Strategic Management of Sustainability: Climeworks Report

This report provides a comprehensive analysis of Climeworks' approach to sustainability, focusing on the roles and responsibilities of strategic leaders Christoph Gebald and Jan Wurzbacher. It critically evaluates their application of strategic business management tools and concepts, such as benchmarking, Objective Key Results (OKR), and scenario planning, to address sustainability issues. The report delves into the ethical and economic challenges faced by these leaders in balancing short-term and long-term goals, highlighting the complexities of making decisions that align with both profitability and environmental responsibility. The discussion covers the importance of effective communication, strategic decision-making, and employee evaluation within a sustainable business framework. Ultimately, the report underscores the significance of integrating sustainability into the core of business operations to ensure both environmental preservation and economic stability.

Building a Sustainable
Organisation

Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
TASK 1............................................................................................................................................1
Critical evaluation of the responsibilities and roles of Christoph Gebald and Jan Wurzbacher
being strategic managers of sustainability. Illustration of the tools and concepts of strategic
business management which are applied to the issues of sustainability......................................1
Task 2...............................................................................................................................................4
Demonstrate the ethical and economic challenges during the process of balancing short and
long-term goals faced by the strategic leaders.............................................................................4
CONCLUSION ...............................................................................................................................6
REFERENCES................................................................................................................................7

INTRODUCTION
The word sustainability can be described as an approach towards the societal objective
whose goal is to aim towards the safety of the humans so they can peacefully live for many
generations (Singh, et.al, 2019). Sustainability means that a person fulfils their own needs
without being reliable on the future generation. They do not compromise with the posterity while
fulfilling their own desires. The world is clearly dealing with the issue of plastic and they must
protect their natural resources while maintaining balance among the environment, social needs
and economic growth. It is the ability to upkeep or sustain a constant procedure with evolution of
time. Sustainability has many merits it provides quality of life, stop the depletion of the future
natural resources and protect the human, ecological health and eco-friendly world. The objective
of this process is to maintain person’s living standard and preserve a wholesome environment.
Similarly, it objective is to provide economic stability to both present and future generations.
This project reports gives a detailed analysis of the valuation regarding the duty and roles
of Christoph Gebald and Jan Wurzbacher as playing the role of strategical leaders and controllers
of sustainability. This projects discusses about the instruments and concepts of management in a
strategic organisation, they deals with the problems of sustainability. At last, we talk about the
behavioural and economical difficulty faced by the strategical managers when the progression of
temporary and permanent goals.
MAIN BODY
TASK 1
Critical evaluation of the responsibilities and roles of Christoph Gebald and Jan Wurzbacher
being strategic managers of sustainability. Illustration of the tools and concepts of strategic
business management which are applied to the issues of sustainability
The onus and obligation for strategic leaders is very crucial. It is a primary part
performed on behalf of the managers at any establishment (Geradts and Tracey, 2021). Jan
Wurzbacher and Christoph Gebald both established a organisational enterprise called the
“Climeworks”, this initiative is one of the very first company in the world which aims towards
identifying carbon dioxide present in the air which is injurious to the consumers. They
discourage the consumers to purchase such commodity & accordingly work towards equal
demand and customer satisfaction. The roles and responsibilities of a manager is indispensable in
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an organisation as they manage and control the work of the establishment accordingly
(Matricano et.al, 2021). The company already decides the purposes, goal and mission of the
establishment so as to attain the objectives timely thereby fulfilling all the need and necessity of
an individual. Jan Wurzbacher and Christoph Gebald play some major roles and duties which is
followed by a sustainable manager in the marketplace which are as follows:
Roles: The administrator gives the directions to the company for the management, which are
essential for the employees so as to improve the company. The aim and objectives which
are needed by the employee to be followed in future are already established by them. It is
of foremost priority for the leaders to consider the health and security of the employees.
The individual should beware of the short- term goal on which they need to keep on
working, it is duty of the managers to guide the employees on how to achieve those goals
effectively. Accordingly the products are made and developed, the demand & satisfaction
of the customers are managed so there is no wastage of natural resources which is less
detrimental for the upcoming generation and also for the environment.
 Effective communication skills should be maintained by the managers and the secondary
employees is very crucial and this must be handled with careful observation. Such sound
communication help the employees to convert the premeditated strategies into activities
to achieve the desired goals of future generation. The sustainable managers must analyse
not only the present but also future demand of the products. And then accordingly,
develop the product which is inconsistent with the current satisfaction of the customers.
