20可持续商业模式

20 Business Model Innovationsfor Sustainability Contents Social Impact27 Foreword Most would agree that the concept of sustainable business has hit the mainstream.You’d be hard-pressed to find a company that hasn’t at least started a recycling initiativeor engaged in some kind of community development project, even if the efforts arespare. Fortunately, many companies have gone far beyond that minimum—they haveoverhauled products and processes and have started to look outwards at system-widetrends and challenges that promise to radically reshape their businesses in the future. SustainAbility has long recognized and advocated the need for fundamental shiftsin business practice, including in business models, both to drive necessary progresstoward, and to unlock business value from, sustainability. Such shifts are all themore urgent and relevant today, given slow progress on sustainable developmentbroadly and accelerating innovation and disruption (both positive and negative)already playing out in many industries. That is the basis forModel Behavior, exploring the role and practice of businessmodel innovation in the context of sustainability. In it, we break down the innovativemodels we’re seeing, trying to better understand their origins, mechanics andimplications. In doing so, we hope to induce more focused conversation aboutbusiness model innovation, going beyond merely marveling at each new car-sharingcompany or crowdfunding site, and delving deeper into how such innovation comesabout, and how we can catalyze more of it. We acknowledge that business model innovation will not come easily, especially formany of the large, established companies we work with every day. But we proceedwith the conviction that those who experiment and take the leap will be better ableto traverse the shifting terrain ahead, and reap the benefits. This report helps by offering inspiration and reflection, by raising issuesand questions for further exploration, and by providing a framework for ongoingdiscussion. It grows out of SustainAbility’s past work on social entrepreneurship andinnovation (supported by the Skoll Foundation and others) and on the evolving roleof the private sector in sustainable development (via our 2012Regeneration Roadmapproject and its final report,Changing Tack), and responds to the growing emphasison systems change and collaboration as key enablers of a sustainable future. Lindsay ClintonSenior Manager, SustainAbility We welcome your comments, questions and insights. We are also seeking sponsorsand partners to help shape and support further research on this topic. To sharefeedback, and/or to discuss partnership or sponsorship opportunities, pleasecontact Lindsay Clinton (Clinton@sustainability.com). Lindsay ClintonRyan Whisnant Associate, SustainAbility Acknowledgements Our thinking has been influenced by innumerable conversations with colleagues and ournetwork, as well as through the thought leadership of several sustainability pioneers andresearchers we have come across in our work. We wish to acknowledge several of thosewho have contributed most strongly to the results presented in this report. Although SustainAbility’s thinking on this topic started many years ago, we heldour first formal convening on business model innovation in 2012, through a salondialogue we hosted in London as part of ourRegeneration Roadmapresearchinitiative. There we convened a group of leading thinkers and entrepreneurs to talkabout the potential of business model innovation to shift the economic landscape.The salon—attended by representatives of companies including BMW, Cisco, Mars,PwC, Rio Tinto, Sony and Standard Chartered; social entrepreneurs; leadershipexperts; academics; and NGOs—helped to significantly advance our thinking. Wethank those who took the time to attend and share their insights with us. A few months after the salon, we held a small roundtable breakfast in New Yorkto discuss disruptive business models with several social entrepreneurs alongsidesome of our corporate clients. The discussion helped us see that there might be aready audience for a report like this. Our thinking has also been influenced by the thought leadership of several keyindividuals and organizations in this space, including Bill McDonough, the EllenMacArthur Foundation, Anthony Upward, Bob Willard and WRAP UK. Finally, we gratefully acknowledge the support and guidance of our colleaguesat SustainAbility, several of whom have been instrumental in pushing this effortforward: •Years ago, our colleagueChris Guentherstarted to develop a framework forunderstanding the real and potential role of product, process and business modelinnovation in advancing sustainability. As we started working on this researchpaper, we found ourselves returning to those ideas. We are indebted to Chris forhis thinking, and for his support and influence throughout this project. •Several colleagues have been very helpful along the way:Melanie Colburnfor