The Tufts University programme reflects a perfect example of how an organisation should manage its resources and spend money properly. The program’s commitment to climate change is the first and foremost factor why the University succeeded in the implementation of the strategy. The University proved to be smart in decision-making and schedule planning. They also demonstrated that it is essential to work cooperatively on the problem in order to solve it and not just identify it. Tufts University introduced the buildings consuming a reduced amount of energy and improved the energy efficiency in their new buildings.
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The transport they use at the Tufts is represented by the electric cars donated by Toyota. This helped the University to increase the amount of gas savings and not to use their larger delivery vehicles in every case. One of the most exciting points about the program is the fact that even the students were involved in it. They were told to turn off their computers and room lights through education, and that ultimately helped the University to economize electricity and, subsequently, the money they spent on it. The university-wide policies addressed the reliability of the current system and environmental impacts.
The lesson that other institutions might want to learn from the Tufts example is that, in fact, the implementation of such a system is not an impossible task. Similar to the reviewed case, other universities might use an equivalent strategy for their projects. For instance, this kind of strategical planning might be used in the institution that wants to cut electricity costs. In this case, the University convenes an expert crew to calculate all the possible risks and problems that may arise.
In search of a painless and the most effective way to implement the technology, the University most likely would also ask for assistance from sponsors or initiative management. This is a common practice, so there should be no complications when introducing the new technology into the everyday life of the University. Working cooperatively, the management of the University and the expert executives would form a committee that would perform the necessary risk assessment and calculate the future impact of the solar panels on the electricity costs cut ratio and foreseeable environmental profit.
Regardless of the apparent benefits of implementing the strategy, there are several drawbacks linked to the program. The first possible obstacle on the way to the successful application of the strategy is the finiteness of resources available to the institution. The installation and launch procedures are time- and money-consuming and the chances to create an accurate spending list are really low in the realities of modern institutions. Another prevalent issue might be the lack of skilled staff that would do the job for the University. The expert team might also have a set of goals and inspirations that differ from the ones embraced by the institution, and the outcome is unpredictable.
An inappropriate act of installation of the technology is most likely going to end in supplementary expenses for the institution, and both the crew and the University are going to lose one of the most often underrated resources in the business – the time they have on their hands. It is crucial to foresee the possible risks and bottlenecks of the big-scale and costly projects and perform immediate actions in the case of an emergency. The proper risk and resources management is the key factor in the successful implementation of the technologies in modern institutional environments.