The Mini Cases 5 Companies, 5 Strategies, 5 Transformations

Greatest challenge 42 11 20 6 6 11 2 60 3 9 12 14 15

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Unformatted text preview: mining, and water 14 Automotive 14 19 22 28 Health care 21 23 Media and entertainment Technology and telecommunications 13 21 0 19 25 10 8 10 20 6 5 13 50 Consumer companies cited competing priorities as their greatest challenge 3 4 15 9 75 4 4 Inability to assess trade-offs between short- and long-term Initiative stalled by economic recession 4 Insufficient resources to address these issues 50 5 7 3 Other Don't know the most effective ways to take action 6 7 15 4 7 6 9 20 23 5 7 Construction companies cited an unproven value proposition as their greatest challenge 42 11 20 6 6 11 2 60 3 9 12 14 15 8 18 7 18 20 18 Industrial goods and services 6 20 8 6 17 22 21 10 16 16 25 Financial services 9 26 28 Energy 9 14 11 Consumer products and retail 4 31 26 22 16 17 24 Conglomerate Construction 18 Not convinced of business case or value proposition 3 Too many competing priorities (don't know what to do first) 100 Outdated mental models and perspectives on sustainability Percentage of respondents Note: Due to rounding, the percentages for some industries do not total 100 percent. MIT SLOAN MANAGEMENT REVIEW 02_BOSS_Report Exhibits_17-23 22 02_BOSS_Report Exhibits_17-23 22 22 9/9/09 7:08:18 AM 9/9/09 7:08:18 AM Exhibit 7: A Diverse Mix of Business Leaders Responded to the Sustainability Survey Job position Expertise in sustainability 34% C-suite executive Senior manager Other Expert Novice Some experience Region Size of organizat...
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This document was uploaded on 03/03/2014.

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