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In collaboration with RESEARCH REPORT WINTER 2012 FINDINGS FROM THE 2011 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT The Survey Questions and Responses Access the full online
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In collaboration with RESEARCH REPORT WINTER 2012 FINDINGS FROM THE 2011 SUSTAINABILITY & INNOVATION GLOBAL EXECUTIVE STUDY AND RESEARCH PROJECT The Survey Questions and Responses Access the full online report Sustainability Nears a Tipping Point at mitsmr.com/sust2012 Special Report SUSTAINABILITY NEARS A TIPPING POINT The Survey: Questions and Responses 1. What are the primary business challenges facing your organization over the next two years? (Please select your top three) Innovating to achieve competitive differentiation Growing revenue Reducing costs and increasing efficiencies Profitably acquiring and retaining customers Responding effectively to disruption of our business model Increasing operating speed and adaptability Attracting, retaining and motivating talented people Responding effectively to threats and opportunities of Responding effectively to threats and opportunities of globalization 2. What factors does your organization consider as part of? (Please choose all that apply) Increased emphasis on long-term perspective Economic of the organization Corporate social responsibility issues Employee health and well-being Environmental issues Customer health and well-being Safety issues None of these 3. Is pursuing -related strategies necessary to be competitive?, but will be in the future 4. Is the term concrete and useful?, but it is the best term available No, I would suggest (please use commas to separate multiple suggestions) 5. Has your organization s business model changed as a result of? I do not know 6. Which of the following factors have led to changes in your business model as a result of considerations? (Please choose all that apply) Resource scarcity (e.g., increased commodity prices and price volatility) Owners demands for broader value creation (i.e., more than profits) Customers willing to pay a premium for sustainable offering Legislative / political pressure Meeting demands of existing employees Customers prefer sustainable products / services Competitors increasing commitment to Maintaining license to operate Stricter requirements from partners along the value chain Competing for new talent ne of the above About the Research For the third year, MIT Sloan Management Review, in partnership with the Boston Consulting Group, conducted a global survey, to which more than 4,000 executives and managers responded. The analysis in this report is based on a smaller subsample of 2,874 respondents from commercial enterprises, with respondents from academic, governmental and nonprofit organizations excluded. The respondents organizations are located around the world; more than 40% do business in at least three regions, led by Europe, North America and Australia/New Zealand. A wide variety of industries are represented. The sample was drawn from a number of sources, including MIT alumni, MIT Sloan Management Review subscribers, BCG clients and other interested parties. In addition to these survey results, we interviewed academic experts and subject matter experts from a number of industries and disciplines to understand the practical issues facing organizations today. Their insights contributed to a richer understanding of the data and provided examples and case studies to illustrate our findings. As a matter of terminology, we used to cover environmental, economic and societal topics. Respondents had a similar view. We asked respondents What factors does your organization consider as part of? and asked them to choose all that applied from a list of options. A clear majority selected economic (62.1%). Environmental and corporate social responsibility issues, increased emphasis on long-term perspective and employee health and wellbeing were in the next tier. SUSTAINABILITY NEARS A TIPPING POINT MIT SLOAN MANAGEMENT REVIEW 13 Special Report SUSTAINABILITY NEARS A TIPPING POINT 7. How has your organization s commitment to in terms of management attention and investment changed in the past year? Significantly increased Somewhat increased Business as usual / No changes Somewhat decreased Significantly decreased 8. How do you expect your organization s commitment to in terms of management attention and investment to change in the year ahead? Will increase significantly Will increase somewhat Business as usual / No changes Will decrease somewhat Will decrease significantly 9. What do you believe is the status of on the agenda of your organization s top management? Already a permanent fixture and core strategic consideration On the agenda permanently, but not core Temporarily on the agenda, but not core Excluded from the agenda, because viewed as a passing fad Never considered for the agenda 10. When did the topic of first appear on your organization s management agenda? (Please pick an approximate year range from scrolldown list) 11. What are the greatest benefits to your organization in addressing? (Please choose up to three reasons) Access to new markets Better innovation of business models and processes Better innovation of product / service offerings Enhanced stakeholder / investor relations Improved brand