Sears Canada's associate vice president of sustainability in performing a strategy to decrease the retailer's carbon footprint faces dilemmas.
He requests to incorporate the notion of sustainability into the company's larger corporate objectives, drive the theory in individual business units and recognize the metrics for tracking the progress of reducing Sears Canada's carbon footprint.
Sears Canada (A) case study solution
PUBLICATION DATE: July 12, 2013 PRODUCT #: W13303-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
Related Case Solutions & Analyses:
Perfect Popcorn Processing Co – The Popcorn Predicament
Re-Imagining Crotonville: Epicenter of GE’s Leadership Culture (A)
Mike McCready and Music Xray
EMPLOYEE PROVIDENT FUND SCHEME – BOON OR BANE?
Finding The Process Edge: ITIL At Celanese
William Jeffrey Departs from Bay Colony Mutual
Children’s Hospital Boston (A)
Acquisitions & Alliances: Introduction to the Course
A GLUM Primer: How to Account for Risk with Uncertain NPVs
Should Mahindra Reva Strengthen Its Market Position in India?
