2008 Nike launched the AIR JORDAN XX3, incorporating sustainability without sacrificing performance. That same year, the Air Pegasus 25, one of Nike’s most iconic running shoes, was designed to maximize efficiency . 2010 GreenXchange launched and some of the world’s leading football (soccer) players wore the most environmentally friendly and technologically advanced jerseys on the pitch. ttp://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 18 of 29 Also, Nike’s EADT software application enabled designers to make the most sustainable choices right at the start of the product creation process, in real time. The tool was created based on Nike’s internal Considered Index, tested and utilized since 2006, and released to the industry to support transparency and collaboration. 2011 Sustainable Apparel Coalition launched. Also, using a new fabric that’s both thick and soft, the women’s Nike Legend Pant was made from recycled polyester, material made from recycled plastic water bottles. The Nike Legacy GS Boardshort brought performance and innovation to the next level for the competitive surfer, while also lowering environmental impact. 2012 Implementation of Nike Materials Sustainability Index began. And, NIKE, Inc. announced a strategic partnership with DyeCoo Textile Systems B. V. , developer and builder of the first commercially available waterless textile dyeing machine. The technology eliminates the use of water in the textile dyeing process. Challenges Solutions Challenges and Fixes Nike has faced a number of challeges in its efforts to integrate sustainability within product design and innovate a redefined future but it has led to us iterating, innovating and finding new ways to operate more efficiently, effectively and creatively: Uneven adoption of the Index and new vision. Even though corporate leadership held all categories accountable for achieving Considered targets, there was considerable variation in how quickly different groups have integrated the Considered Index and how well they operationalized the tool. Some businesses have faced greater challenges. Some businesses had a more entrenched resistance. Since then, Nike has integrated sustainability principles into its innovation processes, governance and portfolios to generate innovation that delivers products and services that combine performance, innovation and sustainability. Additionally, Nike has set a vision for what changes are needed in innovation, with its people and culture and in the way it works in two areas– in product and in manufacturing – that build on past achievements and on processes established to drive change. ttp://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 19 of 29 managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eX change Page 20 of 29 Perfromance risks in the adoption of new materials. There were a number of performance and aesthetic risks that Nike footwear faced in using EPMs such as synthetic leather. There was a potential performance risk, for example, that using recycled content could degrade physical properties like material durability, threatening Nike’s strict quality standards. One of the product creation directors in footwear described that with some EPM synthetic leather alternatives, the options weren’t very attractive: â€Å"Leathers look boardy and dry, and the textiles aren’t very interesting. † Today, rising input costs mean the need for innovation and technology has never been greater. Through innovative design, science, technology and process changes, our long term vision is to progressively design out waste, eliminate hazardous chemicals and non-renewable energy consumption. Innovation also allows us to design in new materials and new approaches to products. This vision has been built on years of assessing trends and materiality for Nike and the changes that are impacting our business, our value chain, our consumers and the world. In 2007, we undertook an assessment with SustainAbility some meta trends that have only become more relevant as we’ve shaped and defined our strategy. These meta trends highlight the areas of our value chain and our business that have the most potential for innovation. We use these filters in our work, our assessment of opportunity and the way we approach reporting. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 21 of 29 managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 22 of 29 ttp://www. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 23 of 29 managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for A ll | Management Innovation eXchange Page 24 of 29 Added complexity. In most cases, Considered made the design process more complex. While designers liked to iteratively find the right design, Considered required thinking about pattern efficiency much earlier in the process. It required more planning, often took longer, and it was often harder to find designs that both looked â€Å"cool† and were efficient. â€Å"On most product decisions, it’s not lower in cost, better in performance, and more sustainable,† explained one category product director. â€Å"If it was that easy, that’d be great! So usually on every component of a shoe, there are tough decisions to be made. † A designer within the Cleated category noted, â€Å"We try to make designs look cool first, then run it by other filters like cost and Considered. We design in response to a lot of constraints, like price and performance requirements, and goals like cool looks and feel. More constraints makes the process harder and, maybe, slower. † Different from then, sustainable innovation is now increasingly at the core of the business. To hedge against the complexity, we needed to focus on identifying disruptive solutions in order to manage environmental impact