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Bringing New Science to Market

Medical supplies and drugs, including a syringe, surgical mask, and pills

Medical innovation is reaching new heights every year. What scientific breakthroughs can we expect on the market in the coming decade? What challenges will we face in adopting them?

Professor Sean Nicholson, director of the Cornell Sloan Program in Health Administration, welcomed Wyatt Gotbetter, SVP and worldwide head of Parexel Access Consulting, and Dr. Gregory B. Franz, MD, MPH, MHA, hematologist and medical oncologist at the Kirkland Cancer Center, to explore answers to these questions in the recent Keynote webcast “Bringing New Science to Market: Innovation, Adoption, and Health Policy Challenges.”

Biotech and pharmaceutical firms spend about $80 billion each year on research and development in order to try to bring new therapies to the market. What is in the pipeline that might have a big positive effect on the health of the population in the future?

Gotbetter: “If we think just about the past five years, and of course that includes the pandemic, I think the rate of innovation and the number of launches has been remarkable. We can’t have this discussion without acknowledging the validation and the importance to all of us of the RNAi vaccines from BioNTech and Moderna. Moderna, on the heels of that success and being flush with sales of their COVID vaccine, is really advancing a number of therapeutic products as well as vaccines – really advancing their RNAi technology into the therapeutic space and oncology specifically.

In the same time, we’ve seen the approval of a couple of CAR-Ts truly advancing life-saving therapy in hematology and oncology. I think we’ll see gene therapies becoming safer and easier to manufacture, hopefully at lower costs. There’s just a pipeline of literally hundreds of programs where we’ll see gene therapy go from rare disease and disease that has very, very high morbidity perhaps into things managed more chronically with small molecule drugs – like heart failure.”

We have a couple of CAR-T therapies on the market that are Food and Drug Administration (FDA) approved. Are there similar kinds of classes of compounds that have yet to be approved that you think might potentially have a similar health impact?

Franz: “Leveraging the immune system to identify and kill cancer cells – that’s really what’s going on here. This is T cells doing what T cells do against cancer cells. I know that’s a very simple explanation. It’s very difficult to develop these compounds and to do this safely, but I think that’s where the money and the future is.”

It takes a long time, and it’s very expensive for biotech and pharmaceutical firms to run clinical trials and, even preceding that, to identify compounds that are promising enough to start a clinical trial. The current estimate is about $2.6 billion in investment across a portfolio of compounds in order to statistically assure a company that they’re going to have one approved compound. Where do companies come up with that money, and in the current climate, is it difficult for companies to raise the funds they need in order to invest in those drugs?

Gotbetter: “That $2.6 billion figure also includes the cost of failure. Even if we think about a successful drug compound, if you boil down the numbers, hundreds and hundreds of drug candidates will be considered before you start your phase one and then roughly one in ten of those will make it through to approval. It’s fraught with risk. But even if you could streamline that process, you’re probably looking at hundreds of millions to a billion dollars.

The amount of money that’s poured into the biotech sector over the past few years has been remarkable. We’ve seen, though, a massive sea change in the past year. Biotech has been the engine of discovery and innovation for large pharmaceutical companies. The largest companies in the world that certainly have formidable R&D engines employing thousands of people still turn to biotech to find innovation, to find a compound that has been tested, that shows a proof of concept, and can move forward.

The headwinds of the past year or two – interest rates and some of the perceived threats of the Inflation Reduction Act, which could reduce pricing power of the industry – has really slowed down [venture capital] funding.

I think what that means is that probably the rate of innovation will slow down a little bit in the sense that there may be fewer programs being pursued simultaneously, so a company may really focus on the crown jewels instead of many at once. Then biotech may again have to be more reliant on Big Pharma once they’re in the middle of their development versus a period where they probably could see funding to go all the way through.”

What are the factors that make a drug widely adopted?

Franz: “In the medical oncology world, it’s really all about safety and efficacy. Is the drug difficult to give? Does the patient have a lot of adverse side effects? How do you manage those side effects? But most importantly, you’re looking at endpoints: PFS, or progression-free survival, and OS, or overall survival. Duration of response and response rate are biggies and, of course, the toxicity profile. All those together are important. The better the PFS and OS, the more successful the drug is going to be.”

