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The Innovation Bottom Line: How Sustainability is Paying Off

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The Innovation Bottom Line: How Sustainability is Paying Off

  1. 1. The Innovation Bottom Line How Sustainability is Paying Off February 2013
  2. 2. 1 Copyright©2012byTheBostonConsultingGroup,Inc.Allrightsreserved. Presenters David Kiron Ph.D. is executive editor of MIT Sloan Management Review’s Big Ideas Initiatives David Kiron Eugene Goh Eugene Goh is a Principal in the Oslo office of The Boston Consulting Group, and a core member of its Strategy practice
  3. 3. 2 Copyright©2012byTheBostonConsultingGroup,Inc.Allrightsreserved. Introduction to the BCG-MIT SMR Sustainability partnership The BCG-MIT SMR Partnership The BCG-MITSMR Sustainability & Innovation Partnership is a joint undertaking with the objective of determining how the challenges and opportunities presented by sustainability will transform management in the twenty-first century 2012 Study fourth in the series 201120102009 2012
  4. 4. 3 Copyright©2012byTheBostonConsultingGroup,Inc.Allrightsreserved. We found a core of companies combining profitability and sustainability through innovation... ...we call them Sustainability-Driven Innovators 37% say they have profited from sustainability activities... ...and of those: 9% don't know 28% have not changed their business model 63% have changed their business model
  5. 5. 4 Copyright©2012byTheBostonConsultingGroup,Inc.Allrightsreserved. Four key elements driving profitability of sustainability Business model innovation Business case Customer collaboration and focus Top management attention 1 2 3 4 Best practice Key driver
  6. 6. 5 Copyright©2012byTheBostonConsultingGroup,Inc.Allrightsreserved. ...and customer collaboration and focus 87 % ...that also have a business case 73 % Companies with 3 or 4 business model changes1 59 % Companies with business model innovation (average) 46 % Companies with no business model innovation 26 % 40 20 0 ...and top management attention Share of companies who say sustainability adds profits 100 80 60 90 % Companies combining four key elements more likely to profit from sustainability 1. Including both "target segments" and "value chain processes" Source: 2012 BCG-MIT SMR Sustainability and Innovation Survey 1 2 3 4
  7. 7. 6 Copyright©2012byTheBostonConsultingGroup,Inc.Allrightsreserved. Six elements of business model 1 Value proposition Operating model Business model Target segment(s) Product/service offering Revenue model Value chain Cost Model Organization
  8. 8. 7 Copyright©2012byTheBostonConsultingGroup,Inc.Allrightsreserved. Business model innovators more likely to profit from sustainability -47% +74% 10 % Do not know impactSustainability breaks even 29 % 46 % 26 % 20 0 Sustainability reduces profit 11 % Companies' evaluation of financial impact of sustainability 80 14 % 27 % 60 40 37 % Sustainability adds profit Companies with business model innovation Companies with no business model innovation Increased awareness Increased profit Source: 2012 BCG-MIT SMR Sustainability and Innovation Survey 1
  9. 9. 8 Copyright©2012byTheBostonConsultingGroup,Inc.Allrightsreserved. Changing 3+ business model elements increase profits Source: 2012 BCG-MIT SMR Sustainability and Innovation Survey 0 50 % 2 40 % 1 37 %40 60 80 Share of companies who say sustainability adds profits 20 0 59 % 3 or 4 (average) 26 % 3 or 4 including "value chain processes" and "target segments" 1 Number of business model elements changed
  10. 10. 9 Copyright©2012byTheBostonConsultingGroup,Inc.Allrightsreserved. Kraft example: Pioneering in sustainable sourcing opening for new consumer segments and double-digit growth 1 Rainforest Alliance Certified Seal generating double-digit growth Sales of instant and espresso coffee doubled when introducing 100% sustainable sourcing Committed to only using sustainable raw materials in European coffees from 2013 15% of brands carry Fair Trade or Rainforest Alliance labels Value chain innovation with sustainable sourcing... ...opening for new consumer segments
  11. 11. 10 Copyright©2012byTheBostonConsultingGroup,Inc.Allrightsreserved. Dell example: Packaging innovation to satisfy customer needs leading to a sustainable solution • Clients want strong packaging to avoid damage • Dell wants lighter packaging to reduce shipping cost • Fast-growing and sustainable bamboo as substitute for paper • 70% of notebooks shipped in bamboo Customer dialogue on packaging... ...leading to packaging innovation 1
  12. 12. 11 Copyright©2012byTheBostonConsultingGroup,Inc.Allrightsreserved. Business model innovators more likely to have business case ...thus better able to demonstrate that sustainability adds to profits 1. Of which both "target segments" and "value chain processes" are changed Source: 2012 BCG-MIT SMR Sustainability and Innovation Survey 20 Share of companies with business case 80 60 40 0 26 % Companies with no business model innovation 38% +99% 58 % Companies with business model innovation (average) 51 % 20112010 30 %32 % 60 40 2012 20 +25% 80 Share of companies with business case 0 38 % Companies with 3 or 4 business model changes1 2 More companies establish a business case for sustainability Twice as many business model innovators have business case
  13. 13. 12 Copyright©2012byTheBostonConsultingGroup,Inc.Allrightsreserved. Marks & Spencer example: Plan A outlining sustainability commitments in 7 areas 2 Source: Marks & Spencer - How We Do Business Report 2012
  14. 14. 13 Copyright©2012byTheBostonConsultingGroup,Inc.Allrightsreserved. Marks & Spencer example: Plan A outlining sustainability commitments in 7 areas 2 Source: Marks & Spencer - How We Do Business Report 2012
  15. 15. 14 Copyright©2012byTheBostonConsultingGroup,Inc.Allrightsreserved. Sprint example: Focus on hard numbers and intangible values from sustainability 2 • Sprint accepts lower hurdle rates in sustainability business cases – E.g. when investing in making phones easy to take apart to recycle waste • Sprint recognizes that many sustainability activities are difficult to measure, but have an inherent strategic logic – E.g. value of achieving high positions in global sustainability rankings Hard numbers in business cases Intangible values for the brand
  16. 16. 15 Copyright©2012byTheBostonConsultingGroup,Inc.Allrightsreserved. For the innovators, customer collaboration & focus and top management attention are additional contributors to profits Note: Only respondents replying that they have changed their business model are included Source: 2012 BCG-MIT SMR Sustainability and Innovation Survey 3/4 80 55 % 36 % No customer influence Customer influence Not permanent on agenda Permanent on agenda 20 40 60 53 % Share of companies who say sustainability adds profits Not increased collaboration Increased collaboration 39 % 0 61 % 38 % 100 Customer collaboration on sustainability issues Customer influence on sustainability agenda Top mgmt attention on sustainability agenda
  17. 17. 16 Copyright©2012byTheBostonConsultingGroup,Inc.Allrightsreserved. Five recommendations for profitable sustainability Lead from the top and integrate the effort Measure and track sustainability goals and performance Collaborate beyond the boundaries of your organization Understand your customers and their willingness to pay for sustainability Be prepared to change your business model

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