drive | organising for the product that last
TRANSCRIPT
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Organising for Products that Last Kristina Lauche Kristian Peters Hans Wortmann
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Why sustainability matters - Kristina Lauche Challenges of integrating sustainability and how to address them - Kristian Peters & Hans Wortmann We gratefully acknowledge the support of the Research Program ‘Integral Product Creation and Realization’ of the Netherlands Ministry of Economic Affairs.
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Why sustainability matters Kristina Lauche, Radboud University
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“Volkswagen AG to be Removed from the Dow Jones Sustainability Indices”
=> Sustainability as reputational risk management
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Sustainability as a management topic
“AIR FRANCE KLM is pleased to confirm its leading position as best airline on the Dow Jones Sustainability Index for the tenth consecutive year.” “KLM’s Corporate BioFuel Programme helps many companies to achieve environmental goals and accelerates the growth of sustainable aviation.”
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• Pressure from numerous stakeholders: firms expected to take ownership of externalities they generate
• External forces : – Regulation – Corporate Social Responsibility reports – Investor relations
• Internal drivers: Sustainability strengthens employee identification => performance
• Reduces transaction cost in the long run
Drivers for Sustainability
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Implementation slow • Internal resistance (Fenwick 2007) • Missing translation of strategic goals into operational
practices (Haugh and Talwar 2012) • Sustainability initiatives often lack sense of urgency
(Slawinski and Bansal 2012) – Relevance needs to be fought for – Effects often not directly visible – Requires specialist knowledge – Conflicts with short term financial goals – Not woven into the fabric of organisational practice
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Integrated approach needed Economic
Costs Market potential
Revenues Fit with existing knowledge
base Time (to market)
Ecological Energy consumption
Materials consumption Toxicity potential
Biodiversity Emissions (air, water, soil)
Risk potential
Social Employees Customers
Local & national community
International community Future generations
CRADLE-TO-GRAVE
Supplier assessment Organization’s production/services
Customer use / disposal
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You cannot do sustainability in isolation
“Our head of the sustainability group was going to give a presentation on how well everything works with our suppliers in China. I told him
that it is not true.”
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From chain to network • Other partners needed to
accomplish transformation • Benefit often not where the
investment is made • NGOs and local
communities as pressure groups
=> Diverse institutional settings
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Selling sustainability internally
Change processes towards sustainability frequently start as local initiatives that need to be ‘sold’ internally and create momentum for change (Howard-Grenville 2007)
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Creating momentum
Initiation of sustainability
practice
Emergence / pockets of sustainability practices
Internal actors take up personal
responsibility
Creating commitment
of local group
Upscaling and maintenance of sust. practices
Learning loop
Practices become
embedded
Practice fades out
Practice remains local
Institutionalising practices
Blazevic, Lauche, Janssen, van Riel (2015)
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Challenges of integrating sustainability and how to address them Kristian Peters and Hans Wortmann Rijksuniversiteit Groningen
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IoP-IPCR project: DoSym Slurrypumps
Domes-cappliances
Centrifugalpumps(liquids)
Documentsystems
Electricalswitchinggear
Hotwaterandhea-ngboilers
Vanenburgso,ware
FME/LMN
Universityof
Groningen
B2B
B2C
B2B
B2B
B2B
B2B
TypeofBusiness
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The problem
Given today’s importance of sustainability, and the ‘green’ intentions of many manufacturers, why do many manufactures still find it difficult to improve the environmental sustainability of products?
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Two alternative business perspectives
Market perspective
Capability perspective
P of Planet
P of Profit
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Question to the audience Market
To what extent is sustainability an important selling point?
