Howtoadvancesustainableinnovationincompaniesthroughamaturity-basedapproach

DanielaC.A.Pigosso

TimC.McAloone

AdrianR.Tan

[avniR]Conference,Lille

8-9November2016

Integratingsustainability– Businesseshavecomealongway

• Allleadingcompanieshaveacorporatesustainabilitystrategy

• …butintegratingsustainabilityintooperationsandpracticesstillremainsamajorchallenge.

…butstillhavealongwaytogo

[BSR&GlobeScan,StateofSustainableBusiness2014]

Integratingsustainability– Businesseshavecomealongway

• ManycompanieshaveappliedLCAandecodesign inprojects

• …butoftenonlyaspilotprojects– sustainabilityissuesarerarelyconsideredsystematicallyinproductdevelopment.

…butstillhavealongwaytogo

Ecodesigned product

Productportfolio

ANIMER LE LANCEMENT D’UNE DÉMARCHE D’ÉCO-CONCEPTION POUR AMELIORER LA COMPETITIVITE

DES ENTREPRISES

EVOLUTION D’UNE DÉMARCHE D’ECO-CONCEPTION INTEGRANT DES CRITERES SOCIAUX ET SOCIETAUX

Avec le soutien financier de

Integratingsustainability– Businesseshavecomealongway

• Thereisnolackofsustainabilityapproaches,methodsandtools

• …butoftentheseareappliedwithoutagoodunderstandingoftheorganisationanditsprocessesandwhethertheyarefitforpurpose.

…butstillhavealongwaytogo

Integratingsustainability– Businesseshavecomealongway

• Companieshavedemonstratedmultiplebenefitsforintegratingsustainabilitysuchasbetterregulatorymanagement,reducedcosts,increasedvaluepropositionandbrandenhancement

• …butstillfinditincreasinglydifficulttobuildabusinesscase,getmanagementcommitmentandengagestakeholders.

…butstillhavealongwaytogo

[Differencebetween‘walkers’and‘talkers’MITSloanManagementReview(2013)

Sustainability’sNextFrontierBostonConsultingGroup2013SustainabilityandGlobalExecutiveStudyandResearchProject]

SustainabilityMaturityApproach

• Basedontheconsolidationandmappingofstate-of-the-artbestpracticesforsustainabilityintegrationintobusiness,productdevelopmentandrelatedprocesses.

• Thematurityapproachistheresultofover10yearsofresearchfromtheTechnicalUniversityofDenmark(DTU).

• Coveringover800concepts,bestpracticesandtoolsrelatedtosustainabilityincompanies,weknowwhichonesarethemosteffectivetoapply toacompany’sspecificcontext.

• Byassessingthecapabilityofessentialmanagementpractices,

itispossibletosystematicallyintegrate

sustainabilityincompanies.

Howtointegratesustainabilityeffectively

• Knowingwhattodo,inwhichorder• Identificationofrelevantmanagement

practices relatedtoproductdevelopmentandrelatedbusinessprocesses,e.g.

• Formulatethecompanyenvironmentalpolicy

• Collectinformationaboutenvironmentalregulations

• Evaluatetheenvironmentalperformanceofproductsduringdevelopment

• Searchforvaluepropositionopportunitiesthroughouttheentireproductlifecycle

• Communicatetheenvironmentalperformanceandbenefits

• Knowingwhattoolortechniquetousewhen• Mappingofsustainabilitytoolsandtechniquesin

relationto:• Purpose• Typeoftool/technique• Typeofinputdata• Typeofoutputdata• Lifecycleperspective• Environmentalaspects• Levelofdevelopment• Timerequiredtouse• Knowledgerequiredtouse• Applicationandacquisitioncosts

1.SustainabilityMaturity- Diagnosis

• Byassessinganorganization’smaturityprofile-basedonrelevantmanagementpractices-strengths andimprovementopportunitiesareidentified.

Collectinformationaboutenvironmentalregulations

Capabilitylevel4- themanagementpracticeisregularly

measuredandmonitored

Evaluatetheenv.performanceofproductsduringdevelopmentCapabilitylevel3- themanagement

practiceisdocumentedandformalized

Communicatetheenv.performanceandbenefits

Capabilitylevel1- themanagementpracticeisnotappliedorisapplied

incompletely

Searchforvaluepropositionopportunitiesthroughoutthe

entireproductlifecycleCapabilitylevel2- themanagementpracticeisappliedinanadhocway

Formulatethecompanyenvironmentalpolicy

Capabilitylevel5- themanagementpracticeiscontinuouslyimproved

5–Continuousim

provement

4–Monitored

3–Form

alized

2–AdHoc

1-Incomplete

2.SustainabilityMaturity- Vision

• Thevisionforenhancedsustainabilitymaturityisco-createdaccordingtoacompany’sspecificstrategicdrivers(e.g.compliance,alignmentwithsustainabilitystrategyandobjectives,circulareconomy,innovationetc.).

3.SustainabilityMaturity- Action

• Strategicroadmapsandactionsplansaredeployedbasedonthegapneededtoreachthecompany’sobjectivesandourbodyofknowledgewith+800differentconcepts,toolsandapproachesforsustainableinnovation.

Marketintelligencefornewopportunities

Developmentofnewbusinessmodels

Developmentofnewserviceofferings

KPIsandreporting

Productrelatedcompliance

Informationanddatamanagement

Internalstakeholderengagement

Knowledgeandcompetencedevelopment

MonitoringofenvironmentalproductperformanceDefinitionandmanagementofenvironmentalobjectivesfortheproductportfolio

Sustainability-drivenmaterialsinnovation

Strategicmanagementofsustainabilityperformance

Strategydevelopmentanddeployment

Corporateemployeeincentivescheme

1

Diagnosisofthecurrentmaturity

profile

2

Definitionofavisionforimprovedmaturity

3

Deploymentofstrategic

roadmapsandactionplans

4

Planningimplementation

process

5

Implementationandchangemanagement

6

Measuringprogressandevolution

Towardsincreased

maturityprofiles

>> >> >> >> >>

Phase I Phase II

SustainabilityMaturityApproach

Capabilitymaturity- atestedandprovenapproach

• Aselectionofcompaniesthatwehaveworkedwith:

Conclusion

• TheSustainabilityMaturityApproachprovides:• Acommonlanguagetoengagemanagement

andstakeholders andco-createasharedvision forintegratingsustainability

• Asystematicapproachfortrackingprogresstowardssustainability

• Anevaluationofthecompany’sstrengthsandgapstobecomesustainable

• Abasisfordefiningtheconcreteactionstoachievesustainabilityobjectivesandlongtermbusinessperformance

http://essensus.co/

DanielaC.A.PigossoCo-founder,PhD

dap@essensus.co+4528554942

AdrianR.TanBusinessDeveloper,PhD

at@essensus.co+33650158244

Formoreinformation:

Weenhancecompanies’businesssuccessbyintegratingsustainabilityin

theircore business andinnovation processes.Byusingourunique

maturity framework,weenablecompaniestoachievetheirsustainability

ambitionsandsystematicallyimprovetheirinnovationabilities.