Business Strategy

Traditional corporate strategies, which have focused on products, markets, and competition, are being redefined in response to growing demands for environmental and social accountability. Stakeholders, particularly customers and investors, are raising the bar on what they expect from companies, setting new performance standards that go beyond financial returns.

In this evolving landscape, the Triple Bottom Line encompassing people, planet, and profit is becoming a foundational approach across all areas of business, including operations, supply chain management, marketing, finance, human resources, and accounting. Organizations adopting this mindset are not only mitigating risk and reducing costs—they’re also unlocking new revenue streams and enhancing long-term value creation.

Sustainability as a Source of Competitive Advantage

Innovative sustainability strategies offer more than compliance. They provide a strategic edge. When executed well, these approaches are difficult for competitors to replicate and can carve out unique market positions. Whether through circular product design, transparent sourcing, or purpose-driven branding, sustainability has become a key driver of differentiation and growth.

Strategy in Action: The Green Business Lab

In the Green Business Lab, participants step into the role of an Executive Team tasked with setting a strategy, making high-stakes decisions, and identifying opportunities for competitive advantage. They navigate a dynamic business environment influenced by shifting customer preferences, emerging technologies, and competitive pressures.

To succeed, participants must weigh the costs and benefits of various approaches and assess critical success factors. They may apply a range of strategic tools, including:

  • Value Chain Analysis to identify areas for innovation or efficiency
  • PESTEL Analysis to evaluate external environmental factors
  • Strategy Mapping to align actions with long-term goals
  • Balanced Scorecards to monitor performance across financial, environmental, and social dimensions

Leading in a Changing World

The Lab reinforces a core reality of today’s business environment: leadership requires adaptability. As expectations evolve, executives must continuously refine their strategies to remain aligned with stakeholder needs and global realities. Sustainability is not a separate function but rather a strategic lens through which all decisions should be evaluated.

By learning to integrate sustainability into their strategy, participants in the Lab develop the mindset and skills necessary to lead resilient, future-ready organizations.

The simulation is used to teach business strategy.

Working together, participants learn new ideas, practice new skills, and discuss new approaches with their colleagues.

  • Participants plan their leadership business strategy in the simulation game.
    Apply business strategy concepts and models to analyze the industry.
  • Executives plan their marketing business strategy.
    Set a long-term direction and strategy for the company based on company values and market analysis.
  • The simulation is a business leadership strategy game.
    Integrate functional area goals & perspectives to solve problems at the organizational level.
  • Leadership strategy for supply chain, the environment, and the planet.
    Predict how various external forces can influence company decision-making.
  • Business strategy goals in the marketing simulation game.
    Evaluate competitors and predict their response using SWOT and other analytical models.
  • Leadership strategy and supply chain are important in the simulation game.
    Identify opportunities to engage stakeholders in shared value projects.
  • Strategy and supply chain are topics in the simulation game.
    Analyze company strategy and results using triple-bottom-line metrics.
  • Track supply chain strategy in the sustainability simulation game.
    Explain the rationale for company strategy through debrief questions and presentation.
Diagram of the sustainability simulation game work process.
View the "Process" graphic
Description of the sustainability simulation game work flow.
Download the "Process" PDF

The following table describes in detail 3 Lab formats: Half-Day, Multiple-Cycle, and In-Depth.

Labs with longer formats have more options for available features, content, and interactivity.

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Team Activity
Formats for Business Strategy
Half-Day Multiple-Cycle In-Depth
Design and manufacture a product and make operational decisions. 1.Select a design and make operational decisions for a product using data about component cost, pollution and energy impact, and customer preferences.

1.Select a design and make operational decisions for a product using data about component cost, pollution and energy impact, and customer preferences.

2. Make operational decisions that are aligned with the company strategy.

1.Select a design and make operational decisions for a product using data about component cost, pollution and energy impact, and customer preferences.

