SEER: Managing For A Profit In An Ethical Manner

Management in today’s business climate is faced with a monumental decision. How do they manage for a profit, yet create a culture that abides by Social, Environmental, and Ethical Responsibility (SEER)? The concept of SEER essentially involves responsibility in today’s world for a protection of tomorrow’s. The ability the customer has to learn about the supply chain and where the product comes from has challenged companies internally. The question being raised is is SEER an end or means to the end?

If companies truly wish to achieve SEER in the workplace, they must first discover where to begin. Information resources, business analytics, and business intelligence are rapidly developing tools that assist companies in the pursuit of SEER objectives. These three key items cannot be used singularly and must be used in conjunction if the company truly desires change.

Meanwhile, it is important to recognize the direct impacts from data analytics on SEER help, but in the short-term they put marginal pressure on the company due to the cost constraints of onboarding SEER. The most important concept to clear SEER utilization is the development of a clear mission statement. Companies need a proper leader that will align or realign the company goals with the vision or values he or she believes that the company should possess. He or she will need to take a stand and decide what the company will then stand for. It is the responsibility of senior leadership to direct the business strategy to make sure that the mission is in line with the higher purpose of the company. Then, they must properly align the branches of product and service with the value proposition of the company.   

From these simple deductions, companies can begin down the road to a SEER centric lifestyle. With large companies, little changes to daily activities can save cost, time, money, and eliminate unnecessary wastes into society. A recent example was shown via UPS: “UPS recognized that a typical UPS delivery truck can burn .5 gallons (1.9 liters) of fuel for each hour spent idling and that there over 90,000 UPS trucks worldwide.” Together these small changes in the aggregate have a large environmental and fiscal impact. UPS in the example above was able to take control and modify their business structure to greatly benefit not only their company but also the environment.  

In the age of transparency, every negative externality is magnified and examined by a host of different consumers. Therefore, all companies must take ownership of their impacts that can be directly traced to their operations. It’s now possible to measure and manage them, and the world should accept no less. This is an added responsibility that comes from today’s technologically-driven world. Consumers examine each company’s supply chain and hold them accountable for their actions.

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