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GOLDEN for Sustainability
An Introduction
2
• A global community of 160 scholars in 60 universities in 22
countries, covering all relevant disciplines in management...
EUROPE
Bocconi U.
City U. London
Copenhagen BS
Cranfield U..
Erasmus U.
ESADE
ESSEC
ETH Zurich
Exeter U.
HEC Paris
HWZ Zur...
How do companies innovate and evolve
towards sustainable enterprises?
1. What factors facilitate or hinder the evolutionar...
Business vs. Enterprise
Model Innovation
BUSINESS MODEL
• Go-to-market strategy
• New ways to involve value-
chain partner...
TOMORROW
TODAY
INTERNAL EXTERNAL
Business Model Innovation
New products and competencies
Enterprise Model Innovation
Minds...
Working with Enterprises
7
StrategizeMeasure Experiment
Combining external and
internal assessment of
sustainability integ...
8
Strategize Experiment
Impact assessment of your company’s sustainability strategy
 Using the GOLDEN Observatory data wi...
The “GOLDEN Observatory”?
• A global data-base of corporate
sustainability change initiatives
• Already more than 37.000
i...
• Sustainability integration within
– Processes/systems
– Mindsets
• At different levels of analysis
– group, unit, indivi...
Integration Assessment (Example)
Expected Output:
• Maturity assessment of function
per issue or sustainability domain
• C...
12
Measure Experiment
Co-Development of an innovation and change strategy
 A fact based development (or refinement) proce...
Potential Interventions:  Governance models
o Strategic decision making and resource allocation
o Supply chain management...
Group 1: Standardized/prescriptive reporting for Suppliers
• Workshop
• Imposes specific reporting framework on suppliers
...
Working with National and
International Organizations
Sustainable Enterprise Model Innovation Labs (SEMI Labs)
support…
Go...
Objectives
• Speed up and improve
sustainability-driven change in
private sector
• Build evidence-based selection of
the m...
The GOLDEN Difference
1. Emphasizing innovation and strategic change
 Focusing on internal change initiatives, identifyin...
Thank You!
For additional information visit:
www.goldenforsustainability.com
For any query, please email to
info@foundatio...
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Golden General Introduction

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General Information on the GOLDEN for Sustainability Program

