{"id":3998,"date":"2023-04-19T06:30:44","date_gmt":"2023-04-19T06:30:44","guid":{"rendered":"https:\/\/esggia.com\/?p=3998"},"modified":"2023-06-07T06:19:20","modified_gmt":"2023-06-07T06:19:20","slug":"acelerar-la-sostenibilidad-la-experiencia-de-la-estrategia-y-la-innovacion","status":"publish","type":"post","link":"https:\/\/esggia.com\/en\/2023\/04\/19\/acelerar-la-sostenibilidad-la-experiencia-de-la-estrategia-y-la-innovacion\/","title":{"rendered":"Accelerating Sustainability: The Strategy and Innovation Experience"},"content":{"rendered":"<p><p>The right approach to strategy and innovation is critical for the competitiveness of any business. This obvious statement became particularly evident to well-established companies two decades ago with the emergence of transformative business models enabled by technology, data and customer empowerment. Since then, most companies have developed internal strategy and innovation capabilities.<\/p>\n<p>Internalization of the Strategy and Innovation functions was particularly active in the 2000s and 2010s respectively. Both functions now enjoy a good organizational visibility in most sizable organizations, although their contribution to financial and ESG performance differs among companies. In some cases, these areas provide differential intelligence and drive change, while in others they act as mere consolidators of information and are disconnected from business dynamics. Therefore, the way in which these functions have been designed and implemented is driving their impact in value.<\/p>\n<p>Through the 2020s, companies will deal with the internalization of Sustainability. A material improvement in decarbonization and societal wellbeing will only be possible if business models radically improve their sustainability performance. This journey can be much more efficient and effective if it leverages the learnings from the implementation of internal strategy and innovation capabilities.<\/p>\n<p>In the case of Sustainability, many companies are transitioning from the Awareness stage to the Management one. They must navigate through these first stages to ensure that the whole organization understands, lives and integrates the sustainability component into their day-to-day activity. The objective is to enter the Integration stage in the shortest possible time. Experience from the Strategy and Innovation journeys says that some levers are particularly effective to achieve this objective:<\/p>\n<ol>\n<li>Strong positioning of Sustainability as a strategic imperative by the Board of Directors, CEO and senior executives.<\/li>\n<li>Clear narrative of what Sustainability means to the company, articulated through bold and tangible transformative courses of action to address several priorities. If the company\u2019s stakeholders perceive sustainability initiatives as a \u201cgreenwashing\u201d program, the loss of credibility and engagement will prevent meaningful progress for a long time.<\/li>\n<li>Empowered organizational network, integrating technical and business profiles and focusing central resources on responsibilities in which they are truly differential, such as capital allocation and ecosystem management.<\/li>\n<li>Initial diagnostic and multi-year plans to evolve towards dynamic road maps embedded in the company\u2019s strategic objectives.<\/li>\n<li>Tools to measure the financial and ESG contribution of sustainability-driven initiatives.<\/li>\n<\/ol>\n<p>Once the decision to internalize the Sustainability function has been taken, its design and speed of implementation will be a driver of competitive advantage. There is no single \u201cright\u201d solution; each company must shape its journey according to its aspiration, organizational model, culture and experience from previous internalization developments. Companies that achieve a seamless integration of strategy, innovation, sustainability and operations will be unbeatable.