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Business Tools forTransformation: A SustainabilitySWOT and Creating a Step-Change toward SustainabilityEliot Metzger, WRIS...
WORKING DRAFTLast Modified 5/31/2013 10:36 PM Pacific Standard TimePrintedContext for Cross-SectorCollaborationSheila Boni...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 2The accelerating GDP growth brings 3 billion n...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 33333333333333333SOURCE: McKinsey Global Instit...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 44060801001201401601802002202402602011200090807...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 5Widespread regional water shortages are likely...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 6The CPG supply chain also significantly affect...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 7Many of your current & future consumers will l...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 8These resource trends pose new risks for compa...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 9Value is migrating and consumer margins arebei...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 1010101010101010101010101010101010There is an o...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 11As business leaders you can draw on several r...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 12«Green» consumers are still limited in number...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 13The most attractive technology breakthroughs ...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 14Determining whether to tackle the issue indep...
12 June 2013 WHIRLPOOLRon VoglewedeNorth American SustainabilityLeadWhirlpool Corporation
12 June 2013 WHIRLPOOLLooking back
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 17Sustainability/FootprintPerformanceCostCurren...
<60 watts
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 1919191919191919191919191919191919+20% capacity...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 20From 60% to <20%
not enough!
12 June 2013 WHIRLPOOL 22Smart Gridappliances
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 2312 June 2013 WHIRLPOOL 23Fewer brown-outs +po...
Still notenough!
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 25Reaching out
Together: (60%) Energycost(50%) CO2 footprint
12 June 2013 WHIRLPOOL 27What’s next?
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 28Cooperation Across:Industries | Gov’ts | Util...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 2912 June 2013 WHIRLPOOL 29Systems of systems
WORKING DRAFTLast Modified 5/31/2013 10:36 PM Pacific Standard TimePrintedFord Sustainability StrategyJohn VieraDirectorSu...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 3131313131313131313131313131313131Sustainabilit...
Sustainable Mobility“We are beginning to sell electric cars – and developingalternative powertrains – that will make cars ...
2007 2011 2020 2030Near TermBegin migration toadvanced technologyMid TermFull implementation ofknown technologyLong TermCo...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 34The Power of Choice
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 35Range, destinations and chargepointsBrake Coa...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company |Time of Use Rates Prices vary by the hour and w...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 3737373737373737373737373737373737*Based on Ene...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company |Ford, Georgia Tech, and othercross-industry comp...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 3939393939393939393939393939393939Go Further: M...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company |Georgia Tech modeling results predicts a 60% red...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company |Product ContributionsC-Max Energi79% Reduction i...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company |Consumer Electronics ShowKB HomeKatie Show Co...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 4343434343434343434343434343434343Ford chooses ...
LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 4444444444444444444444444444444444
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Business Tools for Transformation: A Sustainability SWOT and Creating a Step-Change toward Sustainability

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How does WRI's sSWOT tool help drive action and collaboration that gets companies to go beyond incremental innovation? What types of partnerships does a company need to help fully utilize the strengths of sSWOT? How is sSWOT related to systems innovation and Forum for the Future's step change exercise?