Are biotech and pharmaceutical firms doing anything to try to run their trials differently – to be less expensive, to be shorter, to have higher probability of approval?

Gotbetter: “The FDA provides a rubric that says for very life-threatening diseases, it will work with the industry sponsor to find a way to streamline the therapy. We have names for that in the U.S like breakthrough therapies and accelerated pathways, where you get more support and guidance from the regulatory agency, but you’re also partnering with them along the way to find a way to expedite the study.

There’s a lot of companies that are using all sorts of AI, computational methods and synthetic biology to [speed up the trial process].”

Historically, clinical trials have been dominated by white men. Are biotech and pharmaceutical firms trying to diversify those trials? What are the implications potentially of a more representative group of patients in the testing phase?

Gotbetter: “There are mandates coming from the FDA and other governments, and I think very sincere efforts from the pharma industry and from clinical research organizations who enroll and operationalize the studies to really bring diversity into studies. There’s an awareness in society for many reasons, for many historical wrongs, we need to bring more diversity into everything we do. It’s to really ensure that when we study a drug, we’ll be able to show efficacy in different populations because we’re not all the same. Historically, if you were to develop a drug for people of European descent, across the globe in Asian markets, they would want to know that there was a study being done in populations for which the results were meaningful for them. As we take that to other populations, to different age groups, different genders, it’s the right thing to do.”

 

This post has been edited for length and clarity.

Want to learn more about the future of biopharma? Register for Cornell’s Biotech and Pharmaceutical Management Immersion Program and watch the full Keynote “Bringing New Science to Market” webcast online.

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Navigating the Future of Hospitality Management

Labor market shifts and workforce issues continue to challenge the hospitality industry due to the lingering effects of global travel restrictions and safety protocols during the COVID-19 pandemic. With decreased interest in hospitality jobs, many people exited the industry, creating a need for new talent and a push to bring back those who left. The profitability of travel and tourism businesses relies on how well hospitality leaders can address these issues.

In the Keynote webcast, “The Next 100 Years: Hospitality Workforce of Tomorrow,” industry experts J.D. Barnes, vice president of global workforce innovation and optimization at Hilton, and Katherine Grass, CEO of Optii, joined Cornell Nolan School of Hotel Administration faculty J. Bruce Tracey, professor of management; Vincent Slaugh, assistant professor of operations management and Tashlin Lakhani, assistant professor of management and organizations, to share valuable insights on adapting and thriving in the evolving landscape of human resources in the hospitality industry.

How have pandemic-induced labor market shifts transformed the landscape of HR in hospitality? 

Barnes: “The emerging trends around greater flexibility, the reset from the pandemic, the rise of the gig economy – all of these considerations are things that are now impacting the labor market. At Hilton, we’re keen on embedding greater flexibility, choice and control, bringing in the best talent and modernizing some of the roles and assignments within our hotels to make them more appealing to different generations.”

Grass: “It’s all about how to keep these new entrants into hospitality happy. How do you train them? How do you make things very easy for them? How do you engage in ways that maybe, as J.D. was saying, they were used to in other industries and offering that flexibility. And sometimes the challenge of hospitality is offering flexibility in new ways because you don’t always have that work-from-home option.”

What are some ways hospitality HR professionals can attract and retain talent?

Barnes: “We have an ability to bring in students who might not have traditionally looked at our employment because they can’t give up an eight-hour shift when they’re working in between classes or managing a workload. For them what’s important is a four, five, six-hour shift, which is why they may have looked at gig endeavors. And then similarly, (we have) encore retirees and people who have left the workforce but want some level of flexibility in between their retirement to pick up a different level of work.”

Lakhani: “We really need to focus I think on the retention and the growth opportunities, telling the stories but also creating the stories, showing them that there are opportunities for growth and that they can see their colleague being promoted to positions, and that there is really a space for them to grow and have a lifelong career.”

Grass: “There’s all these different (talent) pools coming in who maybe are not familiar with hospitality, so how can you embrace them, how can you help them, how can you train them and bring them into the culture as quickly as possible?”

Which positions are first in line when it comes to redesigning work?

Barnes: “I do think that housekeeping, in particular, is one of the biggest areas in our hotels from a staffing perspective. If you look at the contribution that those team members make in terms of the guest experience and the amount of time they take in preparing a room, that experience is important.”