– Not important – A little bit important – Of average importance – Important – Very important
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Drivers
New markets
Expectation of improvement of corporate reputation and image
Environmental regulations and policies
Competitive advantage
Order qualification
Cost reduction
Risk management
Market demand and market stakeholder pressures
Market
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Case study results Market Driver General trend DoSym Co’s
Cost reduction Highly optimized already In contrast, it usually increases costs
Corporate reputation /image
Customers are mostly interested in price and quality
Environmental regulations
Oftentimes still very limited
Market demand / pressure
No or very little demand for sustainable products Or only for specific types of sustainability No Greenpeace , No Milieudefensie …
Competitive advantage / benefits
Competitive disadvantage Competitors are not doing it as well
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Perspective Capability
Environmental capabilities
ENPD, green R&D and green
production
Environmental skills and
knowledge of employees
Environmental management systems and procedures Environmental
vision and top management involvement
Green supply chain and other
stakeholder network
embeddedness
Environmental capabilities
Environmental products
Competitive advantage/
success
Aligned
Market
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0,00
1,00
2,00
3,00Externalanalysis
VisionandstrategyTargets
Measuring
Includedinnormaldesignprac-ces
Valueproposi-on
Strandardiza-on,modularityand
Materialconsump-on
Energyconsump-onLowimpactresources
Life-meop-miza-on
Evalua-on
Audi-ngofsuppliers
Supplychainengagement
Reverselogis-cs
Productownership
Financialmodel
Re-use
Ambi-on Current MaturityLevel5
MaturityLevel4 MaturityLevel3 MaturityLevel2
MaturityLevel1
DoSym Capability Maturity Tool 0-Incomplete 1-Ad-hoc 2-Controlled 3-OpLmized
1b. Formulate an environmental vision and strategy on the highests level of the organisation
None Environmental strategy for the next generation of products
Long term vision and environmental strategy
Vision and environmental strategy, goals, roadmap and tactical decisions for long term innovation
0-Incomplete 1-Ad-hoc 2-Controlled 3-OpLmized20. Evaluate the environmental performance throughout life cycle phases (extraction, manufacturing, distribution, usage, end of life)
Not evaluated Ad-hoc with a small sample and a few metrics
Periodically with a large sample and a few metrics
Continually with a large sample and a large set of metrics
0-Incomplete 1-Ad-hoc 2-Controlled 3-OpLmized
22. Ensure supply chain engagement and cooperation on environmental issues throughout the life cycle (suppliers, distributors, customers)
None Little contact and hardly any cooperation
Structural contact and some cooperation to improve environmental performance at different life cycle stages
Continually and open communication and close cooperation to improve the overall environmental performance at all life cycle stages
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Case study results
ENPD, green R&D
and green production ++ ++ + + + - Green supply chain
and other stakeholder
network
embeddedness
+ + - - - -
Environmental vision
and top management
involvement
++ ++ + + + -
Environmental
management systems
and procedures
++ + + + + +
Environmental skills
and knowledge of
employees
+ + - - - -
Strategy
Current strategy is focused on short term operational excellence results à No room for long term innovations à no affordable new environmental technology
High costs Negative effect
Green SCM
No existing reverse logistic in place à Collecting used products is inefficient
High costs Negative effect
Business model
Selling newly manufactured parts and products is more profitable than selling used/remanufactured parts and products à Focus of NPD in on designing new products
Lower incomes
Negative effect
Business model
Selling remanufactured products is more profitable than selling newly manufactured products
Higher income
Positive effect
Capability
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Study results
Environmental capabilities
Environmental products
Competitive advantage/
success
Market/competition Rules & regulations
Other pressures
Market
Positive feedback Negative feedback
Capability
“Vicious Circle”
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Conclusions Economic advantage is a key driver for investing in environmental products Existing capabilities can prevent companies to capture the economic value of environmental products
– Business models, structures, strategy, incentive system, etc. Investments in a bundle of (new) environmental capabilities are required
– Our maturity tool helps companies to design and develop organizations for products & services that last
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Interactive Discussion
Statements: 1. Every company becomes part of the circular
economy 2. Every company that becomes a part of the
CE, should adopt a fitting business model 3. In order to adjust the business model, a
positive financial business case is required
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Book for Practitioners
Expected early 2016 • Guidelines • Cases • Link between
sustainability and CSR • Internal change process • Network approach
Duurzame innovatie: organisatie, implementatie,
successen
Wortmann, Peters, Lauche
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