Applying the Three C's of Sustainable Development to Defense Department Planning.

摘要

This exposition reviews a recent study that combined scholarly literature on sustainable development with interviews with over 50 senior executives from multinational enterprises to develop a framework for understanding the conditions that generate high shared-value initiatives for global enterprises and for the broader system. Our goal is two-fold. We provide state-of the-art knowledge on the various ways investment decisions incorporating a sustainability element are formulated in multinational corporations. In doing so, we also shed light on which types of organizations are likely to be good partners for development of the broader infrastructure needs of the military in the shift to a more sustainable future with regard to defense acquisition. In general, our analysis indicates that both types of enterprises (private and military) are most likely to generate high shared- value when they have the capability to do so, when there is consistency between the creation of primary stakeholder value and system value, and when the system's value can be cultivated beyond the enterprise that created the original initiative. From a military acquisition perspective, our analysis suggests that additional factors may need to be considered in the evaluation of partners in light of the revised energy policy currently being implemented. The presentation includes 23 briefing charts.