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Golden General Introduction

  1. 1. GOLDEN for Sustainability An Introduction
  2. 2. 2 • A global community of 160 scholars in 60 universities in 22 countries, covering all relevant disciplines in management, social, environmental and neuro-cognitive sciences • Co-developing a multi-method design to study how firms learn to “evolve” towards sustainable enterprises… • Collaborating with institutions and companies based on the principles of engaged scholarship (Van de Ven, 2007)... • … to co-design and execute engaged field experiments tackling firms’ strategically relevant sustainability issues What is GOLDEN?
  3. 3. EUROPE Bocconi U. City U. London Copenhagen BS Cranfield U.. Erasmus U. ESADE ESSEC ETH Zurich Exeter U. HEC Paris HWZ Zurich IESE LBS Sant’ Anna, Pisa Stockholm U. U. of Bologna U. of Bucharest U. of Granada U. Politec. Madrid WU Vienna, Wageningen U. SOUTH AMERICA Centrum (Peru) Fundação Dom Cabral University Sao Paulo SOUTH AFRICA: U. of Cape Town Stellenbosch U. AUSTRALIA: Griffith U. U. Techn. Sydney INDIA: Tata Institute on Sustainability, IIM Bangalore, XIMB, MDI Gurgaon CHINA: CEIBS, DeTao Academy, Fudan University, SASS,, Tsinghua U. CORPORATIONS ACEA, Balbo Group, Coop, Enel, Microsoft, Nike, OMV, Rossing, Santam, SNAM, ST M Electronics; Telecom Italia, Terna, Unicredit, Woolworths SA Our Global Network INSTITUTIONS/NGOs: ABIS, Conntect4Climate, Forum for Future, Great Place to Work, GRLI, REOS, Resilience Center, UNEP, UNGC, UNIDO, UNEP FI PSI, World Bank Institute, WWF RUSSIA: St. Petersburg U. SE ASIA AIT Thailand De la Salle U., Phllippinnes 3 Researchers or managers of the following institutions are currently engaged with GOLDEN: NORTH AMERICA Boston College Boston University Concordia U. Harvard U. MIT Queen’s University Rutgers U. U. Of Illinois at Urbana C. U. of Minnesota U. of Oregon U. of Toronto U. of Virginia U. of Western Ontario ISRAEL IDC Herzliya
  4. 4. How do companies innovate and evolve towards sustainable enterprises? 1. What factors facilitate or hinder the evolutionary processes towards the complete integration of sustainability throughout the various elements of the business model of the company? 2. What are the most effective innovation, change and learning approaches to enhance these complex evolutionary processes? Core Research Question: 4
  5. 5. Business vs. Enterprise Model Innovation BUSINESS MODEL • Go-to-market strategy • New ways to involve value- chain partners • No change in back-office, support functions • No change in purpose, identity, values • 1 company, many BMs ENTERPRISE MODEL • Redefinition of purpose, values, identity • Consequent adaptation of governance and strategies • Adaptation of all functions to involve all relevant stakeholders in key decisions • 1 company, 1 EM 5
  6. 6. TOMORROW TODAY INTERNAL EXTERNAL Business Model Innovation New products and competencies Enterprise Model Innovation Mindsets, consciousness and social capital Efficiency Enhancement Cost reduction Risk Protection Proactive stakeholder engagement The Journey to sustainable enterprise 6
  7. 7. Working with Enterprises 7 StrategizeMeasure Experiment Combining external and internal assessment of sustainability integration: 1 External impact assessment of change initiatives and firm sustainability performance 2 internal assessment of sustainability integration within processes structures and managers’ mindsets Based on the results of the assessment: 1 Prioritizing sustainability issues for each function and business unit 2 Setting targets to achieve for each priority issue 3 Co-develop a Roadmap to guide future sustainability integration steps Based on previous steps: 1 Co-design pilot projects to identify best change approach 2 Observe deployment of change interventions at different levels of analysis (firm, function, individual) 3 Pre- & Post-intervention impact assessment 4 Short-cycle feedback and learning 5 Scale up successful change interventions
  8. 8. 8 Strategize Experiment Impact assessment of your company’s sustainability strategy  Using the GOLDEN Observatory data with more than 37.000 recorded initiatives  Benchmark with industry competitors and cross-industry best practices  Analyzing alignment of sustainability initiatives with sustainability strategy Maturity assessment of the sustainability integration  Evaluation of embeddedness of sustainability strategy in actions and mindsets  Development & deployment of a web-based survey on sustainability mindsets  Preparing the base for future measurements to assess developments over time Measure
  9. 9. The “GOLDEN Observatory”? • A global data-base of corporate sustainability change initiatives • Already more than 37.000 initiatives are recorded across industries • Data source: Corporate sustainability and annual reports • Method: systematic coding of qualitative information 9 Output: • Impact assessment of change initiatives within and across industries • Comparative analysis with companies within and across industries
  10. 10. • Sustainability integration within – Processes/systems – Mindsets • At different levels of analysis – group, unit, individual • Across types of units – functions, SBU, countries Sustainability Integration Assessment Unit A Unit B Unit C Unit D Integrationinprocesses Integration in mindsets General visualization What explains differences across regions, functions, individuals? 10
  11. 11. Integration Assessment (Example) Expected Output: • Maturity assessment of function per issue or sustainability domain • Comparisons across levels of seniority, gender, functions, units • Estimate an integration model at different levels of analysis: what factors explain varying levels of sustainability integration across units and among individuals? Unit 1 Governance & Accountability Performance ...... ... ... Unit A Unit B Unit C ... 4 2 Business Planning 11 Assessment Tools: • Web-based management survey • Interview tools for top-management
  12. 12. 12 Measure Experiment Co-Development of an innovation and change strategy  A fact based development (or refinement) process of an innovation and change strategy towards sustainability for each participating function/unit.  Setting of key sustainability targets & identification of the necessary steps Potential Activities: • Workshops to discuss assessment and to prioritize sustainability issues • Consultations with relevant stakeholders of each engaged functions • Selection of alternative approaches for the selected sustainability issues (e.g. simulation, crowd sourcing, etc.) Strategize
  13. 13. Potential Interventions:  Governance models o Strategic decision making and resource allocation o Supply chain management o Integrated reporting o HR (e.g. incentive systems) o R&D (e.g. design for environment) o Leadership development o Cultural change o others 13 Measure Corporate Field Experiments  Selected interventions deployed through pilot projects  Comparing impacts of alternative approaches tackling a given sustainability challenge on a pre-post-intervention-assessment basis  Comparing alternative approaches to a control group without intervention  Key lessons are distilled for eventual scaling up of the pilot Strategize Experiment
  14. 14. Group 1: Standardized/prescriptive reporting for Suppliers • Workshop • Imposes specific reporting framework on suppliers • Focus: high levels of efficiency and rapid adoption Group 2: Flexible/participative reporting • Workshop • Allows suppliers to indicate the most critical reporting areas and to apply their professional knowledge and expertise to them • Focus: higher levels of learning and commitment to the task Group 3: No reporting • Workshop Control Group: No workshop – no reporting 14 Supply Chain Management: Insurance Industry Corporate Field Experiments (example) Goal: Change of environmental awareness and behavior of suppliers in motor body repair supply chain by the introduction of reporting P R E - M E A S U R E M E N T P O S T - M E A S U R E M E N T
  15. 15. Working with National and International Organizations Sustainable Enterprise Model Innovation Labs (SEMI Labs) support… Governments’ capacity to: • Collect data related to SDGs and COP21 targets • Stimulate mindset/behavioral change in private sector • Support sustainability-driven innovation in enterprise models Private sector capacity to: • Change/adapt core elements of the enterprise model • Learn to change and adapt elements of the enterprise model
  16. 16. Objectives • Speed up and improve sustainability-driven change in private sector • Build evidence-based selection of the most effective approaches to tackle specific sustainability challenges • Create effective learning processes within companies to generate and scale up enterprise model innovation • Speed up the diffusion of successful (pre-competitive) innovation within and across sectors Collaborative Field Experiments (SEMI Labs) Actions • Governments set up a national “lab” where companies work with advisors and academic experts • Governments to create positive motivation to engage in labs (incentives, recognitions, etc.) • Lab members to co-design field experiments to tackle specific SDG challenges and compare impacts of alternative approaches through experimental designs deployed within organizations
  17. 17. The GOLDEN Difference 1. Emphasizing innovation and strategic change  Focusing on internal change initiatives, identifying their impact  Supporting the development of change capacity 2. Providing neutral space for experimentation  Scientifically rigorous measurements innovative interventions  Cost-effective innovative interventions 3. Knowledge leadership for you in your sector  Leveraging the observatory on sustainability initiatives at industry level  Assessment of maturity levels in sustainability integration across functional, business and geographic units, as well as at individual level 4. Enhancing its sustainable enterprise model  Identifying factors explaining varying levels of integration across functions Design of unit-tailored roadmaps to sustainability, piloting change projects  Scaling up of successful pilot change projects 17
  18. 18. Thank You! For additional information visit: www.goldenforsustainability.com For any query, please email to info@foundationgolden.org

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