Lakhani: “Some of the most severe labor shortages are in housekeeping or in the back of the house – where we can’t create hybrid work.”

Barnes: “The more information we can gather ahead of the arrival of the customer, the more we can infuse that into the actions that our team members take in delivering that service and experience. Technology is playing a big part in making sure that it’s seamless, that it’s fast, and that the preferences are known.”

What are the influences of AI and other technologies on hospitality management?

Barnes: “We’ve incorporated AI from a training perspective in our ability to use virtual reality in helping team members understand what their duties are, how to personalize services, the sequence of steps and things like that. It’s really interesting for us to think about how we’ve morphed training across some of our hotels.”

Slaugh: “I think we completely miss frontline service work as a domain for analytics. There’s a lot of opportunity for growth. In recent years, I’ve worked on a hotel’s housekeeping scheduling problem. And that’s just a new model for our field.”

Barnes: “Things like text messaging recruiting. A lot of this AI technology is coming in here. Being able to schedule a candidate and say, hey, come in three days. We’ll be able to interview you in person. We’ve got to modernize a lot of that approach to recruiting.”

Grass: “Just even the diversity on the language front when you are managing departments: There can be a dozen languages spoken, so how does your software in real time translate conversations for them? We ensure that we do inline and real-time translations so that if a team leader is communicating something in Spanish, everyone is receiving that in their (preferred) language. All those communications are happening in real time. It’s giving that sense of community and ensuring that everyone has a voice and can make that voice be completely understood.”

How can leaders in hospitality increase the industry’s appeal?

Lakhani: “We’ve seen innovation. We’ve seen compensation go up. But I think there’s still work to be done in terms of changing the perception of what it means to work in hospitality.”

Grass: “When you have this personal connection and personal interaction, (you ask) how can the technologies help me eliminate or simplify the rinse-and-repeat that gets a bit monotonous, especially for people who are new to an industry and step in and say, ‘Oh, this is really kind of same-old, same-old every day.’ How can you smarten up and remove that monotonous bit to allow people to have more quality time to interact with the guest in better ways?”

Barnes: “The greater desire is for us to continue to emphasize that life doesn’t have to fit into work, that work should fit into your life. And so enabling that functionality, enabling that choice and control for our team members across all our hotels. It’s also the flexibility of allowing that choice and control for the team member and for them to inform us about what works for them.”

Explore Cornell’s hospitality certificate programs to gain an edge in today’s transforming industry and prepare for the workforce of tomorrow.

This Q&A has been edited for length and clarity. Experience the full webcast “The Next 100 Years: Hospitality Workforce of Tomorrow” here.

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4 Ways to Leverage AI in Your Corporate Strategy

Rendering of pathways in the human brain with a lighted background

With the swift expansion of artificial intelligence, automation tools are now readily available to corporations and consumers alike. Companies are integrating new technologies to avoid falling behind their competition and appearing out of touch with trends that matter to their employees and customers.

But the steps to incorporate and embrace emerging tech can be challenging. Expert faculty from the Graduate School of Management at Cornell’s SC Johnson College of Business identified four best practices senior executives can employ to capitalize on advancements in AI and dodge common pitfalls.

1. Innovate early – with startup partners.

In its 2022 Global AI Adoption Index, IBM reported that 35 percent of companies were using AI and 42 percent were exploring AI for future implementation. Findings from Grand View Research indicate this tech adoption will drive the market size to $1.8 billion in revenue within seven years. To remain competitive in this environment, leaders can collaborate across companies to use AI in ways that set them apart from major rivals.

Swift changes in tech-driven markets demand innovation and adaptation, but many businesses are optimized to resist change rather than embrace it, leading to fewer risks – and rewards. The hesitation to adopt can be a danger to the bottom line.

“Executives can avoid this stumbling block by implementing agile methods and building mutually beneficial partnerships with startups driving innovation in their areas of need,” said Stephen Sauer, senior lecturer of management and organizations and Entrepreneur in Residence for the college. “Established companies can benefit from the tech experimentation that is more common in newer businesses while giving these partners the wisdom of experience.”

Karan Girotra, Charles H. Dyson Family professor of technology and management, adds that when tech advances rapidly in times of political and socioeconomic uncertainty, leaders can underestimate the rate of change and overestimate the ability of past expertise in helping them tackle the environment.

