September 25, 2013
In a time where organizations are under an intelligence platform to gain knowledge, processes and technologies to maintain profitability and brand optimization can sustainability been considered the tour de’ force solution. The economics and swift speed of information flow places companies despite size to understand some forms of the big data pie to manage their ecosystem while delivering profitability, efficiency and believe it or not sustainability.
Shareholders and stakeholders are keen to the life cycle and shelf life of their company. Further, supply chains are integrated to the ultimate success of thier Tier 1 or OEM as the wealth, risk, reward is shared proportionally to one’s position. The consideration of the title “Sustainability and the great recession” are ties that bind no matter if the goal is to garner a reflexive response there is light ahead.
The Guardian reported, “Every three years Accenture and the UN Global Compact take the pulse of global business opinion on sustainability, via the largest in-depth CEO study in the world. This year we surveyed the opinions of 1000 CEOs in countries all over the world and conducted in-depth interviews with 75,” in which the study’s findings were published in full at the UN Global Compact Leaders Summit in New York.
What was learned that “financial pressures do continue to hinder CEOs efforts to advance sustainability innovations within their organisations. This year, a small majority of CEOs reported a lack of financial resources as the single largest barrier to implementing an integrated and company-wide approach to sustainability. However, it is still a minority of CEOs (albeit a significant one at around 40%) who report that economic conditions as such have made it more difficult to embed sustainability into core business. We mustn’t forget that financing innovations sometimes seen as not directly linked to business value has always been difficult for progressive CEOs – in rain or shine. Nonetheless it is somewhat disappointing that only a third of European CEOs see the downturn as a spur to increase their company’s focus on embedding sustainability into core business, in a bid to heighten competitiveness. This highlights the crucial importance of techniques to measure the business value of innovations.”
The opportunity to enable sustainability draws out profitability. It is as simple to as desire for information without investing in technology. Sustainability is an investment of distinct application that changes the system to advance, identify and determine profitability.
The numbers cannot be extracted without looking at the culture and leadership styles of the CEO’s surveyed. The soft side or glue in intelligence can be found by:
1) How knowledge is acquired. Is acquired in the small groups or by broadening the data pool.
2) If intelligence is appreciated, supported and utilized then how is it used and to what end.
3) Acceptance of change and its applications. If a company understands the probability of a changing effect that is a certainty then new thinking is a beneficial tool.
Sustainability as process supports growth and change under the rubric of today and the tomorrow relationship. The deliverables do not lie and the leadership styles are reflective of the intent and motivation to embrace the application, and veracity of the company’s sustainability.
One, step is to apply sustainability matrices in the study to determine how to create a culture of sustainable companies. Two, define what has been identified across the pond that is not in the U.S.. Last, identifying the core value within this deliberate system to maximize shareholder value. Other drivers than cost can lead to the lack of penetration of sustainability. As I like to say, “what you don’t know, you don’t know”. Companies and leadership need new tools and models for elevating leverage and corporate responsibility.
Sustainability can be applied so that value is produced while change is manifested over the hurdles of adversity.