Most people agree a business case for sustainability is critical. However, the initial findings from the Massachusetts Institute of Technology’s Sloan Management Review 2010 sustainability survey finds nearly half of its responders have not yet developed one. But they are spending money on it anyway.
The full report is set to be release in January 2011. Check here for details. Early results include finding:
- Forty-seven percent of those who are substantially outperforming their peers have developed a business case for sustainability.
- Among lower performing companies, only thirty percent have developed a business case for sustainability.
- Fifty percent of North American companies have yet to try to develop a business case for sustainability efforts, compared to thirty percent in the Asia-Pacific region.
At the same time potential profits are substantial. Just one example – GE has announced an expected nearly $0.5 billion of revenue in 3 years catalysed by buying (not selling) clean technology electric cars.
All of which leaves open questions. What’s holding other companies back?
A clear business case needs more than the profit numbers. For effective leading sustainability change its about managing the visible objective measured change as well as viewpoints, values and cultural world-views that sit beneath this – the invisible drivers. In other words, a sustainability case that is right for the organisation.