“Executives need to adopt a learn-it-all, not a know-it-all, mindset. Leaders need to embrace smart, cheap and fast experimentation to try out many new initiatives and learn fast,” Girotra said.

2. Choose accuracy over convenience.

Information may be more accessible than ever, but discerning fact from fiction grows more difficult each day. The convenience and speed of generative AI make it easier for audiences to accept and share information without examination. However, the perils of using incorrect data, which range from operational shortfalls and security threats to public relations crises and financial losses, can ruin organizations.

“The increasing amounts of misinformation with which we are all confronted today – including from AI errors – can undermine our problem-solving efforts,” said Risa Mish, professor of practice of management. “Now, more than ever, leaders must be able to guide their teams in understanding what we know versus what we are assuming we know.”

According to Mish, AI exists to help us tackle complex issues in a way that balances efficiency, thoroughness and accuracy, but leaders should be willing to learn how to apply the technology responsibly.

“Corporate decision-makers should first work to comprehend core AI concepts. Then start with small-scale projects to test the tech in their operations,” Mish said. “This requires leaders to build cross-functional teams that understand the organization’s strategy and can align AI with goals.”

3. Recognize your biases.

Incorporating machine intelligence into business operations may require leaders to reassess their approach to corporate ethics. AI systems operate on data provided by humans and can perpetuate prejudices as a result. If not carefully monitored, this can lead to unfair outcomes for workers, customers and other stakeholders.

“Leaders need to be aware that we are all susceptible to biases which can negatively impact our decision-making and behavior. We naturally look for, remember, favor and interpret information in a way that confirms our previously held beliefs or values. We also discount or reject information that runs counter to these beliefs and values,” said Michelle Duguid, associate professor and associate dean of diversity, inclusion and belonging.

While AI can expedite decision-making for hiring, business forecasting, surveillance and more, Duguid encourages senior executives and their teams to take precautions against complacency. Instead, firms can develop quality assurance processes to ensure automated outputs meet their corporate standards.

“Senior executives need to be able to think strategically about potential risks and challenges, and make informed decisions that align with the company’s overall goals and values,” said Sauer. “Strategic thinking is a team effort, and the more leaders are able to build teams with diverse opinions and experiences – what we call ‘heterogeneous task cognition’ – the more successful they will be in combating any biases that might creep in with the use of AI and other digital technologies.”

4. Use AI as a supplement, not a replacement.

More than 40% of business owners are concerned about an overdependence on AI, according to a recent Forbes Advisor survey. Automation has the potential to replace human workers in certain roles, leading to job displacement, changes in employment patterns and economic disruption.

“Advances in AI and other digital technologies present businesses with a once-in-a-generation opportunity to reinvent their products and processes,” said Girotra. “At the same time, there are several pitfalls – technologies that do not live up to their promise, new business models that have no feasible path to profitability, the large negative externalities that these innovations place on society. Businesses that blindly embrace these opportunities, or those that are paralyzed by the pitfalls, are unlikely to survive.”

Looking at AI as a tool with capabilities and limits, and creating a builder culture, Girotra says, is key in taking advantage of the opportunities.

Elizabeth Mannix, Ann Whitney Olin professor of management agrees. “When leaders have self-awareness of their own strengths and weaknesses – and they are cognizant of their impact on others – they can lead with intention and create an environment in which their team members can thrive alongside AI.”

 

Faculty from Cornell University have designed online certificate programs on a variety of in-demand leadership, technology, business and finance topics, including change management and digital transformation. An AI strategy certificate from the SC Johnson College of Business is also available online through eCornell.

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Cornell Tech launches new product, technology leadership program

Students at Cornell Tech

As the demand for product managers and tech executives continues to grow, Cornell Tech has purposefully designed a flagship Product and Tech Executive Leadership Program in collaboration with eCornell, offering professionals a unique opportunity to enhance their leadership skills and take their tech innovation strategies to the next level. The program aims to equip participants with the necessary expertise to navigate the rapidly evolving digital landscape.

Designed for mid and senior-level product managers, engineering leaders and technology professionals with experience leading teams, the three-day immersive program will take place Sept. 19 to 21, 2023, at Cornell Tech in New York, NY.

