We all have people we admire. We examine their backgrounds or actions in the hope of replicating their success. Companies study objects of admiration too. They dedicate financial and human resources to studying other successful organizations.
These efforts pay dividends when companies respond to megatrends, such as sustainability. Over the past 18 months I studied how every 2010 Global Fortune 500 company is addressing sustainability.
First I reviewed all publicly available information. Then I organized these companies into quartiles. To create these quartiles, I assigned one point to each company every time it appeared on the most recent edition of each of eight prominent sustainability indexes. I termed the companies in the top quartile of companies on the basis of points "Sustainable Market Leaders." Finally I conducted more than one hundred interviews with Sustainable Market Leaders' executives.
Five hallmark tactics of Sustainable Market Leaders emerged. These tactics are commonly applied by companies regardless of industry or geographic location. The five hallmark tactics of Sustainable Market Leaders are:
1. They take a fresh approach to sustainability.
Many companies view sustainability as a series of risks to be managed. At best, this approach increases the likelihood of "status quo" performance. More and more Sustainable Market Leaders, on the other hand, view sustainability as opportunity.
Consider Australia and New Zealand Banking Group (ANZ). ANZ recently sought to grow by solving a social challenge in Cambodia. Their research showed that only 1 out of every 28 Cambodians had a bank account. The younger generation was moving from rural parts of the country to Phnom Penh for higher wages. In lieu of transferring money between bank accounts, Cambodians relied on taxi couriers to physically transfer money to relatives outside the city.
ANZ viewed solving this social problem as an opportunity. Their mobile money solution, Wing, has provided a return for ANZ, new employment opportunities for Cambodians, and a less expensive, more reliable payment solution Cambodians as well.
2. They change direction to pursue opportunity.
Imagine your company's stock price grew 200 percent more than a major stock index over a six-year period. Would you change your company's direction? Johnson Controls did.
Between 2001 and 2006 Johnson Controls' stock price grew by 200 percent, compared to the DJIA's eight percent performance growth. Yet the company introduced a new CEO in late 2006. Soon after Stephen Roell's installation as CEO, the company embarked on an ambitious overhaul of its vision, mission, and strategy.
A critical assessment of events to come suggested a commitment to sustainability would be prudent. Johnson Controls crafted a new vision -- create a more comfortable, safe and sustainable world -- as their path for continued growth. To carry out its vision, Johnson Controls added sustainability to its set of core values and set about cascading that focus throughout its business units, departments, and geographic locations.
Eric, Wonderful article,
Eric,
Wonderful article, thank you, and best of luck with the upcoming book!
I recently did some research for a client in the organics sector of the green solutions market. There are many small emerging companies out there who are pushing the envelope to bring us environmentally friendly products and innovative technologies that promote sustainability.
With good management, consumer support and investor awareness, these companies have the potential to become market leaders like Whole Foods and First Solar. Their growth also creates jobs! It is very exciting to be involved with such a company.
My full post and links to research reports can be found at:
http://guardian-fsg.com/blog/2011/05/18/emerging-green-stocks-investing-...
Check it out.
Check it out.
Wow! This article is so
Wow! This article is so interesting. I'm currently a business undergraduate student who is very interested in sustainability. I very much agree that, "Often sustainability initiatives are sparked by grass roots efforts. But these efforts just as often run out of steam." There has to be a point at which businesses need to stop becoming sustainable simply because of outside pressures, and start to do it because it's a priority that should be important to everyone in the business as well. Thank you for reinforcing my decision to study businesses and sustainability from the inside out.