Bertrand Duperrin's Library tagged sharedvalue → View Popular, Search in Google

Feb

2012

The Changing Role of Global Leaders

"In November 2010, to big fanfare at Unilever's London headquarters, chief executive Paul Polman boldly articulated a new strategy. The company would double the size of its business, he said, by channeling its efforts toward achieving eight ambitious goals by 2020 — among them, doubling the proportion of Unilever's portfolio that meets the highest nutritional standards, and halving the water associated with the consumer use of its products.

To most of us, this did not sound like typical corporate strategy, but Polman's reframing of what it means to succeed in business is not an isolated example. It is indicative of a new generation of leadership emerging at the top of many of the world's largest organizations."

blogs.hbr.org/...it_takes_now_to_lead_a_bu.html

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stakeholders value sustainability Sustainabledevelopment sustainableperformance sharedvalue leadership unilever casestudies

It recognizes this new reality will spell decline for some commercial activities, but growth for others who find better ways of operating.
Across the board we see the top executives of some of the world's largest organizations talking about, taking action on, and defining their success in terms of things that have conventionally been the realm of political leaders and NGO activists. The change has not gone unremarked by management's leading thinkers. Witness Chris Lazslo's work on sustainable value, and Michael Porter's theorizing about shared value.
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- . The new generation of business leaders, they emphasized, must be able to engage meaningfully with multiple constituencies and relate well with all kinds of different actors in society.
- understand the business risks and opportunities of environmental and social trends — and how their sector and other stakeholders (regulators, customers, suppliers, investors, NGOs) are responding to them (82%)
- align social and environmental objectives with financial goals (81%)
- integrate social and environmental trends into strategic decision-making (70%)
- identify key stakeholders that have an influence on the organization (73%)
- understand how the organization has impact on these stakeholders, both positively and negatively (74%)
- engage in effective dialogue (75%)
- build partnerships with internal and external stakeholders (80%)
- engage in and contribute to public policy (60%)

Dec

2011

The Rise of Shared Value - Arie Goldshlager's posterous

"
The JWT’s trendspotters recently included The Rise of Shared Value in their Top Ten trends for 2012:

“The Rise of Shared Value: Rather than simply doling out checks to good causes, some corporations are starting to shift their business models, integrating social issues into their core strategies. The aim is to create shared value, a concept that reflects the growing belief that generating a profit and achieving social progress are not mutually exclusive goals.”"

ariegoldshlager.posterous.com/the-rise-of-shared-value

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sharedvalue value profit socialprogress customerneed goals

A big part of the problem lies with companies themselves, which remain trapped in an outdated approach to value creation that has emerged over the past few decades. They continue to view value creation narrowly, optimizing short-term financial performance in a bubble while missing the most important customer needs and ignoring the broader influences that determine their longer-term success.

Mar

2011

L'entreprise est sur la voie de la rédemption

"La cause est donc entendue : l'entreprise – et notamment la grande entreprise – est devenue un mal. Mal absolu selon quelques-uns, mal nécessaire selon les autres. Il lui fallait réagir."

www.lemonde.fr/...a-redemption_1486002_3232.html

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sustainability Sustainabledevelopment management strategy socialresponsability humanresources valuecreation cocreation sharedvalue

Sur le chemin de la rédemption, la première étape a été celle du management compassionnel.
Plus généralement, l'argent versé par l'entreprise à une noble cause vient nécessairement en déduction des sommes affectables à d'autres projets plus rentables. Même si ces initiatives sont précieuses, elles ne peuvent donc pas, pour la plupart, prendre une très grande ampleur.
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- Le deuxième temps de la rédemption est bien engagé. Il concerne la mesure de la performance.
- Ainsi, parmi les entreprises du CAC 40, deux seulement évaluaient en 2008 leurs dirigeants sur des critères non exclusivement financiers, mais aussi sociaux. Elles sont aujourd'hui déjà dix
- Enfin, de nombreuses études récentes ont confirmé, par exemple, que les investissements réalisés par les entreprises en faveur du bien-être des collaborateurs – programmes de nutrition, salles de sport, etc. – offraient un payback plus élevé que bon nombre de programmes industriels.
- Heureusement, le troisième temps de la rédemption est annoncé, avec l'émergence du concept de "valeur partagée".
- Ces exemples s'écartent radicalement de la conception habituelle de la responsabilité sociale d'entreprise. En effet, il ne s'agit ici en rien de générosité, mais d'investissements judicieux. En effet, les problèmes de la société – pauvreté, chômage, pollution, épuisement des ressources naturelles, etc. – constituent pour l'entreprise autant de menaces pour son activité et ses profits de demain.
- L'entreprise peut choisir de se focaliser sur des objectifs principalement financiers et de court terme, en répondant strictement aux besoins immédiats de ses clients actuels. Ou bien, elle peut chercher à traiter, plus largement, les besoins des communautés essentielles à son activité et viser à créer une valeur partagée. Selon Michael Porter, "la valeur partagée est la clé de la prochaine vague d'innovation et de croissance".