The role of managers has wide scope which is inclusive of supervising and systematising
a particular project, sector or group in an organisation.
Responsibilities
 The managers and leaders are also responsible for the strategic decision-making of the
organisation (Ferraris et.al, 2018). The employees are required to advice and provide the
company while deciding. The responsibility of manager is inclusive of developing the
vision and mission of the organisation. The managers frame the policies and principles
which are expected to be followed by every employee of the company while working on
the set goals. The aim and objectives of the company can be achieved with direction
given by the manager only & the manger must provide for proper training of the
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employee. The eco-friendly products should be encouraged by the managers which are
not that injurious to the individual as well as to their surroundings environment. The
manager of the establishment must assign and divide the work within the employees of
the organisation. It is very crucial for the organisation.
 The evaluation of the employees based on their performance done by the managers is
essential thing, which helps the staff to build esteemed motivation & thrive towards the
aim of the firm (Pettinger, 2020). The manager also play a key role and is accountable for
the setting up effective values of the enterprise, tan optimistic environment for the
assistant employee to work meritoriously and resourcefully. Among other things the
manager also acts if any junior employee is facing any problems when working, also
manager should furnish them with answers to such question while keeping in mind the
organisational rules and regulations of the company. When the employees are thriving in
the firm without any disputes in relation to the surrounding or the managerial goals the
employee excel. Similarly, there are some authorities managed by the administrator.
The tools and concepts which are required by the manager in a strategical enterprise with
reference to sustainability are such as :
Benchmark:
The process of benchmarking is explained where there is constant comparison of the
business method within the other establishment so as to recognise the problems that the
organisation is facing and should invent different ways to overcome with the problems (Maltz
and Bateman, 2018). The sustainability benchmarks of a company are the different ways of
calculating systematically the performance of voluntary principles, certificates, focus on
enterprise to make constructive image building, positive influence and implement methods of
sustainability. These tools and concepts are to be applied by Jan Wurzbacher and Christoph
Gebald for creating a sustainable successful organisation. These administrators also maintain
round-the-clock inspection on the performance of the market place by calculating and comparing
it with the previous performance records of the enterprise. The company can analyse their own
marketplace with the another companies so as to follow the strategies accepted by these
controllers which might be beneficial for these enterprise. The enterprise use these concepts and
tools to compare themselves with different organisation. This is beneficial for the company since
it benefits in estimating the internal growth, performance in comparison to other competitors and
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ranking of the business in different world-class organisations. This may also lead to a issue for
the managers while handling the competitors. Benchmarking helps the company to analyse risk,
strength and possibilities, positive and negative circumstances and the mandatory standards for a
potential business. The competitive benchmarking helps the companies to compare their
performance with that of the competitors.
Objective and Key Results (OKR):
Objective Key Results is a theory which deals with the performance management created
to promote organisations to a set plan, convey and aim for successful organisational outcomes
and achieving the goals of the company. This framework helps the company to guides the
business in maintaining transparency and it helps the company to form a heirachy. These
managers Christoph Gebald and Jan Wurzbacher can very deliriously use the tools so given for
proper management of sustainable business. This process is collection of many goal-achieving
method which are laid down by the company so as the individuals can then fulfil thus set goals.
These process helps in following towards the advancement, action and give direction while
keeping the desired goals of the company in consideration. Sustainability can be achieved by
applying three main facets such as implementation, stability and good governance of the
company.
The company agenda is to set and follow certain plan which are given by the managers to
execute the strategies set within the structural goals (Barbieri and Santos, 2020). The company
purpose can be accomplished by setting small or big targets of collecting as much amount of
carbon dioxide as possible from the surrounding environment and aim towards building
profitable business which results in assuring the safety and health in the environment. Through
these different variant the enterprise is benefiting in the strategic controlling and future planning
of the business.
Scenario Planning:
The scenario planning is the way by which the company manages and controls over the
dynamics of the world by making assumptions about predicting future and also talks in detail as
to how the company will react to such changes with time (Witt, Dumeier and Geldermann,
2020). Scenario planning also gives advantage to the company by distinguishing a set of
uncertainty which may arise overtime and simultaneously affect the business. These uncertainties
includes a wide list like economic tendency, fiscal health of local governments, climatic
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modification, population and statistical changes, land marketplace and others. Christoph Gebald
and Jan Wurzbacher being well accomplished sustainable strategic leaders can use the scenario
planning in the organisational enterprise as to make the company ready for upcoming
uncertainties so as formulate actions to overcome such situation can be made and executed
accordingly. It helps in decision making as well as future planning for the managerial
department.
