How Should David Newman And Millipore Measure Success

1. How should David Newman and Millipore measure success? Could there be a difference between David’s view and the company view?

For David Newman and Millipore, there are three key areas that will be considered as metrics for success. The first is key metric is energy consumption and conservation, the second key metric is product sustainability and ecological impact, and the third metric is employee participation in sustainability programs, these metrics will help determine if Millipore is on the path to sustainability or adjustments have to be made to reach their goal.

The first metric will focus on their understanding how well their global factories are adapting to a more energy efficient system and determine whether or not the steps they

Newman and Madaus are focused on developing a sustainable organization, that being said, Millipore as an organization has the same views as Newman but the level of knowledge and commitment could be a bit questionable. Principally, the idea of sustainability is ingrained in both parties, although one party has a clearer view, their ideology on the subject are still on the same page. In conclusion, both Newman and Millipore see the importance of sustainability for its future, but their level of understanding on the topic isn’t at the same level

Though carbon offsets are an investment for a better future, Millipore would still have to create more sustainable programs for themselves to be considered as a sustainable organization. From my perspective buying carbon offsets would be like patching together a quick fix solution, it is the perfect example of low hanging fruit projects. Essentially, this is a way to kick off project but not a long-term solution, for Millipore purchasing carbon offsets is a start, but creating a change in behavior and finding other ways to create answers to solve the issue of sustainability would be the perfect future