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家族企业:改变可持续发展声音(完整)

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家族企业:改变可持续发展声音(完整)

 

  Ex ecutive Summary

 F amil y

 firms

 hol d

 a

 unique position in adv ancing the

 sus t ainability agenda.

 As busines ses

 that

 hav e

 been

 f or ged

 with

 futur e generations in

 mind,

 the y

 c ons t antl y

 balanc e perf ormanc e

 agains t

 l egacy

 and

 this

 crucial equilibrium

 is

 c entr al

 to

 sus t ainability .

  The

 need

 to

 mo v e

 to

 sus t ainabl e

 busines s models

 is

 becoming cl ear er

 e v ery

 da y .

 In t oda y’ s

 w orl d

 –

 one

 in

 which climat e

 tipping point s

 hav e

 been

 br eached and

 societies ar ound

 the

 w orl d

 ar e

 c alling

 f or

 mor e

 equity

 –

 shar eholder s

 c an no

 l onger be

 the

 sol e beneficiaries

 of

 v alue

 cr eation.

 T oda y ,

 peopl e and

 planet mus t

 also

 be

 c onsider ed

 in

 e v ery s tr at egic decision

 a

 l eader ship

 t eam mak es.

 F or

 f amil y

 businesses,

 such

 inclusivity w as oft en

 embedded

 in

 the

 f ounding

 principles

 of the

 fir s t

 gener ation.

 Their ec os y s t ems

 hav e been

 or ganic all y

 built

 ar ound

 peopl e

 and environment,

 as

 w ell

 as

 pr ofit ability .

 Doing w ell

 by

 doing

 good

 is

 embedded

 in

 their

 DNA.

 The

 f amil y

 per spectiv e

 natur all y

 c ompels

 a l ong-t erm

 view

 to

 be

 br ought

 int o

 s tr at egy . That

 l ong-t erm

 f ocus

 pr o vides

 f amil y

 firms with

 a

 crucial

 anchor

 point

 f or

 k e y

 decision-

  making

 on

 s tr at egic r einv ention

 in

 or der to

 secur e

 the

 or ganization f or

 suc c es sive gener ations.

 Some ar e

 alr eady

 inv es ting in

 inno v ation,

 partnership

 and

 positive disruption to

 align

 with

 the

 changes that

 go v ernments, policymak er s

 and

 c onsumer s ar e

 incr easingl y

 c alling

 f or .

 Answ ering

 that

 c all

 c an saf eguar d

 both

 c ontinuity

 and suc c es sion.

 A br oader s t akeholder

 view

 and

 a

 l ong-t erm s tr at egic per spectiv e

 ar e

 among the

 myriad s tr engths that

 f amil y

 busines ses

 c an shar e with

 the

 wider busines s

 c ommunity as

 it begins to

 engage

 with

 the

 sus t ainability agenda

 in

 cl ear ,

 measurabl e

 w a y s. W e enc our age

 and

 w el c ome the

 drive

 to

 plac e purpose at

 the

 heart of

 tr ansformation.

 IMD

 enc our ages it s

 div er se

 and

 t al ent ed thought

 c ommunity to

 shar e

 their

 v aluabl e insight s

 and

 achie v ements. B y

 using

 such r eal-w orl d,

 r eal-impact

 suc c es ses

 to

 nourish ne w

 thinking and

 ne w

 dir ections, w e

 c an c ontinue

 to

 s trive

 to w ar ds

 the

 sus t ainabl e suc c es s

 of

 all

 the

 s t akeholder s

 our busines ses

 serv e.

  The

 Rol e

 of

 F amil y

 Busines s

 Boar ds in

 Sus t ainability Ba rbar a

 Kux,

 Vic e

 Chairper son

 and

 member

 of

 the

 boar d

 at Firmenich,

 Henk el, Gros v enor

 Gr oup

 and

 P ar gesa

 Hol ding and

 Sameh

 Abadi r ,

 Pr of es sor

 of

 Leader ship

 and

 Negotiation at

 IMD

 and

 Dir ect or

 of

 the

 IMD-Pict et

 Sus t ainability in

 F amil y Busines s

 A w ar d

  SA: Barbar a,

 y our

 c ar eer

 is

 unique and y ou

 hav e

 seen

 l ot s

 of

 diff er ent

 busines s

 models.

 Can

 y ou

 giv e

 us

 a

 brief definition

 of sus t ainability?

 BK:

 W ell,

 I

 check ed

 this

 morning

 and

 the number

 of

 Google

 hit s

 f or

 definitions of sus t ainability is

 curr entl y

 724

 million

 and I

 think it is

 gr owing.

 My

 point

 of

 view

 in

 busines s

 has

 al w a y s

 been

 to

 l ook

 at

 the

 3P s: pr ofit

 –

 peopl e

 –

 planet and

 s ynchronize them.

 Pr ofit

 has

 al w a y s

 and

 will

 al w a y s

 be ther e

 bec ause

 w e

 w ant

 to

 cr eate

 v alue

 f or shar eholder s. I

 think the

 peopl e

 aspect has al w a y s

 been

 ther e

 as

 w ell,

 and

 in

 f amil y c ompanies mor e

 than

 others. The

 thir d

 one is

 the

 big

 one,

 the

 ne w

 one.

 That

 is

 planet.

 In

 my

 view

 whene v er

 y ou

 mak e

 a

 decision, whene v er

 y ou

 buil d

 s tr at egy ,

 mak e

 an ac quisition, hir e

 someone, c onsider

 those 3P s.

 SA: Ar e

 boar ds

 r eall y

 int er es t ed

 in sus t ainability?

 BK:

 In

 my

 boar d

 w ork

 I

 hav e

 been

 seeing r eactions to

 Gr et a

 [Thunber g].

 And

 she

 is a

 c ontr o v er sial

 figur e

 –

 the

 opinions r ange fr om positive

 to

 negativ e,

 r espectful

 and suspicious.

 But

 she

 has

 br ought

 a

 much gr eat er

 aw ar enes s

 on

 the

 t opics. Looking fr om a

 mark eting

 cy cl e

 AID A per spectiv e

 – aw ar enes s, int er es t,

 desir e,

 action –

 t oda y

 aw ar enes s

 and

 int er es t

 ar e

 cl earl y

 ther e

 f or boar ds,

 top

 managers, c ompanies, f amil y and

 public all y

 lis t ed

 c ompanies. I

 think the

 F AMIL Y

 BUSINES S:

 A V OICE

 F OR

 CHANGE

 IN

 SUST AINABILITY

  desir e

 to

 action is

 ther e,

 t oo.

 Companies

 that ar e

 mor e

 suc c es sful

 sa y

 y es

 w e

 hav e

 to

 do

 it. Action is

 the

 w eak part bec ause

 v ery

 small number s

 of

 c ompanies ar e

 actuall y

 making

 it happen.

  Int er es tingl y

 r ec ent

 r esearch

 has

 sho wn

 that 65

 per c ent

 of

 c ompanies hav e

 sus t ainability as

 a

 management t opic,

 but

 22

 per c ent

 think the

 boar d

 c annot

 deal

 with

 it in

 a

 c onclusiv e w a y .

 So it is

 ther e

 in

 the

 agenda,

 but

 our boar d

 is

 not

 helping to

 further

 it.

 A r ec ent s tudy

 by

 Mazar s

 sho w ed

 that

 53

 per c ent

 of boar ds

 see

 a

 busines s

 c ase

 f or

 sus t ainability . That

 means

 47

 per c ent

 of

 boar ds

 do

 not

 see

 a busines s

 c ase

 f or

 an int er es t

 in

 sus t ainability . So it is

 inc onclusiv e

 but

 in

 gener al

 the int er es t

 is

 ther e.

  So wh y

 shoul d

 a

 boar d

 be

 int er es t ed

 in sus t ainability? W ell,

 inv es t or

 int er es t

 w orth $30

 trillion

 is

 ther e,

 whether the y

 ar e

 f amil y or

 non-f amil y .

 ESG

 is

 an incr easing demand and

 if y ou

 ar e

 a

 public

 c ompany ,

 y ou

 need inv es t or s. Then

 w e

 hav e

 60

 per c ent

 of mill ennials

 who

 w ant

 to

 join

 a

 c ompany

 with

 a good

 sus t ainability pr ogr am.

 And

 mone y

 and titles

 and

 c ar s

 –

 the y

 do

 not

 c ar e

 f or

 those; the y

 go

 f or

 the

 purpose and

 sus t ainability .

 Then

 y ou

 c ome to

 c onsumer s

 and

 the y

 hav e apps such

 as

 T o xF o x

 that

 mean the y

 jus t hav e

 to

 sc an a

 pr oduct

 in

 a

 supermark et

 and get

 a

 c onclusion

 on

 Subs t anc es

 of

 V ery

 High Conc ern

 (S VHCs)

 and

 an immediat e

 option to

 send a

 c omplaint to

 the

 c ompany .

 Then ther e

 is

 a

 huge

 opportunity

 pr esent ed

 by

 the gr een

 mark et.

 T oda y

 it is

 w orth $3 trillion and

 by

 2025

 it is

 pr ojected

 to

 gr o w

 to

 $6 trillion.

 So ther e

 ar e

 r easons

 to

 engage

 with sus t ainability at

 boar d

 l e v el.

 SA: Ther e

 is

 the

 idea

 that

 v alues

 shoul d be

 non-negotiabl e

 and

 s tr at egies c an be

 negotiabl e.

 Shoul d

 boar ds

 mo v e

 sus t ainability to

 a

 non-negotiabl e

 v alue

 and

 see

 e v erything else

 as

 a

 negotiabl e

 priority? BK:

 It

 is

 v ery

 import ant

 that

 sus t ainability is

 embedded

 in

 v alues.

 T ypic all y

 in

 f amil y -

 o wned

 c ompanies v alues

 ar e

 mor e

 import ant. Y ou

 hav e

 f ourth or

 fifth-gener ation

 member s

  and

 the y

 w ant

 to

 c ontinue

 with

 those v alues.

 I w as

 head

 of

 sus t ainability at

 Philips

 15

 y ear s ago.

 The

 w a y

 to

 mo v e

 things with

 v alues

 w as to

 cr eate

 a

 busines s

 int ention.

 At

 the

 time Philips

 w as

 intr oducing LED

 lighting that emitt ed

 30

 per c ent

 l es s

 C O2.

 So w e

 f ocused

  on

 gr o wing

 the

 LED

 busines s

 to

 fulfill

 our sus t ainability agenda.

 So,

 identify

 what

 I

 c all the

 ‘gr een

 sw eet

 spot’

 and

 f ocus

 on

 it and

 use it to

 ac c el er at e

 the

 busines s. V alues

 mus t

 be k ept

 but

 pr omote

 them thr ough

 the

 busines s.

 SA: I

 w as

 onc e

 t ol d

 if y ou

 mis s

 a

 tipping

 point, y ou

 liv e

 to

 r egr et

 it.

 Is

 sus t ainability is

 huge tipping

 point?

  BK:

 It

 is

 absolut el y

 true.

 Look

 at

 the aut omotiv e

 indus try

 in

 Germany

 –

 the y mis sed

 el ectric

 c ar s. El on

 Musk

 jus t announc ed

 an el ectric

 c ar

 f act ory

 in Germany .

 Ho w e v er ,

 mill ennials

 don’t w ant c ar s. The y

 w ant

 a

 mobility servic e,

 the y

 do

 not need

 s t atus

 s ymbols. The y

 w ant

 to

 do

 good f or

 the

 futur e.

 The y

 hav e

 r ealized

 w e

 c annot go

 on

 as

 w e

 hav e.

 W e

 ar e

 using

 the

 r esour c es of

 1.7

 planets. I

 hav e

 not

 y et

 f ound

 the engineer who

 c an cr eate

 a

 ne w

 planet.

 W e ar e

 limit ed.

 F r om Augus t

 2,

 2019

 w e

 began living off

 the

 natur al

 r esour c es

 (air ,

 w at er , w ood)

 of

 our

 kids

 and

 gr andkids. W e

 hav e

 to do

 something about

 it.

  SA: Y ou

 hav e

 seen

 l ot s

 of

 f amil y

 busines ses.

 What

 advic e

 c an y ou

 giv e

 them to

 giv e them quick

 fix es,

 eas y

 tw eak s?

 Also, is

 sus t ainability a

 cultur e-specific phenomenon?

 BK:

 W ell,

 fir s t

 the

 cultur e

 ques tion.

 I

 gr e w up

 in

 a

 Swis s

 German village. W e

 w alk ed

 30 minut es

 two

 or

 thr ee

 times

 a

 da y .

 W e

 w er e separ ating

 garbage,

 w e

 c ompos t ed

 in

 the gar den.

 W e

 do

 hav e

 a

 cultur al-upbringing that

 is

 aligned with

 sus t ainability .

  The

 sec ond

 point

 is

 on

 quick

 fix es. I

 hav e

 to t ell

 y ou,

 sus t ainability and

 quick

 fix es

 ar e not

 c ompatibl e.

 But

 what

 c an c ompanies do?

 W ell,

 the

 fir s t

 thing

 is

 c ompanies mus t ask

 is

 it r eall y

 part of

 our

 DNA?

 Is

 it trul y embedded?

 In

 f amil y

 c ompanies, I

 hav e f ound

 it is

 al w a y s

 part of

 it.

 The y

 al w a y s c ar ed

 f or

 the

 envir onment and

 peopl e

 and

 the y

 al w a y s

 l ook

 at

 l ong

 t erm.

 The

 sec ond thing

 is

 to

 l ook

 at

 the

 materiality matrix. This is

 a

 simpl e

 tw o-a xis

 matrix

 that

 balanc es

 the

 priorities

 of

 boar d

 l eader ship

 al ongside the

 priorities

 of

 s t akeholder s. Y ou

 c an map anything

 fr om climat e

 change to

 health or

 the ageing

 population or

 emer ging

 mark et s

 on

 it and

 identify

 the

 gr een

 sw eet

 spot s

 or

 risk s. Onc e

 y ou

 do

 that

 y ou

 c an mak e

 sus t ainability part of

 s tr at egy

 –

 not

 a

 separ at e

 s tr at egy

 but

 c entr al

 with

 aim

 to

 buil d

 c ompetitiv e adv ant age.

 Ne xt

 is

 ...

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