Task 2
Demonstrate the ethical and economic challenges during the process of balancing short and long-
term goals faced by the strategic leaders
There are many different problems which the controllers face in day to day affairs of the
organisation (Tanguay, 2021). Such challenges are inclusive of motivating the employee so as to
push them achieve the desired short and long-term goals. The business ethics help the business to
aim towards the acceptable behaviours also set by the government. The strategic leaders lay
down different immediate goal and long-term goals for accomplishing the business objectives in
an efficient manner. The difference between ethical and economic dilemmas must be recognised
so as to resolve disputes arising during critical decisions making. The ethical dilemmas which
are addressed by the organisational managers while opting for option as to make profit for the
company or to fulfil sustainable goals to attain biodiversity.
The everlasting or long term goals addressed by Christoph Gebald and Jan Wurzbacher is
proposed to raise their brand value and form a feasible product with the help of technology. The
managers through motivation of staff can get a high brand image and customer form brand
loyalty for the company while enhancing the large scale marketing (Argenti, 2018). The short
term goals of Christoph Gebald and Jan Wurzbacher is to end the ever changing climate which is
very harmful harmful for any sustainable activity or biodiversity. While fulfilling the aim of the,
strategic leaders like Christoph Gebald and Jan Wurzbacher, they have to ponder on the ethical
perplexity that while investing in helping the climate can they generate profit or not (Carollo and
Guerci, 2018).
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CONCLUSION
The given report talks about, the fact that sustainability is a worldwide goal which primarily
centres towards the health and security of livelihood of the human being for time immemorial
which directly promotes group of people to live now but also to aid the eco-system. An
employee must be constantly motivated to work hard to be goal oriented and to boast morale of
employee while on the job. The customer and employee relationship should be friendly and must
be maintained accordingly. The enterprise must prepare the long term and short term goals. The
concepts and tools are inclusive of benchmark, objectives, key results and scenario planning.
The economic and ethical dilemmas play active role. Similarly, the brand value and climate
change are discussed as long and short term goals.
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REFERENCES
Books and Journals:
Singh, S.K., et.al, 2019. Self-efficacy and workplace well-being: moderating role of
sustainability practices. Benchmarking: An International Journal.
Geradts, T. and Tracey, P., 2021. When Safe Spaces Turn Violent: How Managers Secure and
Defend New Business Unit Legitimacy. In Academy of Management Proceedings (Vol.
2021, No. 1, p. 14847). Briarcliff Manor, NY 10510: Academy of Management.
Matricano, D., et.al, 2021. The behavior of managers handling digital business transformations:
Theoretical issues and empirical evidence from firms in the manufacturing industry.
Ferraris, A., et.al, 2018. Big data analytics capabilities and knowledge management: impact on
firm performance. Management Decision.
Pettinger, R., 2020. Introduction to management. Bloomsbury Publishing.
Maltz, E., Bi, H.H. and Bateman, M., 2018. Benchmarking sustainability performance: the next
step in building sustainable business models. Journal of Public Affairs, 18(3), p.e1606.
Barbieri, R. and Santos, D.F.L., 2020. Sustainable business models and eco-innovation: A life
cycle assessment. Journal of Cleaner Production, 266, p.121954.
Witt, T., Dumeier, M. and Geldermann, J., 2020. Combining scenario planning, energy system
analysis, and multi-criteria analysis to develop and evaluate energy scenarios. Journal of
Cleaner Production, 242, p.118414.
Tanguay, G., 2021. Addressing the ethical and social challenges of emerging technologies:
creating the conditions to play a leadership role in the Fourth Industrial Revolution.
In The Fourth Industrial Revolution and Its Impact on Ethics (pp. 1-13). Springer,
Cham.
Argenti, J., 2018. Practical corporate planning. Routledge.
Carollo, L. and Guerci, M., 2018. ‘Activists in a suit’: Paradoxes and metaphors in sustainability
managers’ identity work. Journal of business ethics, 148(2), pp.249-268.
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