Are you asking yourself
what positive forces your company can unleash – now and in 2030?

Are you asking yourself
on which of today’s decisions you’ll measure yourself in 2030?

Are you asking yourself
how to make sustainability an undeniable factor in operative decisionmaking?

OUR ANSWER

Here's our approach to shaping businesses for the new economy.

EXPERTISE

Our partners’ success
is our key success indicator.

Starting a successful sustainability transformation requires the right mindset, followed by deliberate and future-oriented decisions at the strategic and operative levels. We make these decisions navigable through our Impact First Entrepreneurship approach. Decarbonization and the Circular Economy are two essential pillars of a new economy.

With our Impact First Entrepreneurship approach, we bring the necessary clarity for owner families and executives right from the start. This often involves decisions that impact the purpose and fundamental values of a company. We consistently translate such normative changes into strategic goals and anchor them in day-to-day business.

The shift from fossil fuels to renewable energy and the decarbonization of the entire value chain is a thematic focus of our work. There’s no other way to prevent further global warming and the passing of critical tipping points. At the same time, a well-built portfolio of decarbonization measures creates new opportunities to cut costs, to stay ahead of tightening CO2 regulations, and access new markets.

Circular Economy stands for the decoupling of value creation and impact on nature. It’s a paradigm shift. But it’s essential for business to operate successfully inside of planetary limits. Circular economy offers three key opportunities for companies: circular products that, for example, allow for longer material cycles; circular production and supply chains, for example, through industrial symbiosis; and circular business models, like the transition to “as a service” models.

Normative

Normative

What principles guide your business leadership?
  • Profit = means or an end? Do you want to look good just to grow profit? Or do you want to run a profitable business to do long-term good?
  • Your view of humanity: Do you generally mistrust people and try to steer them toward good? Or do you trust them and give them room to do good?

Strategic

Strategic

What will your business look like in 2030?
  • Ownership: What is your ownership structure, and what does that mean for your transformation?
  • Finance: How do you finance your business, and how does that strengthen or obstruct your transformation?
  • Goals: On what concrete goals do you measure your success?

What will your company do in 2030?
  • Business model: Which tactics will you rely on to create real value and stay profitable?
  • Customers: How will you adapt your current offering to the sustainability needs of the future market?
  • Value chain: How will you ensure your supply chain and operations continue to run smoothly in the future?

Operative

Operative

Do you use known success factors for your transformation?
  • Numbers: How do metrics ease the sustainable transformation in daily business?
  • Structure: How do governance, organization, and incentives anchor the achievement of transformational goals?
  • Technology: How does the use of technology and data support the sustainability transformation?
  • Capacity: How prepared are your people to thrive in an impact oriented organization?

Is impact steering embedded in core operational processes?
  • Purchasing: Which criteria influence what and from where you procure?
  • Production: How and where do you produce?
  • Marketing: What exactly do you sell, where, and to whom?
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