Publié dans : Business, Technologie
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Business Tools for Transformation: A Sustainability SWOT and Creating a Step-Change toward Sustainability

  1. 1. Business Tools forTransformation: A SustainabilitySWOT and Creating a Step-Change toward SustainabilityEliot Metzger, WRISally Uren, Forum for the FutureKatie Dillon, Target
  2. 2. WORKING DRAFTLast Modified 5/31/2013 10:36 PM Pacific Standard TimePrintedContext for Cross-SectorCollaborationSheila Bonini, McKinsey & CompanyJune, 2013CONFIDENTIAL AND PROPRIETARYAny use of this material without specific permission of McKinsey & Company is strictly prohibitedSustainable Brands ConferenceSOURCE: McKinsey analysis
  3. 3. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 2The accelerating GDP growth brings 3 billion new middle-class consumersand the next era of opportunity for consumer companies3 billionAsia-PacificEuropeNorth AmericaCentral and South AmericaMiddle East and North AfricaSub-Saharan Africa20303.230.680.324.880.310.230.1120203.251.740.700.330.250.17 0.0620091.850.530.660.340.180.11 0.03SOURCE: OECD▪ Global car fleet to double to 1.7 billion by 2030▪ China and India could every year add floor space totalling 3.5 times theentire residential and commercial square footage of the city of Chicago1 Based on daily consumption per capita ranging from $10 to $100 (in purchasing power parity terms)Global middle class1, Billions of people
  4. 4. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 33333333333333333SOURCE: McKinsey Global InstituteNext 10 years should be an unprecedented opportunity for consumercompaniesWorld consumption$ trillion, real263412302010 2025EmergingDeveloped3864 3.56.31.8CAGRPercent
  5. 5. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 4406080100120140160180200220240260201120009080706050403020101900Commodity prices have increased sharply since 2000, erasing allthe declines of the 20th centuryMcKinsey Commodity Price IndexResource markets are changing fundamentallySOURCE: McKinsey Resource Revolution; OECDWorldWar IPost-wardepressionGreatdepressionWorldWar II1970soil shock ▪ Prices areincreasing▪ Resource pricesare becomingmore volatile▪ Resources areincreasinglyinter-linked▪ Resource risksstraining evenlarge balancesheets
  6. 6. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 5Widespread regional water shortages are likely by 2030 Surplus0–25%25–50%50–100%0.25-0.500SWSongLiaoNWPearlHuaiYangtzeHuangSEHaiBasins in China-75%-50%-25%25%0KrishnaWFR1GangaGodavariBrahmaputraBasins in IndiaWFR2Indus-0.25-100%50%0100%worldpopulationChinaIndiaJapanBangladeshIndonesiaTanzaniaEthiopiaNigeriaSudanMexicoRussiaPakistanBrazilSouth AfricaEstimated water surplus and shortage by country; 2030Today, roughly 925 million people are undernourished in the world andabout 884 million people lack access to safe water
  7. 7. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 6The CPG supply chain also significantly affects biodiversity          AmazonCoral TriangleBorneoCoastal EastAfricaCongo BasinSOURCE: Jason Clay WWF
  8. 8. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 7Many of your current & future consumers will live in places affected byclimate riskHigh Medium LowChronic resource stresses 2025
  9. 9. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 8These resource trends pose new risks for companiesImpact Examples▪ Production delay orcancellation due to lackof access▪ Especially for “local”resources – water, powerSupply chaindisruption▪ Restricted licence tooperate▪ Reputational damagebased on perceivedmisuse of resourcesRegulation/reputation▪ Raw material costsdriven up by supply /demand▪ True cost of water orcarbon reflected in pricesRisingoperatingcostsProbabilityImpactPotential impact1% of EBITDA1 Based on several client studies across multiple industries702560
  10. 10. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 9Value is migrating and consumer margins arebeing compressedIndex – product price and raw-material price in 1980 = 10090100110120130140150160170180190200210200019901980Raw materialspricesConsumergoods prices2010CAGR 2004-105%3%