<\/p><\/p>","protected":false},"excerpt":{"rendered":"<p>Enfocar adecuadamente la estrategia y la innovaci\u00f3n es fundamental para la competitividad de cualquier empresa. Esta afirmaci\u00f3n tan obvia se hizo especialmente evidente hace dos d\u00e9cadas, con la aparici\u00f3n de modelos de negocio transformadores propiciados por la tecnolog\u00eda, los datos y la capacitaci\u00f3n de los clientes. Desde entonces, la mayor\u00eda de las empresas han desarrollado capacidades internas de estrategia e innovaci\u00f3n. La internalizaci\u00f3n de las funciones de Estrategia e Innovaci\u00f3n fue especialmente intensa en las d\u00e9cadas de 2000 y 2010 respectivamente. Ambas funciones gozan ahora de una buena visibilidad organizativa en la mayor\u00eda de las grandes organizaciones, aunque su contribuci\u00f3n a los resultados financieros y ESG var\u00eda entre empresas. En algunos casos, estas \u00e1reas aportan inteligencia diferencial e impulsan el cambio, mientras que en otros act\u00faan como meros consolidadoras de informaci\u00f3n y est\u00e1n desconectadas de la din\u00e1mica empresarial. Por lo tanto, la forma en que se han dise\u00f1ado y puesto en pr\u00e1ctica estas funciones est\u00e1 vinculada a su impacto en el valor. A lo largo de la d\u00e9cada de 2020, las empresas abordar\u00e1n la internalizaci\u00f3n de la funci\u00f3n de Sostenibilidad. Una mejora material en la descarbonizaci\u00f3n y el bienestar de la sociedad solo ser\u00e1 posible si los modelos de negocio mejoran radicalmente sus resultados en materia de sostenibilidad. Esta transici\u00f3n puede ser mucho m\u00e1s eficaz si se apoya en los aprendizajes de la puesta en pr\u00e1ctica de capacidades internas de estrategia e innovaci\u00f3n. En el caso de la sostenibilidad, muchas empresas est\u00e1n pasando de una fase de Concienciaci\u00f3n a otra de Gesti\u00f3n. Es necesario transitar por estas primeras etapas para asegurar que toda la organizaci\u00f3n entiende, vive e integra el factor sostenibilidad en su actividad diaria. El objetivo es entrar en la \u00faltima etapa de Integraci\u00f3n en el menor tiempo posible. La experiencia de Estrategia e Innovaci\u00f3n dice que algunas palancas son especialmente eficaces para lograr este objetivo: Posicionamiento de la sostenibilidad como imperativo estrat\u00e9gico por parte del Consejo de Administraci\u00f3n, del CEO y de la alta direcci\u00f3n. Una narrativa clara de lo que significa la sostenibilidad para la empresa, articulada a trav\u00e9s de l\u00edneas de actuaci\u00f3n transformadoras y tangibles para abordar distintas prioridades en paralelo. Si las agentes de la empresa perciben las iniciativas de sostenibilidad como \u00abgreenwashing\u00bb, la p\u00e9rdida de credibilidad y compromiso impedir\u00e1 un avance significativo durante un periodo largo de tiempo. Funcionamiento como red organizativa, integrando a perfiles t\u00e9cnicos y de negocio y centrando los recursos centrales en las responsabilidades en las que realmente son diferenciales, como la asignaci\u00f3n de capital y la gesti\u00f3n del ecosistema. Diagn\u00f3stico y planes multianuales para evolucionar hacia hojas de ruta din\u00e1micas imbricadas en los objetivos estrat\u00e9gicos de la empresa. Herramientas para medir la contribuci\u00f3n financiera y ESG de las iniciativas vinculadas a la sostenibilidad. Una vez tomada la decisi\u00f3n de internalizar la funci\u00f3n de Sostenibilidad, su dise\u00f1o y velocidad de implantaci\u00f3n ser\u00e1n una fuente de ventaja competitiva. No existe una soluci\u00f3n \u00fanica para ello; cada empresa debe configurar su camino en funci\u00f3n de su ambici\u00f3n, modelo organizativo, cultura y experiencias previas de internalizaci\u00f3n. Las empresas que logren integrar eficazmente estrategia, innovaci\u00f3n, sostenibilidad y operaciones ser\u00e1n imbatibles.<\/p>","protected":false},"author":2,"featured_media":3999,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[48,8],"tags":[],"class_list":["post-3998","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-estrategia","category-sostenibilidad"],"_links":{"self":[{"href":"https:\/\/esggia.com\/en\/wp-json\/wp\/v2\/posts\/3998","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/esggia.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/esggia.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/esggia.com\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/esggia.com\/en\/wp-json\/wp\/v2\/comments?post=3998"}],"version-history":[{"count":14,"href":"https:\/\/esggia.com\/en\/wp-json\/wp\/v2\/posts\/3998\/revisions"}],"predecessor-version":[{"id":4737,"href":"https:\/\/esggia.com\/en\/wp-json\/wp\/v2\/posts\/3998\/revisions\/4737"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/esggia.com\/en\/wp-json\/wp\/v2\/media\/3999"}],"wp:attachment":[{"href":"https:\/\/esggia.com\/en\/wp-json\/wp\/v2\/media?parent=3998"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/esggia.com\/en\/wp-json\/wp\/v2\/categories?post=3998"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/esggia.com\/en\/wp-json\/wp\/v2\/tags?post=3998"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}