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TBLI AcademyEngaging your Organization for
Environmental Social Governance (ESG)
2008 TBLI conference, EuropeAmsterdam, 13-14 November 2008
Industry, Markets and CustomersMacro Business Perspective
What the ELP – TBLI Academy stands for
• 1) Informing companies - the landscape and next gen business
• 2) Engaging with leaders and their teams at both the rational and emotional levels
• 3) Enacting the business plan in a sustainable way
Ministers’ LunchRéunions informelles des ministres en charge de l'environnement et de l'énergie
Learning Journeys
CSR and Strategy
“The current economic cycle doesn’t represent a cycle, but a reset –CSR and strategy have to become part of the same conversation instead of competing ones.”- Jeff Immelt, CEO GE, BSR conference, 2008 New York
Next Generation Business
Existing Paradigm – Existing Business and Organizational Models
Vs.
New Paradigm – New Business and Organizational Models
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ROI on Sustainable Investment
Source: Lawrence M. Miller: Sustainable Wealth, 2008
• What rights are being sold (and bought)?• What assets are involved?
– (physical, financial, intellectual, human)– Things are created or invented, distributed, used
and brokered or matched with buyers– Beyond serving needs– To what extent was scarcity vs. plenty considered– What is the lifecycle of this business model?
Industry, Markets and CustomersValue mappingHero’s JourneyLandscape OrientationMust-win Battles
Macro Business Perspective
20-20 viewNew External RealitiesFuture FactsForecasting and BackcastingTrendpullingStakeholder Mapping
Supporters
Agnostics
Antagonists
Champions
Cynics
Isolate
Convert
Surround
Encourage
Stimulate
“They”
“We”
“It’s a job”
“Yes, but”
“I’m proud”
Commitment Curve
ContactAwareness
Understanding
Positive Perception
Implem
entation
Adoption
Institutionalization
Internalization
Contact
Business Model Canvas
16Source: Alex Osterwalder
Business 3.2
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New Business Models
• For the TRANSITION in which the incentive system will remain
• Shareholders Stakeholders• Production costs True costs• Efficiency Effectiveness and Efficiency• Monetary value Overall value• New measures of well-being, beyond GDP
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New Business Models
• Shareholders Stakeholders
• Production costs True costs
• Efficiency Effectiveness
• Monetary value Overall value
New measures of well-being, beyond GDP
Sustainability vs. Sustainability
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Unsustainable Behavior
Sustainable Behavior
Sustainable Company
Unsustainable Company
Companies with a success
formula that no longer works
Strategy & Financial Perspective
Industry Laggards
e.g., Body Shop after 10 years
Greenmail
Business 3.2
Behavioral Perspective
Aspen Principles for Long Term Value Creation
• 1) Define metrics of long term value creation – Maximize future value – even at the expense of lower near-term earnings– Understand firm-specific issues– Look into industry best practices