3 Questions to Ponder for Your 2030 Strategy
Edwina McKechnie |BSR
夏洛特·班西尔洪（Charlotte Bancilhon）|BSR
For years, 2020 was a distant concept, the end point for business goals and timelines. With many sustainability strategies and goals expiring in 2020, it’s now time for companies to think about their sustainability priorities for the next 10 years.
At Sustainable Brands Paris, we discussed the dynamics shaping post-2020 strategies with representatives fromAvery Dennison，，，，evian，，，，毅力伙伴andMastercard。
可持续业务的景观正在迅速变化，这可以通过加速的能源过渡，高度破坏性的技术，例如人工智能，新商业模式，增加地缘政治波动，新生的气候破坏以及利益相关者的新期望。
在BSR，我们的观点是，下一阶段的工作需要建立具有可持续性的弹性业务策略。金博宝怎么注册零碎的，孤立的方法和快速获胜的日子已经一去不复返了。现在是时候重置识别轨迹的时候了interwoven reality of business, society and the consumer。
"Most big businesses have been working on sustainability with reasonable success for the last 10 to 15 years, but we have been picking the low-hanging fruit,” a BSR member once told us. “The next phase will be much more difficult. It is about what you buy and what you sell; it goes into the heart of your commercial operations and investment decisions."
Lessons Learned
这带来了一个巨大的机会，可以反思从过去十年的可持续性管理中学到的经验教训：什么运行良好，我们取得了什么成就以及我们需要做的事情来推动雄心化，以改变满足消费者需求的方式，同金博宝怎么注册时创造长期价值用于商业和社会。
在这种情况下，我们需要反思以下三个问题，因为我们与会员公司合作制定2030年的策略。
1.我们的世界看起来像什么e in 10 years, and how do we ensure the relevance of our priorities in 2030?
公司无法计划在2030年计划，而不必考虑从现在起十年后的世界有何不同。尽管我们无法预料未来十年将会发生的所有破坏和创新，但我们可以利用期货思维和场景计划来准备长期的可持续业务策略。
期货思维和场景规划提供结构化的方法，以确定地平线上的变化信号，探索可能的未来情况，并确保您的2030年策略适合不断变化的世界。场景规划不是对未来的预测，而是一种扩大我们的愿景领域的方式，挑战对当前和未来的假设，并提高我们适应和转移变化的能力。重要的是，它有助于了解您的业务在合理的新环境中的外观。
Explore BSR’s research into the key drivers of change affecting sustainable business in theDoing Business在2030年，报告并理论化了四个合理方案对您的业务和消费者的影响。
2. How are consumer needs and wants evolving, and how do brands partner with consumers and others to enable more sustainable lifestyles?
一家BSR成员公司告诉我们，可持续性最重要的是确保企业增长途径：“消费者将使用以外的可持续性和技术过时的词。金博宝怎么注册您不应该仅仅为了获得不错的奖项而发布新的可持续产品，而是因为消费者需要并想要这些产品。”
真正可持续和韧性的业务是将其承诺将可持续发展目标（SDG）纳入核心业务战略的承诺。BSR成员公司了解“需要专注于解决重大可持续性挑战如何为公司创造新的收入机会。金博宝怎么注册这意味着将可持续发展目标和可持续性整合到业务计划中。”金博宝怎么注册
More and more, companies see the value sustainable efforts deliver to their consumers and, conversely, the demand from consumers for goods and services that reflect a contribution to solving major societal challenges.
In the past, sustainability strategies have focused on doing business as usual, with fewer negative impacts. But, as another BSR member company explains, “products, services and technologies are more important than processes and procedures, but we in the sustainable business field are too focused on process. This misses the key strategic link with market-based needs.”
3. Which business approaches can work to drive deeper internal integration and business value to get the entire company on board with a 2030 strategy?
According to theState of Sustainable Business 2018，消费者和客户需求是在声誉之后获得可持续性努力的第二强驱动力。金博宝怎么注册但是，只有34％的公司声明其可持续性团队在营销中有效地工作，29％的研发（R＆D）以及28％的产品开发。金博宝怎么注册
将可持续性纳入品牌战略和金博宝怎么注册创新需要对可能从未紧密工作的团队进行新的方法。金博宝怎么注册可持续性团队可以为营销和产品开发提供正确的工具，以使可持续性推动品牌目标和创新。
我们的伙伴，毅力伙伴，大纲some tangible ways to work with your marketing department例如开发工具包，以使品牌经理能够将通常的抽象可持续性战略转变为消费者主导的品牌策略。金博宝怎么注册
One BSR member explains how they have “baked sustainability attributes into the product development stage-gate process. Innovation teams are part of our sustainability governance. We’ve also partnered with an accelerator to incubate entrepreneurs that will generate ideas that will benefit us."
2030年的眼睛
Concrete tools and methodologies exist that can help companies build sustainability strategies that create business and stakeholder value during the next decade.
Sustainability teams will need to develop new competencies to be fully empowered to drive the design of meaningful 2030 sustainability strategies and goals such as the ability to identify value creation opportunities, drive internal change and identify future factors.
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