Read the full story on the Cornell Chronicle.

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Cornell debuts biotech, pharma management program

Networking at Cornell Tech

As biotechnology and pharmaceutical professionals continue efforts to make advances in medicinal drug formulation, safety and efficacy, experts in the field are implementing innovations to address regulatory hurdles, research costs and global health challenges.

The new Biotech and Pharmaceutical Management Program offered through the Cornell Jeb E. Brooks School of Public Policy is designed to give leaders the opportunity to explore industry trends and cutting edge research with a cohort of peers, executives and renowned faculty from the university.

Read the full story on the Cornell Chronicle.

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Nolan School graduate champions global social change

Brian Kaufman, ’08, leads asset management for the U.S. hospitality portfolio of Blackstone Real Estate – the world’s largest owner of commercial real estate. A graduate of the Cornell Nolan School of Hotel Administration, his time in the program prepared him not only to manage this enormous portfolio, but to strengthen the underlying assets through strong operational interventions. A recent example: last December, Kaufman received the Peter G. Peterson Award ‒named for one of the firm’s co-founders and given to just one of the company’s more than 4,000 employees each year ‒ in recognition of his efforts to drive progress on Blackstone’s goal of 2,000 refugee hires across its global portfolio companies and real estate properties.

“At Blackstone, we build diverse teams because we believe they make stronger companies,” said Kaufman. “We want to use our resources and scale to provide new opportunities to thousands of courageous refugees around the world. I’m honored to be on the team leading this initiative.”

At the time Blackstone announced its refugee hiring commitment, Kathleen McCarthy, Global Co-Head of Blackstone Real Estate, said, “Blackstone’s advantage lies in our deeply integrated approach to building resilient companies and properties, and doing so at scale. Today’s commitment to 2,000 refugee hires across our portfolio reflects tremendous focus on this effort from our team and allows our portfolio companies and real estate properties to welcome a powerful spectrum of backgrounds, identities and experiences.”

Blackstone is no stranger to setting and hitting ambitious targets. Their refugee hiring target builds on the success of both their Veterans Hiring Initiative ‒ which hired more than 100,000 US veteran, veteran spouses and caregivers across Blackstone’s portfolio ‒ and their signature Career Pathways program, which aims to recruit, retain and advance diverse and historically underrepresented talent at Blackstone portfolio companies.

Cornell has also benefited from Kaufman’s commitment to social change. In addition to serving on the Dean’s Advisory Board at the Nolan School and the Advisory Board of the Nolan Center for Real Estate and Finance (CREF), he helped establish eCornell’s social impact program for students attending Historically Black Colleges and Universities. Supported by Blackstone and CREF, directed by Nolan School Professor Steve Carvell and authored by Nolan School faculty, the program has awarded more than 100 students from eight institutions eCornell’s Commercial Real Estate certificate. It gives students the guidance and tools to manage project planning, investment and financing decisions, real estate assets and more.

Spelman College alumna Amanda Kelley, now an analyst for JPMorgan Chase & Co., says the program helped launch her career and empowered her to negotiate a higher salary.

“I am grateful to have learned so much at such an early stage of my career,” Kelley said. “The program not only educated me on commercial real estate topics but allowed me to secure a salary commensurate with my worth.”

Laterrance Jackson, a Morehouse College senior and U.S. Navy veteran, earned the certificate in 2022. “The program gave me invaluable insight and real-world exposure to the field,” he said.

Significant as his impact at Cornell has been, Kaufman continually seeks out opportunities to make a difference beyond his alma mater and his workplace. He is a Board and Executive Committee member of the Altneu Synagogue on Manhattan’s Upper East Side, which helped relocate Ukrainian refugees and recently donated an ambulance to United Hatzalah, a volunteer Emergency Medical Service organization that provides free emergency medical first response throughout Israel.

Kaufman says he is humbled by the progress and impact of the programs at Cornell – and the support he has received along the way.

“The hotel business is a people business; it’s people serving people. There are no barriers to entry in pursuing acts of kindness or service to others,” he said. “As our school’s founding benefactors said, ‘Life is Service’. It is through service that our industry can be a leader of global social change.”

 

Joanne Troutman is director for social impact programs at eCornell.

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New Cornell certificate emphasizes dialogue in DEI

Photo of group dialogue with one young woman facing camera.