and business risk. So, what does this mean in terms of the sustainability of our products? The truth is, it’s a challenge to figure out how to measure that. Rather than working toward a certain percentage of, say, recycled content in a finished product, we have worked to improve our base materials, and we are now creating systems that allow us to better assess the impacts of the resulting products. That said, we do already have some ways to measure our success. For example, over the past five years we have achieved a 19 percent reduction in waste related to the production of footwear uppers. Considered Design contributed to that gain, along with manufacturing process optimization and other best practices. That’s the same as not producing 15 million pairs of shoe uppers over that time period. Our use of Environmentally Preferred Materials (EPMs) – ones that have lower environmental impacts throughout their lifecycles in terms of chemistry, water, energy use and waste – provides another strong indicator of our progress. We also learned that addressing symptoms doesn’t embed change so it focuses in on the earliest stages of the product life cycle. Time Given the extremely fast pace of product development in response to consumer trends and ongoing organizational change efforts, product creation employees didn’t have a lot of time for implementing Considered. We now recognize that ntegration is an imperative to address process changes so we redefined reporting structures, design and sourcing processes and created materials to help us better achieve superior products with lower environmental impact. Higher Costs The potential additional costs for developing greener footwear was another challenge facing Considered. Alongside the increasing cost of pe troleum, adding EPMs made Considered design potentially even more expensive. Large product category teams had some success negotiating price reductions based on volume, but smaller categories struggled to overcome margin pressures. Because Nike is a growth copany, sustainability, today, becomes increasingly important to our growth strategy. As we have learned over the years, sustainability is not just a strategy for growth, but a competitive advantage. Supply Chain Partners Some contract manufacturers have been highly responsive to category requests for help implementing Considered, but others, either because of their size, prior capital investments in less-efficient machinery, management focus, or lack of technical capacity, were not able to nimbly and successfully execute the Considered design requirements. Because we now know that early intervention is key, educating factories on why a stable, competitive, well compensated workforce makes good business sense. Nike focuses on training, incentivizing and holding contract manufacturers accountable to its Nike standards and continues to raise the bar with each iteration of the Indexes. Nike’s new rating system, managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 25 of 29 the Manufacturing Index, looks comprehensively at a contract manufacturer’s total performance and includes a deeper look at how a factory approaches sustainability. This Index elevates labor and environmental performance alongside traditional supply chain measures of quality, cost and on-time delivery. Consumers Considered faced several challenges with consumers. For one, many consumers were skeptical that a running shoe made from EPMs would in fact perform as well as a shoe that was not. For example, one focus group initially was very receptive to a Considered running shoe, but after being told it was unusually â€Å"green† started viewing it as a lower performance product. Today, Nike is meeting consumer demands through performance, innovation and sustainability which drive superior product. The Flyknit technology is a good example of where performance meets sustainability. Nike Flyknit, which uses precisely engineered yarn and fabric variations to create a featherweight, formfitting and virtually seamless upper. It’s a new way to knit the multiple pieces of a shoe upper out of what is essentially a single thread. It’s great for the athlete because it is lighter and offers a more custom fit. It’s good for the planet because it drastically reduces waste from the upper production process. And shareholders stand to benefit from the reduced cost of production and potential for increased margins over time as the the innovation grows to full scale. It’s a nascent technology that holds tremendous opportunity. Nike FlyKnit video: http://nikeinc. com/news/nike-flyknit Marketing Nike had not yet figured how to market performance, aesthetics and sustainability in one complete package. There was internal debate as to whether Considered should become its own brand within Nike, or simply a new dimension of the Nike brand. Ultimately, Nike decided that there would be no compromise to performance, no green line of products and that sustainability should not be a constraint but an innovation challenge for designers. Benefits Metrics We know where we’ve been, and we know where we want to go. And we know that there is substantial work ahead. We continue to set the bar higher for ourselves and our business. We have evaluated our business model and our impacts across our value chain, have assessed the coming scenarios and challenges, taken account of our progress against past performance, and worked across our business to set targets embedded deeply into the way we operate. Many of the sustainability issues we seek to solve are still ndergoing innovation. Others are firmly in place and moving forward with needed changes. We deliver on our vision in two ways: Make today better by taking account of our impacts, driving efficiency and