  11. 11. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 1010101010101010101010101010101010There is an opportunity to drive a $3 trillion resourceproductivity prize135Other 823Road freight shift 108Irrigation techniques 115Land degradation 134Renewable energyTransport efficiency 138Smallholder farm yields 143Food waste 252Large scale farm yields 266Building energy efficiency 696Total resource benefit$ billion (2010 dollars)EnergyWaterLandSocietal perspective, 2030McKinsey & Company 10|Applicabilityto FMCG
  12. 12. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 11As business leaders you can draw on several resource-related value-creation leversSOURCE: McKinsey analysisImprove revenue throughincreased share and/or pricepremiums by marketingresource efficiency attributesMitigate risks andcapture opportunitiesfrom regulationManage risk of operationdisruptions (from resourcescarcity, climate changeimpacts, or community risks)Reduce operating costs throughimproved internal resourcemanagement (e.g., water, waste,energy, carbon, hazardous material)Guide investment/divestment decisionsat portfolio level basedon resource trendsDevelop resource productivity productsand technologies to fill needs ofcustomers and company (R&D function)Build a better understanding ofresource-related opportunities in newmarket segments and geographies anddevelop strategies to capture themReduce reputationrisks and get creditfor your actions(e.g., through properstakeholdermanagement)Improve resourcemanagement and reduceenvironmental impact acrossvalue chain to reduce costsand improve products’ valuepropositionsRegulatorymanage-mentCompositionof businessportfolioInnovationand newproductsNewmarketsGreensales andmarketingSustainablevaluechainsReturnoncapitalGrowthRiskmanage-mentSustainableoperationsOperationalriskmanagementReputationmanage-ment
  13. 13. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 12«Green» consumers are still limited in number515372815Agree stronglyAgree slightlyDisagree slightlyNeither agree ordisagreeDisagree stronglyPercentage willing to pay extra forethical or environmentally friendlyproducts and services
  14. 14. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 13The most attractive technology breakthroughs achieve a “quadruple win”SOURCE: McKinseyCheaper▪ Cheaper to produce▪ Better Total Cost of Ownership▪ Turn product into service(boosting utilization)▪ Lower supply chain costs▪ No disposal costsGreener▪ Consumes less energy (or water)in use▪ Less material or new eco material▪ No or less waste or biodegradable▪ Less packaging or transport▪ Emits less CO2Backward compatible▪ Works with existinginfrastructure▪ Complementary with otherproducts▪ Easy to use (no or minimallearning required)▪ Looks, smells, feels familiarSurprisingly better▪ Quieter (EcoRock, EVs)▪ More comfortable (newHVAC that adjust humidity)▪ No hunt for parking orHOV access▪ Solar power in remotelocations▪ Convenient automation
  15. 15. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 14Determining whether to tackle the issue independently or collectivelySOURCE: McKinsey analysisSocialissueAct alone CollaborateCollective responseappropriate when …▪ A combined approachcan accomplish endsthat no one singleplayer can achieve▪ The complexity of thetargeted social issuerequires broad skillsand experience▪ A large constituency(of which the companyis a member) benefitsfrom unified actionAct alone if thecompany …▪ Derives a competitiveadvantage from beingthe first among theirpeers to get involved▪ Has an opportunity toplay a unique catalyticrole▪ Must respondimmediately to protectthe company from animpending threat
  16. 16. 12 June 2013 WHIRLPOOLRon VoglewedeNorth American SustainabilityLeadWhirlpool Corporation
  17. 17. 12 June 2013 WHIRLPOOLLooking back
  18. 18. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 17Sustainability/FootprintPerformanceCostCurrent EquationIndividual “Value”Typical Sustainable Program“Efficiency”Our Leadership“Worthy” ProductsEliminating trade-offs
  19. 19. <60 watts
  20. 20. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 1919191919191919191919191919191919+20% capacity+70% efficiency
  21. 21. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 20From 60% to <20%
  22. 22. not enough!
  23. 23. 12 June 2013 WHIRLPOOL 22Smart Gridappliances
  24. 24. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 2312 June 2013 WHIRLPOOL 23Fewer brown-outs +power stations
  25. 25. Still notenough!
  26. 26. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 25Reaching out
  27. 27. Together: (60%) Energycost(50%) CO2 footprint
  28. 28. 12 June 2013 WHIRLPOOL 27What’s next?