In 2020, hiring for diversity, equity and inclusion roles surged. According to the Society for Human Resource Management, three years later – amid recession fears – companies are cutting DEI leadership positions at a rapid and disproportionate rate, leaving practitioners to seek new ways of continuing efforts to create welcoming work environments.

Dialogue for Change, a new online certificate program from Cornell’s School of Industrial and Labor Relations and the Intergroup Dialogue Project (IDP) delivered through eCornell, provides a fresh approach to DEI for team managers and supervisors, executives and all employees interested in building equitable cultures.

“The certificate focuses on four key development areas: human connection, social identity, intergroup communication and strategic change,” said Adi Grabiner-Keinan, executive director for academic DEI education and director of the IDP. “Our goals are to develop participants’ awareness around the four development areas and to strengthen their capacity to make meaningful change at personal, interpersonal and institutional levels.”

Together with Lisa Nishii, vice provost for undergraduate education and professor in the Cornell ILR School, Grabiner-Keinan is co-author of the Dialogue for Change certificate. The duo intends for the program to help professionals promote sustainable institutional change no matter their position on the organizational chart.

In three courses – Counteracting Unconscious Bias, Dialogue Across Difference and Strategic Influence – participants learn and practice skills for intentional connection and communication, and examine ways to impact change in different spheres of influence, including within their teams and organizations. These skills, according to Grabiner-Keinan, are crucial well beyond the field of DEI.

“Skills such as active and generative listening, strategic questioning, purposeful sharing, perspective-taking, withholding judgment and questioning assumptions allow us to lead, communicate and collaborate effectively,” Grabiner-Keinan said. “They enable us to broaden our perspective, learn from a variety of people and situations, bring people together, think creatively and create meaning and vision. Unfortunately, such skills are seldom taught in schools or colleges.”

Dialogue for Change engages students in weekly live sessions. Trained IDP facilitators guide participants through practice conversations within small groups of experts and peers. Each dialogue builds on earlier coursework, enabling the cohort to use new knowledge in real time. Students who complete the program earn professional development credit hours toward human resources and project management certifications.

Each student who earns the Dialogue for Change certificate, Grabiner-Keinan says, will recognize their power to foster inclusion, connection and equity in any role. “An integral part of this program is to identify the agency and responsibility that each of us has. It’s true that leaders and supervisors have more power in institutions, but this program helps people understand that they all have power to make change interpersonally and institutionally within their workplaces.”

The Dialogue for Change certificate program is now enrolling students. Visit the program website to learn more.

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4 ESG Strategies for Corporate Sustainable Development and Omnichannel Success

Corporations play a significant role in improving global sustainability through their supply chain, production and management choices. While the careful development of eco-friendly products and services is essential, business leaders must not forget about their customers in the process. Omnichannel strategies can raise awareness of sustainable options and innovations that meet consumers where they are.

In the recent webcast, “Omnichannel Meets Sustainability: Strategies for Incorporating Sustainability Into Omnichannel Business Models,” industry leaders joined Dan Hooker, director of Cornell’s Omnichannel Leadership Immersion Program and senior lecturer in the Cornell SC Johnson College of Business, to share four corporate environmental, social and governance (ESG) strategies for achieving sustainable development goals that protect the environment, increase revenue and improve customer loyalty.

1. Adapt to Pandemic-Driven Culture Shifts

The COVID-19 pandemic has led to a shift in consumer behavior, pushing businesses to reevaluate their sustainability practices. Consumers are shopping more on phones, choosing delivery instead of in-person grocery shopping and making online orders instead of first checking out products in brick-and-mortar locations. The results are increased demand for goods that require packaging and growth in the delivery industry.

In the new homebody economy, businesses will need to get creative in reducing their environmental footprint and adopting better ESG practices.

“Our packaging commitment is to achieve 100% reusable, recyclable or compostable packaging by the end of 2025,” said Janelle Meyers, chief sustainability officer at Kellogg Company. “We have three key approaches: reducing packaging usage across our portfolio by decreasing total packaging weight wherever possible, excluding certain plastic items in packaging materials and redesigning packaging to be more recyclable or compostable, whether it is going into brick-and-mortar stores or if it’s going online.”

