Sustainability Leadership Perspective: Introduction

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Innovation Takes Courage


The 90+ corporations in
this year’s study are among the world’s most well-known
brands. Like most pioneers of movements, they will potentially draw both positive and negative attention. Either way, they should be commended for taking simple, measurable steps of public accountability, transparency and progress —
regardless of the various stages of sustainability from which they are starting.

We believe that participants in the MapChange study are driving the business and sustainability discussion from a position of strength and are already using the intelligence gleaned from the report. To date, innovators across industries and continents have been requesting to be included in MapChange 2011 and subsequent studies (e.g., Australia, New Zealand, Spain, London).

Some companies may choose not to participate and remain absent from future studies, perhaps because they are nervous about potentially being tagged as a poor performer. In reality, absence from the study could make them appear to be fence-sitters, which probably is not the case. We see very little benefit come from resisting involvement.

We believe the time has come for sustainability to be completely integrated into companies’ core business strategies and innovation efforts (reference: Harvard Business Review September 2009 — “Why Sustainability is Now the Key Driver of Innovation”) instead of just a noteworthy CSR initiative reporting to public relations departments.

The MapChange study utilized Climate Counts’ company scorecard for “actual” climate action scores because of its simplicity, clarity and usefulness in providing clear benchmarks for addressing this increasingly complex challenge. We think the Climate Counts rating process (widely available to companies throughout the global marketplace) and “i2 — Industry Innovators” program, are among the most useful steps towards creating a road map, accessing resources, and guiding corporate evolution towards a more sustainable and profitable future.



Quadrants & Recommendations


THE BASHFULS (low perceived, high actual)

• Brands not getting “deserved credit” according to the MapChange Study
• Highly accountable brands in need of improved communications and/or more green consumer-facing innovations

MD Recommendations: Showcase green innovations as a core business priority and create ongoing dialogue with the public to openly share your commitment to sustainability.

 

THE LAGGARDS (low perceived, low actual)

• Least accountable brands according to the MapChange Study
• Could be unaware that sustainability drives innovation
• Might be living in the past; short-term focused; resistant to change

MD Recommendations: Develop short-term and long-term green vision and corresponding plans for prioritized actions; begin deliberate transition to green consumer-facing innovations as well as measurable internal practices; be more willing to look beyond where you are today for what you will become tomorrow.

 

THE LEADERS (high perceived, high actual)

• Most influential brands in the market
• Organizations known for big-picture, whole-systems thinking
• Seem to be consistently maintaining green innovation pipeline and practices based on consumer insight/needs

MD Recommendations: Capitalize on leadership position; replace/acquire THE LAGGARDS and expose disparity between you and THE LUCKY (while sharing/teaching the willing and worthy how to catch up).

 

THE LUCKY (high perceived, low actual)

• Brands enjoying “undeserved credit” and possibly short-lived benefit of perception
• At risk of being exposed as not what they seem in the eyes of the public
• Could be unaware that sustainability drives innovation

MD Recommendations: Transparently identify and disclose green realities in the context of intentions and future (short-term and long-term green vision) consumer-facing innovations and eco-friendly milestones.




Each brand in the study received an “actual” and a “perceived” sustainability score between 0 and 100. The MapChange Study then plotted the results on a classic perceptual map. Although each brand’s situation is different, we believe quadrants share common traits, course corrections and innovation opportunities as categorized by the descriptions on the next page.