A sustainability transformation usually requires adjustment to a company’s core business, and the transformation is slow and incremental. Top management often fails to develop a shared understanding of what sustainability entails.
To avoid a shift in strategic focus to managing risks, trade-offs, or regulatory compliance, sustainability needs to be deeply embedded into the organizational purpose rather than simply a core pillar of it.
A lack of clear top-down guidance and limited organizational follow-through hampers the translation of sustainability strategy into action. A common issue is the gap between top-level vision and on-the-ground execution.
Sustainability transformation is an outcome of numerous underlying holistic changes. Many companies make only incremental changes to the current operating mode, failing to recognize that restructuring is required to operationalize sustainability ambitions.
Poor resource allocation is a key bottleneck experienced by companies. Decision-makers need to make appropriate resources available for their schemes.
“A practical roadmap identifying drivers for effective change makes success more likely.”
The board, C-suite, and executive management teams must demonstrate commitment and a clear sense of purpose. Leaders must also prioritize developing a shared leadership agenda.
Viewing sustainability initiatives from a risk-management perspective limits potential. A more holistic view balancing risks and opportunities is needed.
Enabling the CSO to work in partnership with the CFO enables better access to funding for initiatives and a more unified approach that builds business value over time.
Sustainability must be deeply embedded in corporate purpose and strategy and reflected in how organizational performance is measured to translate ambitions into actionable strategies.
Successful companies exhibit strategic clarity on sustainability at the top, which translates into actionable plans developed with mid-management.
Companies that prioritize both sustainability and digital transformations by leveraging digital platforms, data streams, and connectivity experience enhanced agility and resilience, and the ability to navigate external challenges.
Cross-functional management teams are needed to implement sustainability transformation and monitor progress. These teams break down the silos and provide better access to information.
Companies need an ecosystem approach to business models – especially those that cultivate and utilize robust, mutually beneficial relationships within their ecosystems.
Companies need clear guidance to achieve sustainable business transformation. A practical roadmap identifying drivers for effective change makes success more likely.
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