2. Gauge Consumer Reluctance

When customers are resistant to eco-friendly alternatives and their higher costs, businesses can increase understanding and adoption of sustainable options through education. Businesses can also emphasize the long-term benefits of environmental action, appealing to consumers’ sense of social and ethical responsibility.

“If you ask our customers if they would value more sustainable recyclable packaging, over 85% would absolutely agree. If you then ask them if they would be willing to pay for it, about 60% would agree,” said Erik Weenink, director of pricing and promotion at Giant Food, an Ahold Delhaize subsidiary. “However, when we give them the choice in the store, less than 20% of our customers will vote with their wallets.”

“At the very individual level, people have to recognize that they’re part of mitigating the impacts of climate change by actually making consumer choices. There’s a lot of opportunity to use the omnichannel approach and meet the person where they are on the educational side of the new innovations out there,” said Devry Vorwerk, founder and CEO of DevryBV Sustainable Strategies.

3. Integrate ESG Practices Companywide – and Industrywide

To genuinely embrace sustainable management, businesses must go beyond communication and escape the perception of greenwashing. ESG practices should be integrated into organizational design, logistics and budgeting.

At Kellogg Company, the sustainability core team is embedded in the supply chain, ethics and compliance organizations, with aligned goals across departments. According to Meyers, the corporation’s custom of a quarterly council enables the coordination of objectives at cross-functional global and regional levels.

Collaboration between various players in the consumer packaged goods (CPG) industry, including retailers and delivery services, is equally important for achieving sustainable development goals. These organizations can create synergies that promote environmentally responsible behaviors. When working with external contractors and vendors, corporations can improve ESG goal compliance through the transparency provided by certifications and demonstrate commitment to sustainability across the entire value chain.

“We can’t do it alone. We want to make sure that we not only say these things and set these goals, but that when we perform and report against them, that it is what we actually do,” Weenink said. “That’s why we work with third parties to provide transparency. It is through partnership that we can achieve that.”

4. Attract Customers with Sustainability Impact Programs

Sustainable practices – and effective communication of their importance – can be a powerful force in attracting eco-conscious consumers. However, corporations can also incentivize customers to choose sustainable options by making them easily accessible, affordable and beneficial. Ahold Delhaize promotes recyclable products as part of its Loop program, in which customers receive reusable containers they can later return for a rebate.

A tangible product is not always necessary to generate the same impact. In partnership with Kennedy Rice, Syngenta and Regrow, Kellogg assists growers in reducing methane production from rice cultivation. Effective marketing of programs like Kellogg’s inGrained initiative can drive consumers to purchase from these brands.

“We hosted over 200 retailtainment events. There was a booth that helps consumers understand the benefits of soil health and how our program is helping improve the soil health in the Louisiana rice program. We’re pretty excited. We just closed that pilot year. We’re looking forward to our second year,” said Meyers.

Corporations can make a significant impact by pursuing ESG efforts that promote responsible consumption and production. In this year’s Omnichannel Leadership Immersion Program at the Cornell Tech campus in New York City, global business leaders will join Cornell faculty experts to discuss best practices for engaging in sustainable development as well as optimizing the customer experience and strengthening operations through technology, data analytics and change management. Apply to participate in the program this June.

Ready to discover the latest sustainability best practices for your business? Learn about Cornell’s certificate programs in sustainable business and corporate sustainability.

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eCornell, non-profit partners tackle economic mobility

Inside the bustling Bethel Gospel Assembly and Beth-Hark Christian Counseling Center in Harlem, Minister Lyneese Straws responds to a daily rush of requests from congregants, volunteers and community members. Each person gets her full attention.

She understands that even brief interactions can change lives.

More than a decade ago, Straws transitioned from receiving services from New York-based not-for-profit Dress for Success to volunteering for the organization — just in time for its collaboration with QVC for the first National Makeover Day. As cosmetics entrepreneur Bobbi Brown applied her makeup, Straws shared that she possessed a cosmetology license and education in business: the right foundation for a beauty marketing career.

“It was unbelievable when Bobbi asked, ‘Are you working now?’ I said no,” Straws recalled. “She said, ‘Good. Now you work for me.’”