Jan

2011

The Big Idea: Creating Shared Value

"A growing number of companies known for their hard-nosed approach to business—such as GE, Google, IBM, Intel, Johnson & Johnson, Nestlé, Unilever, and Wal-Mart—have already embarked on important efforts to create shared value by reconceiving the intersection between society and corporate performance. Yet our recognition of the transformative power of shared value is still in its genesis. Realizing it will require leaders and managers to develop new skills and knowledge—such as a far deeper appreciation of societal needs, a greater understanding of the true bases of company productivity, and the ability to collaborate across profit/nonprofit boundaries. And government must learn how to regulate in ways that enable shared value rather than work against it."

hbr.org/...pr

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socialbusiness socialresponsability sharedvalue capitalism value products market nonprofits profit competitiveadvantage socialentrepreneur clusters

A growing number of companies known for their hard-nosed approach to business—such as GE, Google, IBM, Intel, Johnson & Johnson, Nestlé, Unilever, and Wal-Mart—have already embarked on important efforts to create shared value by reconceiving the intersection between society and corporate performance. Yet our recognition of the transformative power of shared value is still in its genesis. Realizing it will require leaders and managers to develop new skills and knowledge—such as a far deeper appreciation of societal needs, a greater understanding of the true bases of company productivity, and the ability to collaborate across profit/nonprofit boundaries. And government must learn how to regulate in ways that enable shared value rather than work against it.
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- The concept of shared value resets the boundaries of capitalism. By better connecting companies’ success with societal improvement, it opens up many ways to serve new needs, gain efficiency, create differentiation, and expand markets.
- Intel and IBM are both devising ways to help utilities harness digital intelligence in order to economize on power usage. Wells Fargo has developed a line of products and tools that help customers budget, manage credit, and pay down debt. Sales of GE’s Ecomagination products reached $18 billion in 2009—the size of a Fortune 150 company. GE now predicts that revenues of Ecomagination products will grow at twice the rate of total company revenues over the next five years
- For a company, the starting point for creating this kind of shared value is to identify all the societal needs, benefits, and harms that are or could be embodied in the firm’s products.
- Today there is a growing consensus that major improvements in environmental performance can often be achieved with better technology at nominal incremental cost and can even yield net cost savings through enhanced resource utilization, process efficiency, and quality.
- Energy use and logistics.
  
  The use of energy throughout the value chain is being reexamined, whether it be in processes, transportation, buildings, supply chains, distribution channels, or support services
- Resource use.
  
  Heightened environmental awareness and advances in technology are catalyzing new approaches in areas such as utilization of water, raw materials, and packaging, as well as expanding recycling and reus
- Today some companies are beginning to understand that marginalized suppliers cannot remain productive or sustain, much less improve, their quality.
- Distribution.
  
  Companies are beginning to reexamine distribution practices from a shared value perspective. As iTunes, Kindle, and Google Scholar (which offers texts of scholarly literature online) demonstrate, profitable new distribution models can also dramatically reduce paper and plastic usage
- Today leading companies have learned that because of lost workdays and diminished employee productivity, poor health costs them more than health benefits do
- Location.
  
  Business thinking has embraced the myth that location no longer matters, because logistics are inexpensive, information flows rapidly, and markets are globa
- No company is self-contained. The success of every company is affected by the supporting companies and infrastructure around it. Productivity and innovation are strongly influenced by “clusters,” or geographic concentrations of firms, related businesses, suppliers, service providers, and logistical infrastructure in a particular field—such as IT in Silicon Valley, cut flowers in Kenya, and diamond cutting in Surat, India.
- Shared value holds the key to unlocking the next wave of business innovation and growth. It will also reconnect company success and community success in ways that have been lost in an age of narrow management approaches, short-term thinking, and deepening divides among society’s institutions.
- Read the Executive Summary
  
  The concept of shared value can be defined as policies and operating practices that enhance the competitiveness of a company while simultaneously advancing the economic and social conditions in the communities in which it operates. Shared value creation focuses on identifying and expanding the connections between societal and economic progress.
- Not all societal problems can be solved through shared value solutions. But shared value offers corporations the opportunity to utilize their skills, resources, and management capability to lead social progress in ways that even the best-intentioned governmental and social sector organizations can rarely match. In the process, businesses can earn the respect of society again.
- There are numerous ways in which addressing societal concerns can yield productivity benefits to a firm. Consider, for example, what happens when a firm invests in a wellness program. Society benefits because employees and their families become healthier, and the firm minimizes employee absences and lost productivity. The graphic below depicts some areas where the connections are strongest.
- Creating shared value (CSV) should supersede corporate social responsibility (CSR) in guiding the investments of companies in their communities. CSR programs focus mostly on reputation and have only a limited connection to the business, making them hard to justify and maintain over the long run. In contrast, CSV is integral to a company’s profitability and competitive position. It leverages the unique resources and expertise of the company to create economic value by creating social value