For Feike Sijbesma, CEO of Royal DSM since 2007, rapid changes were normal as major trends were playing out. Global population swelled, the balance of wealth shifted, often increasing disparities and inequalities, while human beings remained hooked on using more resources than the planet could handle or replace. As early as 2010, DSM formulated a strategy to build on its strength in Life and Materials Sciences, capitalizing on what it saw as the most promising global megatrends, notably health & wellness, global shifts and energy & climate change. At DSM, sustainability went way beyond complying with laws and regulations: It was a key driver for innovation and a core value for the firm. In the aftermath of the financial crisis of 2007 and the ensuing recession, cost concerns came back to the forefront, pushing the sustainability agenda to the back. The sense of urgency on environmental and social issues was gone, so how could you convince people a totally different approach to doing business was needed? Could sustainability really be turned into an effective driver for innovation and ultimately improve a company’s profitability? Were the three bottom lines – financial, social and environmental – really mutually self-reinforcing, instead of mutually exclusive? Proving the case to some still-reluctant financial investors could prove difficult. For DSM, the ultimate challenge to its broad-based sustainability agenda was quite clear: Could a case be made for sustainability as a key driver of value creation over the long term?
An easy-to-use tool can help executives assess and manage the impact of stakeholders on the creation and destruction of value.
Medical experts have long warned about alcohol's risks, and now the drinks industry is embracing sobriety, investing in innovative alcohol-free drinks alternatives.
CEO Manuel Reman blends Krug's tradition with innovation, fostering deeper connections with global audiences and emphasizing authenticity to keep the champagne house relevant amid shifting tastes and sustainability challenges.
The implications of generative AI for "knowledge" work are more profound than many of us might think. Organizations need to wake up.
Being able to think strategically is key to addressing the ever-increasing demands on leaders – but it's easier said than done. Here are four key capabilities that will help you succeed in turbulent times.
As campaign disasters at Apple, Bud Light, and Jaguar demonstrate, boards shy away from marketing oversight at their peril.
Facing mounting competition from Tesla and BYD, Honda and Nissan's big bet on a merger might not be enough to close the gap. Survival may depend on thinking beyond traditional boundaries.
Once again, Donald Trump has promised bold yet unspecified moves that will add to the uncertainty facing executives. Business leaders must cut through the "policy fog" by focusing on what the re-elected President can actually control, comprehensiv...
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Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications