In the final report of our eight-year study of how corporations address sustainability, MIT Sloan Management Review and The Boston Consulting Group examine the crossroads at which sustainability now finds itself. Despite sociopolitical upheaval that threatens to reverse key gains, our research has shown that companies can develop workable — and profitable — sustainability strategies to reduce their impact on the global environment by incorporating eight key lessons.
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In the 2014 Sustainability Report, new research by MIT Sloan Management Review, The Boston Consulting Group and the UN Global Compact, shows that a growing number of companies are turning to collaborations — with suppliers, NGOs, industry alliances, governments, even competitors — to become more sustainable. Our research found that as sustainability issues become increasingly complex, global in nature and pivotal to success, companies are realizing that they can’t make the necessary impact acting alone.
In this 2013 report, new research by MIT Sloan Management Review and The Boston Consulting Group looks at companies that “walk the talk” in addressing significant sustainability concerns. So-called “Walkers” focus heavily on five fronts: sustainability strategy, business case, measurement, business model innovation and leadership commitment. For them, addressing significant sustainability issues has become a core strategic imperative and a way to mitigate threats and identify new opportunities.
This year, most survey respondents say sustainability is permanently on their companies’ top management agendas. What’s more, a substantial portion of respondents say their companies are profiting from sustainability activities — and even increasing their commitments to sustainability initiatives. This is the third year that MIT Sloan Management Review and the Boston Consulting Group have reported out on the survey conducted of managers and executives from companies based around the world.
This report on the second annual Sustainability & Innovation Global Executive Study by MIT Sloan Management Review and The Boston Consulting Group reveals two distinct camps of companies: “embracers” — those who place sustainability high on their agenda — and “cautious adopters,” who focus more on energy cost savings, material efficiency, and risk mitigation. The report identifies seven practices exhibited by embracers, which together begin to define sustainability-driven management.
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How worried are executives and other stakeholders in about the impact of sustainability efforts on the corporate bottom line? What if anything are companies doing to capitalize on sustainability? What strategies are they pursuing? To answer these questions, MIT Sloan Management Review and The BCG Consulting Group began, in 2009, a survey-based research project. This report discusses these early findings.
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