optimization Design the future by unleashing innovation, embedding sustainability into our approaches to product and manufacturing, and solving challenges in business and sustainability for the world Accelerated innovation. Our sustainability vision both inspire d and drove us to reinvent our creative process. It accelerated and strengthened innovation as a core competency. managementexchange. com/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 26 of 29 Abillity to attract the best talent. Our success in pioneering sustainability in a holistic way, and to continue to deliver â€Å"the cool factor† and superior performance means we can attract the very best designers, engineers, strategists and marketers. Brand value and goodwill. After our CR challenges in the late 90s we have not only worked hard to regain the trust and respect of customers and industry peers, we have set forth a strategy to lead. We are proud to be a respected brand, design company, innovator and among those recognized as a leader in sustainability. Reduced costs of sustainable sourcing. By sharing best practices and providing open access to our tools and sourcing information, we are driving industry peers to adopt similar processes, materieals and metrics. This means we have the volumes to drive down the costs of what has been a more sustainable, but more costly source. Lessons Lead with a vision. Every person in the organization must understand and embrace a very specific idea of what the future beholds. Provide a specific example that illustrates the vision and engenders passion and a sense of purpose. As Lorrie Vogel says of the Considered Change video: â€Å" We created a concrete vision of what we wanted to be and we got that in front of every person in the company. † Secure Executive level support. To fully integrate changes throughout an organzation, it must be very apparent that the initiative has CEO level support – not just through words, and verbal endorsements, but through the actions and interactions that CEO has inside and outside the company. Set clear targets and metrics to measure success and track progress. Even if the initial measures are imperfect, its important to start to have some means of tracking progress and reinforce the learning. â€Å"If you don’t measure it, it doesn’t happen,† says Lorrie Vogel. managementexchange. om/story/nike%E2%80%99s-gameplan-growth-that%E2%80%99s-good-all 21/02/2013 Nike’s Gameplan for Growth that’s Good for All | Management Innovation eXchange Page 27 of 29 Provide the tools to facilitate the adoption process Very few individuals and organzations take to change easily. It’s human to be comfortable with what is known and to resist change that challenges the status quo. It is critic al to provide the education, training and toolsets to engage people more easily and affect change. We embedded our training and tools within the existing system, leveraging existing processes as much as possible. We provide our product creation teams with extensive training in how to use the Considered Indexes and on the importance of focusing on the sustainability of materials. The teams are given scoring targets for each season of products they design. In the current version of the Considered Indexes, materials make up 35 percent of the score for footwear and 60 percent of the score for apparel, so it’s clear to the design teams that focusing on materials is an effective way to meet their goals. While the Considered Indexes have been sed primarily by the NIKE Brand, our Affiliate brands have also begun introducing and using them to evaluate their product designs and have committed to adopt the indexes by the end of FY15. For example, Hurley International scored selected apparel designs in FY11. The designers and team members did not need to learn a new system in order to get the information they needed. Celebrate and reward success. The creation of incentives is another critical aspe ct of driving change. It is very important to incentive the right behaviors to make sure we achieve the change we want to see. Nike assigned innovation points to drive competition, and managed these through a living index, a forum that was pubic and enabled team members to gauge their success. It also fed a healthy competition between teams and efforts. Collaborate with others. Engage outisde experts to help formulate a vision and maintain an objective peer review. As Lorrie Vogel shares: â€Å"We engaged Natural Step to help develop our ‘North Star’. It is in the spirit of transparency and collaboration that we share our journey and hope that the the definition of business performance is expanding. We will constantly need to deliver innovations that evolve our approach at Nike and share our lessons with the industry to affect the positive change. We hope the world innovates faster than expectations. We cannot achieve our bold goals for sustainability simply by delivering incremental improvements. Sustainability will be the catalyst in transforming business economies and markets, and we will continue to evolve our business to ensure we are able to grow profitably, and to lead. Credits Nike 2011 Sustainable Business Performance Summary: www. nikeresponsibility. om MIT Case Study: Nike Considered: Getting Traction on Sustainability by Rebecca Henderson, Richard M. Locke, Christopher Lyddy, Cate Reavis: https://mitsloan. mit. edu/MSTIR/sustainability/NikeConsidered/Documents/08. 077. Nike%20Considered. Getting%20Traction%20on%20Sustainability. Locke. Henderson. pdf Considered Design video: youtube. com/watch? v=1WuyE_x8Vs8 Nike FlyKnit video: http://nikeinc. com/news/nike-flyknit FY10-11 Sustainable Business Performance Summary: www. nikeresponsibility. com Nike Dare to Dream video: http://vimeo. com/11680452