The Mini Cases 5 Companies, 5 Strategies, 5 Transformations

In the third quadrant are actions geared toward

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Unformatted text preview: regulatory demands or capturing easily attainable cost efficiencies. In the second quadrant are actions that go beyond the broad, basic steps companies can take; these sustainability efforts make good business sense because they capture unique opportunities or mitigate unique threats posed by near-term sustainability issues. Examples in this category include the $500 million energy-efficient retrofit of the Empire State Building in New York City, along with improving resource productivity and eliminating waste across the supply chain, as Unilever and Wal-Mart have sought to do. In the third quadrant are actions geared toward capturing competitive advantage via sustainability. These efforts include innovations and longer-term bets that are difficult for competitors to imitate and that often require organizational rewiring so that a company can achieve the full impact of its sustainability efforts. Reimagining how products are made and used and what happens to them when they expire is an example of a strategy in this category. The fourth quadrant encompasses future innovations that all companies can undertake as long as they form broader alliances with external stakeholders and rethink economic frameworks, because payoffs occur over a longer time frame. MIT SLOAN MANAGEMENT REVIEW 02_BOSS_Report Exhibits_17-23 20 02_BOSS_Report Exhibits_17-23 20 20 9/9/09 7:08:17 AM 9/9/09 7:08:17 AM Exhibit 5. Sustainability Efforts Could Influence All the Levers That Companies Use to C...
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  • Spring '14
  • Business, MIT Sloan School of Management, Massachusetts Institute of Technology, MIT Sloan Management Review, sustainability initiative, 01_BOSS_Sustainability Report_1-16.indd Sec2

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