Sustainability Nears a Tipping Point

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Sustainability Nears a Tipping Point

  1. 1. In collaboration with RESEARCH REPORT SPRING 2012 FINDINGS FROM THE 2011 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT Sustainability Nears a Tipping Point SPONSORSFriday, January 20, 2012
  2. 2. MIT SLOAN MANAGEMENT REVIEW 2011 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT The Sustainability Movement Nears a Tipping Point Some 70% of respondents who say their companies have put sustainability on the management agenda say they have done so in the past six years — and from this group, 20% say it’s happened in the past two years. © Massachusetts Institute of Technology, 2012Friday, January 20, 2012
  3. 3. MIT SLOAN MANAGEMENT REVIEW 2011 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT Most Managers Believe a Sustainability Strategy Is a Competitive Necessity Three times as many respondents say that sustainability is critical to being competitive now than say that it is not critical now but will be important in the future. © Massachusetts Institute of Technology, 2012Friday, January 20, 2012
  4. 4. MIT SLOAN MANAGEMENT REVIEW 2011 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT Embracers vs. Harvesters Compared to other companies, Embracers are three times more likely to be Harvesters. © Massachusetts Institute of Technology, 2012Friday, January 20, 2012
  5. 5. MIT SLOAN MANAGEMENT REVIEW 2011 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT Companies Are Upping Their Sustainability Commitments Three years of data indicate a striking increase in the levels of time and resources managers are committing to sustainability. © Massachusetts Institute of Technology, 2012Friday, January 20, 2012
  6. 6. MIT SLOAN MANAGEMENT REVIEW 2011 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT Resource-Intensive Industries Lead the Way Resource intensive industries have the highest direct impact on their physical and social environments. Their early adoption of sustainable practices is often linked to their long-term license to operate — and can also confer competitive advantage. © Massachusetts Institute of Technology, 2012Friday, January 20, 2012
  7. 7. MIT SLOAN MANAGEMENT REVIEW 2011 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT External and Internal Drivers of Sustainable Business Practices Customers’ preference for sustainable products and services is a significant external driver of business model innovation. © Massachusetts Institute of Technology, 2012Friday, January 20, 2012
  8. 8. MIT SLOAN MANAGEMENT REVIEW 2011 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT Emerging Markets Have a Strong Commitment to Sustainability Emerging markets’ commitment to sustainability is increasing at a faster pace than in developed countries. © Massachusetts Institute of Technology, 2012Friday, January 20, 2012
  9. 9. MIT SLOAN MANAGEMENT REVIEW 2011 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT Europe Seen as Sustainability Leader Developed countries, home to more mature companies and industries, are still regarded as the regions with the best approaches to sustainability. © Massachusetts Institute of Technology, 2012Friday, January 20, 2012
  10. 10. MIT SLOAN MANAGEMENT REVIEW 2011 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT Harvesters Have Strong Organizational Support Compared to Non-Harvesters, Harvesters are significantly more likely to have strong CEO commitment to sustainability, a separate sustainability report, a separate sustainability function, a business unit focus on sustainability and a chief sustainability officer. © Massachusetts Institute of Technology, 2012Friday, January 20, 2012
  11. 11. MIT SLOAN MANAGEMENT REVIEW 2011 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT Harvesters Link Sustainability and Performance Harvesters are far ahead of Non-Harvesters when it comes to measuring sustainability-related key performance indicators (KPIs) and connecting sustainability performance with financial incentives. © Massachusetts Institute of Technology, 2012Friday, January 20, 2012
  12. 12. MIT SLOAN MANAGEMENT REVIEW 2011 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT Sustainable Practices Improve Collaboration Profiting from sustainability goes hand in hand with greater collaboration among many groups, both internal and external to the organization. © Massachusetts Institute of Technology, 2012Friday, January 20, 2012
  13. 13. sloanreview.mit.edu © Massachusetts Institute of Technology, 2012Friday, January 20, 2012

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