Major companies worldwide have pledged to reach net-zero emissions, but pledges are one thing, and action is another. Momentum can, of course, be difficult to sustain. Carbon reduction may be imperative for the good of the planet, but it requires businesses to think and operate in new ways, to collaborate with more outside entities, to trust data-gathering processes that are new and developing — and to put R&D and innovation leaders at the center of the process.
Science Group convened a forum of R&D leaders and CTOs — including executives from Amcor, Bayer, Mars, PepsiCo, Procter & Gamble, Solvay, and Stepan — to identify ways in which companies can translate net-zero ambitions into material progress. In particular, we wanted to help define the pivotal role that innovation teams can play in the journey. Here, we highlight insights that emerged from this forum about practices that help build a pathway for both industry and the planet to thrive.
A Mandate for Action
Diese Geschichte stammt aus der Winter 2024-Ausgabe von MIT Sloan Management Review.
Starten Sie Ihre 7-tägige kostenlose Testversion von Magzter GOLD, um auf Tausende kuratierte Premium-Storys sowie über 8.000 Zeitschriften und Zeitungen zuzugreifen.
Bereits Abonnent ? Anmelden
Diese Geschichte stammt aus der Winter 2024-Ausgabe von MIT Sloan Management Review.
Starten Sie Ihre 7-tägige kostenlose Testversion von Magzter GOLD, um auf Tausende kuratierte Premium-Storys sowie über 8.000 Zeitschriften und Zeitungen zuzugreifen.
Bereits Abonnent? Anmelden
Avoiding Harm in Technology Innovation
To capitalize on emerging technologies while mitigating unanticipated consequences, innovation managers need to establish a systematic review process.
Make a Stronger Business Case for Sustainability
When greener products and processes add costs, managers can shift other levers to maintain profitability.
How to Turn Professional Services Into Products
Product-based business models can help services firms achieve greater scale and profitability. But the transformation can be challenging.
Do You Really Need a Chief AI Officer?
The right answer depends on the strategic importance and maturity of AI in your company.
Where To Next? Opportunity on the Edge
Doing business in regions considered less stable or developed can pay off for companies. But they must invest in working with local communities.
Make Smarter Investments in Resilient Supply Chains
Many companies invest in resilience only after a disruption. Applying the concept of real options can help decision makers fortify supply chain capabilities no matter the crisis.
The Three Traps That Stymie Reinvention
Organizational identity, architecture, and collaboration can be either assets or liabilities to pursuing growth in new sectors.
What Makes Companies Do the Right Thing?
Vaccine makers varied widely in their engagement with global public health efforts to broaden access to COVID-19 immunizations. Ethically motivated leadership was a dominant factor.
Build the Right C-Suite Team for Your Strategy
CEOs can foster a more effective leadership team by understanding when to tap senior executives' competitive instincts and when to encourage collaboration.
A Better Way to Unlock Innovation and Drive Change
A strengths-based approach to building teams can win employee commitment to change and foster an inclusive, agile culture.
