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| Prologue | |
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| Introduction | |
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| Acknowledgments | |
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| A Letter from the Next Generation | |
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| Developing the Business Case | |
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| Who Should Address This Challenge? | |
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| Developing the Sustainability Business Case at the Company Level | |
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| Workforce | |
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| Customers | |
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| Regulations | |
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| Developing the Sustainability Business Case at the Project Level | |
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| Chapter Summary-Key Points | |
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| Notes | |
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| Sustainability and the Collaborative Management Model | |
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| The Paradox | |
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| New Levels of Organizational Complexity | |
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| Evolution of the Six Sigma Leadership Framework | |
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| Six Sigma as a Leadership Framework | |
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| The Collaborative Leadership and Governance Model | |
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| Developing a Set of Leadership and Management Practices | |
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| Annual Planning and Strategy Development Workshop | |
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| CMT Strategic Planning Dialogue Agenda | |
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| Midpoint Dialogue Session | |
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| Weekly Reviews and Alerts Dialogue | |
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| Collaborative Management Process Summary | |
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| The Need for Real-Time Performance Data | |
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| The Role of the Facilitator/Coach | |
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| Moving from Model to Practical Application | |
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| The Key to Breakthrough Performance | |
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| The Need for Discipline and a Collaborative Leadership Environment | |
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| Chapter Summary-Key Points | |
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| The Sustainability Transfer Function | |
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| Transfer Functions and Why They Are Important | |
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| Building the Sustainability Transfer Function | |
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| The Transfer Function for Office Waste | |
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| The Role of Location | |
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| The Transfer Function for Office Water | |
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| Conclusion | |
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| Chapter Summary-Key Points | |
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| Notes | |
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| Sustainability Measurement and Reporting | |
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| Reporting Overview | |
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| Benefits and Drivers for Reporting | |
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| Brand | |
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| Track Progress toward Goals | |
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| Regulatory Compliance | |
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| Shareholder Pressure/Securities and Exchange Commission (SEC) Guidance | |
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| Reporting and Measurement Standards/Protocols | |
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| The Greenhouse Gas Protocol | |
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| The Global Reporting Initiative (GRI) | |
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| The Climate Registry | |
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| The Carbon Disclosure Project (CDP) | |
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| International Standards Organization (ISO) | |
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| Process and/or Tools | |
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| Consider Business Goals | |
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| Consider GHG Accounting Principles | |
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| Define Organizational Boundaries | |
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| Define Operational Boundaries | |
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| Select Base Year | |
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| Identify Emissions Sources/Calculate Emissions | |
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| Verify Inventory | |
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| Reporting Emissions | |
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| Establish a GHG Reduction Target | |
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| Examples of Voluntary Reporting Initiatives | |
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| Sustainability Investment-Rating Agencies | |
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| Buildings | |
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| Chapter Summary-Key Points | |
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| Transformational Change and the Power of Teams | |
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| Why Green Project Teams Fail | |
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| Uncertainty of Purpose, Lack of Goal Clarity | |
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| Narrow Focus | |
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| Lack of Authority | |
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| Insufficient Data and Tools for Analyzing the Data | |
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| Weak Leadership | |
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| Eliminating the Potential Failure Modes | |
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| The Six Sigma Methodology for Driving Team Success | |
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| Development of Detailed, One-Page Team Charters | |
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| Business Case | |
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| Opportunity Statement | |
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| Goal Statement | |
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| Project Scope | |
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| Team Selection | |
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| Team Charter Evaluation | |
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| Establishing a Supporting Leadership Structure | |
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| Sponsors | |
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| Champions | |
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| Team Leader | |
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| Adoption of a Consistent Team Problem-Solving Model Known as DMAIC | |
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| Define | |
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| Measure | |
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| Analyze | |
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| Improve | |
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| Control | |
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| Blitz Teams | |
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| Summary of DMAIC | |
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| Change Management | |
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| Do You Change or Just Think about Change? | |
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| Myriad Theories, Universal Formula | |
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| Create a Shared Need | |
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| Shape a Vision | |
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| Mobilize Commitment | |
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| Monitor Progress | |
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| Make the Change Last | |
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| Organized for Change | |
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| Leading Change | |
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| Six Sigma Integrated Team Framework as a Model for Driving Transformational Change | |
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| Sponsors' Launch | |
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| Champions' Launch | |
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| Project Launch | |
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| DMAIC, Blitz Teams, Organization-Wide Adoption | |
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| Putting It All Together | |
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| The Six Sigma Methodology Applied to Sustainability Projects | |
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| Background | |
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| Define | |
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| Measure | |
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| Analyze | |
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| Improve | |
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| Control | |
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| Chapter Summary-Key Points | |
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| Note | |
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| Sustainability and Real Estate | |
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| Real Estate Decisions Relating to Energy and the Environment | |
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| The Right Steps in the Right Order | |
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| Reduce Your Space Requirements | |
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| Factor Carbon into Location Decisions | |
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| Transportation | |
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| Energy and Water Consumption | |
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| Electrical Power Sources | |
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| Site Selection for New Space | |
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| Physical Risk of Climate Change | |
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| Apply Green Standards to New Buildings or Space | |
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| Existing Building Operations and Retrofits | |
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| Engage Employees in Support of Green Initiatives | |
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| Green Leasing | |
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| Financing Multitenant Building Retrofits and Existing Lease Constraints | |
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| Measuring Success and Environmental Reporting | |
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| Chapter Summary-Key Points | |
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| Notes | |
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| Six Sigma Sustainability Project Examples | |
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| Selecting Projects | |
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| Example Project: Reducing Cost and Carbon Through Energy Efficiency in Office Buildings | |
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| Example Project: Reducing the Environmental Impact of Company Office Space through Increased Office Space Agility | |
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| Example Project: Greening Leased Space | |
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| Define | |
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| Measure | |
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| Analyze | |
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| Improve | |
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| Control | |
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| Chapter Summary-Key Points | |
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| Notes | |
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| Design for Six Sigma | |
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| Designing the Corporate Sustainability Program Using the House of Quality | |
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| Identify and Prioritize Customer Requirements | |
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| Translate Customer Requirements into Measurements That Reflect Those Requirements | |
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| Set Performance Targets | |
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| Identify Critical Process Features Required to Achieve Performance Targets | |
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| Design the Processes That Will Meet the Critical Features | |
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| Design and Innovation in Projects Using DMADV | |
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| Measure Phase: Operational Definitions | |
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| Chapter Summary-Key Points | |
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| Stakeholder Management | |
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| Defining Stakeholder Management | |
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| Understanding Stakeholder Needs | |
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| Converting Needs to Requirements | |
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| The Stakeholder's Type and Level of Influence on the Sustainability Project/Initiative | |
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| Assignment of a Team Member to Own a Stakeholder Relationship and Drive the Strategy | |
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| Likelihood/Degree of Stakeholder Support/Opposition to a Project and Associated Factors | |
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| The Web of Stakeholder Groups | |
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| Conclusion | |
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| Chapter Summary-Key Points | |
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| Notes | |
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| Conclusion Letters to Tomorrow's Corporate Leaders | |
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| Letter to Tomorrow's Chief Sustainability Officer | |
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| Letter to Tomorrow's Corporate Real Estate Leader | |
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| Business Case Template and Examples | |
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| Sustainability Transfer Function | |
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| Sample Energy Conservation Opportunity Evaluation Checklist for an Office Building Assessment | |
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| Sample High-Level Process Map for Energy Conservation in an Office Facility | |
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| Sample Functional Performance Criteria for Enterprise Carbon Accounting Software | |
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| Index | |