reputation Improved perception of how well company is managed Improved regulatory compliance Improved ability to attract and retain top talent Increased competitive advantage Increased margins or market share due to positioning Increased employee productivity Reduced costs due to energy efficiency Reduced costs due to materials or waste efficiencies Reduced risk There are no benefits 13. Overall, has your organization developed a clear business case or proven value proposition for addressing? Have tried to, but too difficult to develop Unsure 12. Regarding in your organization, does your organization have Strong CEO commitment to A chief officer (CSO) A separate function for Responsible person for per business unit Clear communication of responsibility of Separate reporting Company / operational KPIs related to Personal KPIs related to Link between performance and financial incentives Yes Used to have but now embedded in our organization Used to have but no longer committed to No but coming soon No Do not know 14 MIT SLOAN MANAGEMENT REVIEW THE BOSTON CONSULTING GROUP 14. How significant an obstacle is each of the following to evaluating the business case for -related strategies? (Please rate on a scale of 1 to 5, where 1 = Not at all significant and 5 = Very significant ) Opposition from executives or influential individuals Difficulty quantifying intangible effects of strategies (e.g., brand reputation, employee hiring, retention and productivity) Difficulty predicting customer response to strategies Lack of individual financial incentives for considering Difficulty capturing comprehensive metrics about impact of operations Difficulty quantifying -related risks Lack of model/framework for incorporating in business cases Competing priorities Uncertainty about future carbon pricing 15. In general, how do you believe your organization s -related actions/decisions have affected its profitability? Added to profit Broken even neither adding to nor subtracting Subtracted from profit 16. Has caused your company to increase its collaboration with any of the following? (Please choose all that apply) NGOs Governments / policy makers Industry associations Competitors Customers Internal business units across geographies Internal business units across functions Suppliers Contractors Local communities affected by operations along the supply chain ne of the above 17. How strong is your personal commitment to? Among my top priorities In line with other priorities Lower than other priorities commitment 18. Could a difference in commitment between you and your current, or potential future, employer be a reason to change or not choose a company? Which regions do you look to as world-class in addressing? (Choose all that apply) Africa Asia-Pacific Australia / New Zealand Europe Middle East rth America South America ne 20. Name the organizations that you look to as world-class in addressing. (Name 3-10 companies) 21. In which country do you currently reside? 22. In which country is your organization s head office located? 23. Which of the following best describes your current position? C-suite executive (e.g. CEO, CSO, CFO) Manager Academic n-profit executive Government staff Other 24. Which of the following best describes your organization s industry? Classification Academia / higher education Automobiles Chemicals Commodities Conglomerate / Multi-industry Construction Consulting / Professional services Consumer products Energy and utilities Financial services Healthcare Industrial goods and machinery retail Industrial services Media and entertainment n-profit Public sector / government Technology and telecommunications Other Sub-classification [ISIC codes] SUSTAINABILITY NEARS A TIPPING POINT MIT SLOAN MANAGEMENT REVIEW 15 Special Report SUSTAINABILITY NEARS A TIPPING POINT 25. What is your organization s total headcount? 50 employees employees 200-1,000 employees 1,000-10,000 employees 10, ,000 employees 100,000 employees 26. In which region does your organization primarily conduct business? Global primary business spread across three or more regions Africa Asia-Pacific Australia / New Zealand Europe Middle East rth America South America 16 MIT SLOAN MANAGEMENT REVIEW THE BOSTON CONSULTING GROUP PDFs Permission to Copy Back Issues Reprints Articles published in MIT Sloan Management Review are copyrighted by the Massachusetts Institute of Technology unless otherwise specified at the end of an article. MIT Sloan Management Review articles, permissions, and back issues can be purchased on our Web site: or you may order through our Business Service Center (9 a.m.-7 p.m. ET) at the phone numbers listed below. Paper reprints are available in quantities of 250 or more. To reproduce or transmit one or more MIT Sloan Management Review articles by electronic or mechanical means (including photocopying or archiving in any information storage or retrieval system) requires written permission. To request permission, use our Web site (www.pubservice.com/msstore), call or Toll-free: (US and Canada) International: Fax: Posting of full-text SMR articles on publicly accessible Internet sites is prohibited. To obtain permission to post articles on secure and/or password-protected intranet sites, your request to Customer Service MIT Sloan Management Review PO Box North Hollywood, CA 91615
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