  29. 29. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 28Cooperation Across:Industries | Gov’ts | Utilities| NGOs
  30. 30. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 2912 June 2013 WHIRLPOOL 29Systems of systems
  31. 31. WORKING DRAFTLast Modified 5/31/2013 10:36 PM Pacific Standard TimePrintedFord Sustainability StrategyJohn VieraDirectorSustainability & Vehicle Environmental Matters
  32. 32. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 3131313131313131313131313131313131Sustainability at FordEnvironmentalCO2Energy SecurityEconomicProfitabilityCash FlowSocialHuman RightsWorking ConditionsMeeting the needs ofthe present withoutcompromising thefuture.SustainableProductProcessManufacturingDealers
  33. 33. Sustainable Mobility“We are beginning to sell electric cars – and developingalternative powertrains – that will make cars affordable in everysense of the word – economically, socially andenvironmentally.” Bill Ford
  34. 34. 2007 2011 2020 2030Near TermBegin migration toadvanced technologyMid TermFull implementation ofknown technologyLong TermContinue leverage of Hybridtechnologies and deployment ofalternative energy sourcesNear Term Mid Term Long TermFord’s Path to SustainabilityAdvancedGasolineEnginesWeight ReductionElectrifiedVehiclesFuelCellsHydrogen PoweredEnginesNatural Gas/LPGHybridsCAFE Requirements 54.5 MPG27.6 MPG
  35. 35. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 34The Power of Choice
  36. 36. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 35Range, destinations and chargepointsBrake Coach displays regenerativebrake performanceButterfly icons representadditional range beyondone’s charge pointdestination – the more thereare, the greater the rangeIn-Car Info withMyFord TouchTMElectric LifestyleStay connected, monitor/controlvehicle via SmartphoneLocate charging stations and senddestination to the vehicleProgram to charge when electricityprices are lowestReceive alerts if the vehicle isn’tcharging when it’s scheduled to,or if charging stopsunexpectedlySmartphone Access withMyFord MobileValue Charging powered byMicrosoft3-4 hour charge on 240v homeoutletCompact and easy-to-installcharging stationInstallation partnershipAt Home Charging
  37. 37. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company |Time of Use Rates Prices vary by the hour and whenelectricity is consumed Enabled by the installation of asmart meter Allows customers to vary theirusage in response to such pricesand manage their energy costs byshifting usage to a lower cost period Differential between day and nightrates can be significant (10x) Complexity in TOU rates isincreasing, including Summer vs.Winter TOU tariffs, multi and mid-peak rates, and TOU tiers.Value Charging solution shields the customer from this complexity.
  38. 38. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 3737373737373737373737373737373737*Based on Energy Charges Only using an average annual electricity consumption for a U.S. residentialof 11,496 kWh (EIA - http://www.eia.gov). (WASHINGTON, January 28, 2013) Today’s national average priof regular unleaded gasoline is $3.35. (AAA).CHARGE MORE, PAY LESSGAS VS. ELECTRIC (20 MILE TRIP)Driving on electricity is about ¼ the cost of driving on gasoline – and could beeven less if vehicle is charged during off-peak rates (~$1 - $2 per charge).
  39. 39. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company |Ford, Georgia Tech, and othercross-industry companiesworked together to show ourstrong commitment tosustainability and stronginterest in improving theenvironment.MyEnergi Lifestyle: Collaboration is Key
  40. 40. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 3939393939393939393939393939393939Go Further: MyEnergi LifestyleMyEnergi Lifestyle Key Trends• Electric vehicles efficiency• Appliance efficiency• Connected appliances• Smart Thermostats• Affordable rooftop solar• Connected devices enable smarteruse of energy• Deployment of smart metersThe MyEnergi Lifestyle Project considered current technological advances to exploreenergy saving opportunities for the typical US home.US % Smart Meter Usage0%10%20%30%40%50%2008 2009 2010 2011 2012 2013 2014 2015Year%UsageofSmartMetersEdison Foundation; Smart meter deployments, planned deployments, and proposals by investor-owned utilities and some publicpower utilities. http://www.edisonfoundation.net/IEE
  41. 41. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company |Georgia Tech modeling results predicts a 60% reduction in energy costs.and over 8,000kg of CO2 saved from a single home. (~56% improvement)MyEnergi Lifestyle: Project Details
  42. 42. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company |Product ContributionsC-Max Energi79% Reduction in CO274% Reduction in Energy Costs51% Additional Electricity Cost using Value ChargingSunPower SolarAlmost 4000kg of CO2 saved/avoidedAlmost $1,800 saved in electricity billWhirlpool Appliances60%+ Reduction in CO260%+ Reduction in Electric Bill26%+ Additional Electricity Cost using Off-Peak electricity
  43. 43. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company |Consumer Electronics ShowKB HomeKatie Show ContestSatellite Media Tour with Danny SeoGetting the Word Out
  44. 44. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 4343434343434343434343434343434343Ford chooses to address sustainability issues in theproducts we make, how we make them and the people whoare impacted by themWe understand that consumers have these same choices.We strive to offer mobility solutions that supportour customers, both present and future.The Future of FordStrong Business, Great Products, Better World
  45. 45. LastModified5/31/201310:36PMPacificStandardTimePrintedMcKinsey & Company | 4444444444444444444444444444444444
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