An interview in the same week secured Straws’ nine years of employment with Bobbi Brown Cosmetics. When the role ended — on the verge of the COVID-19 pandemic — she relied on severance, investments and unemployment payments, and struggled to maintain housing for her family. She returned to volunteering, this time through Bethel Gospel Assembly’s food pantry and soup kitchen at Beth-Hark.

“I’d been volunteering for six months. Beth-Hark’s former operations manager, Kendall Glaspie, under the guidance of Executive Director Michelle P. Robinson, saw leadership skills in me and asked if I wanted to participate in a pilot program with eCornell,” Straws said. “Earlier in the year, I saw an ad for eCornell and I looked at courses, but I didn’t have the funding. When opportunities like that fall in your lap, you know it’s purpose. It’s by design.”

United Way of New York City, a Beth-Hark partner, is one of several organizations participating in eCornell Transform. The new program gives working adults from underserved communities no-cost access to online courses and certificates from Cornell University, powered by eCornell, with the core goal of supporting economic mobility for all.

“The eCornell Transform program is unique because it taps into existing relationships, through our nonprofit partners, to determine a community’s workforce needs and identify adults who could meet those needs with additional training and support,” said Joanne Troutman, director of social impact programs for eCornell. “By extending educational opportunities from Cornell to those who otherwise would not have access, we aim to help individuals upskill and forge career paths that earn a living wage.”

eCornell recently completed its pilot of the Transform program, which ran in partnership with a handful of nonprofit organizations across the country, with a particular focus in New York state. With successful results across the board, eCornell now plans to secure additional partner funding and expand the program to participants in more locations.

Through the Transform program, Straws completed the Cornell project leadership certificate. The program’s six courses and live study group prepare students to influence teams, leverage emotional intelligence, drive project outcomes and foster healthy conflict. Straws’ favorite course, “Leading Project Teams,” offered her a forum of peers to discuss her work experience and ways to apply her new skills.

After completing the project leadership program last fall, she was promoted from volunteer to pantry and soup kitchen manager. In addition to ensuring smooth day-to-day operations for consumers, Straws performs administrative duties related to the center’s grants and food deliveries.

“I learned so much from the leadership certificate with Cornell. It taught me about myself and how to deal with others in team settings,” she said. “I’ve been able to use what I learned in running the pantry, and I manage over 15 volunteers in a week. It’s about getting to know the volunteers and the consumers, calling them by their names, knowing their faces, developing relationships and serving everyone in excellence.”

Earning the project leadership certificate has been vital in helping Straws serve her larger community as well. She employs skills from the program at Bethel Gospel Assembly where she co-directs ministries for adults and teens, during team ministry engagements at Horizon Juvenile Center in the Bronx and in her own marketing consulting business, Just Jump Brandstorming.

Her next step is to complete studies for a real estate license as she develops plans to create a one-stop-shop transitional housing complex that will also offer makeovers, counseling, pantry services and more.

She also hopes to complete additional certificates through eCornell.

“These are all pieces of a puzzle to make the vision come to fruition. Being a part of the Transform program opened doors for me,” Straws said. “It was invaluable because I was able to apply it to so many areas of my life — in ministry, in helping the community, within myself. In every moment, God allows me to be a part of the bigger picture, which is to help rebuild someone’s life.”

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Entrepreneurship program emboldens spice startup founder

For Abena Foli, the farm-to-table lifestyle is a birthright. Each day she uses the knowledge she gained from growing up on her father’s farm in Ghana to enrich her career as a food scientist and regulatory affairs leader.

“Working in the food industry, I get to sit in marketing ideation sessions, and research and development meetings. Whenever we talk about innovation in ingredients or products, West Africa is never mentioned,” said Foli, who now lives in Texas. “There was a lack of West African-originated products on shelves. I wanted to leverage my food science background as well as my West African heritage to solve that problem.”

She decided to start small for maximum impact: “When people are new to cuisines,” she said, “they tend to try seasonings first.”

Foli founded POKS Spices in 2016 to bring flavors from West Africa into American home kitchens. In 2021, she became one of the 60,000 women to participate in the certificate program offered by the Bank of America Institute for Women’s Entrepreneurship at Cornell, which is managed by the Cornell Law School and powered by eCornell.

Funding from Bank of America makes it possible for the students to gain the skills and resources to build a successful venture – and earn a business certificate from the university – at no cost.

Read the full story on the Cornell Chronicle Website.