2. Make operational decisions that are aligned with the company strategy.

3. Make sure that supply chain decisions are consistent with the company strategy.
Market the product. 1. Create either a storyboard or 30-second video commercial.

1. Create either a storyboard or 30-second video commercial.

2. Implement marketing decisions that are aligned with the company strategy.

1. Create either a storyboard or 30-second video commercial.

2. Implement marketing decisions that are aligned with the company strategy.

3. Qualify for green labels or certifications based on footprint and energy standards.
Promote the company and product through Social Media. Not Available. This is an optional activity described in the In-Depth format. 1. Post comments about the company and product to the Lab’s internal Social Media feed and comment on the other posts.
Engage with stakeholders designed into the Lab. This is an optional activity described in the Intermediate format. 1. Consider scripted stakeholder perspectives related to company activities.

1. Consider scripted stakeholder perspectives related to company activities.

2. Engage interactively with stakeholders played by the instructor via the Lab’s internal email app (optional).

Make leadership decisions for your company.

(The instructor selects the topics. For the In-Depth format, we can also create custom topics based on instructor input.)

 1. Make decisions for 1 leadership topic.

1. Make decisions for up to 3 leadership topics from the following list:

  • Life Cycle Innovation.
  • Water Stewardship.
  • Supply Chain Disruption and Ecosystem Services.
  • Product Take-back.
  • Remanufacturing and Circularity.
  • Supply Chain Safety.
  • Corporate Social Responsibility.
  • Product as a Service.

1. Make decisions for up to 8 leadership topics from the following list:

  • Life Cycle Innovation.
  • Water Stewardship.
  • Supply Chain Disruption and Ecosystem Services.
  • Product Take-back.
  • Remanufacturing and Circularity.
  • Supply Chain Safety.
  • Corporate Social Responsibility.
  • Product as a Service.

2. Make decisions for custom topics (optional).

Propose a solution to a business opportunity related to business strategy.

 

(The instructor selects the topics. For the In-Depth format, we can also create custom topics based on instructor input.)

 Not Available. This is an optional activity described in the In-Depth format.

1. Propose a solution to a business opportunity that relates to company strategy. Here are some examples:

  • Use an idea from SWOT analysis to improve company positioning.
  • Use core competencies to gain a competitive advantage.
  • Start a project with external stakeholders to create shared value.
  • Strengthen your supply chain.
  • Empower women and minorities in your company and supply chain.

2. Propose a solution to custom topics (optional).

 

Complete Debrief Questions & Surveys about company, team, and peer performance.

(For the In-Depth format, we can create custom surveys based on instructor input.)

Answer questions and surveys:

1. Business Strategy Debrief Questions.

Answer questions and surveys:

1. Business Strategy Debrief Questions.

2. Peer Evaluation Survey.

Answer questions and surveys:

1. Business Strategy Debrief Questions.

2. Peer Evaluation Survey.

3. Team Evaluation Survey.

4. Answer custom Debrief Questions or Surveys that we create for the instructor, based on their input (optional).
Make a final presentation to the Board of Directors. Not Available. This is an optional activity described in the In-Depth format. 1. Present company strategy, progress-to-date, and future direction to a volunteer Board of Directors.
Use the simulation to teach business sustainability.
The simulation game teaches business acumen engineering lessons.
Use simulation to teach business strategy.
Use the simulation to teach about leadership.
Use the simulation to teach about marketing.
Use the simulation to teach about sustainable supply chains.

Participants explore topics in greater detail and interactively as time allows.

View this page as a PDF
Data that describes the sustainability simulation game.

Focus Areas

Use the simulation to teach business sustainability.
The simulation game teaches business acumen engineering lessons.
Use simulation to teach business strategy.
Use the simulation to teach about leadership.
Use the simulation to teach about marketing.
Use the simulation to teach about sustainable supply chains.

Use in virtual, in-person, or blended classes.

Use in virtual, in-person, or blended classes.

The Green Business Lab logo for the simulation.

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