Showing posts with label Sustainable Business Models. Show all posts
Showing posts with label Sustainable Business Models. Show all posts

Sunday, 10 March 2013

Sustainable Business Models: what can change?


The book “Intrinsic Sustainable Development: epistemes, science, business and sustainability” (Birkin & Polesie 2011) is about the impact of an emerging episteme upon ourselves, society and business. Basically an episteme is what makes knowledge possible. It can seem disturbing, even frightening, to think that our world – our whole world – can change because of a change in the possibility of knowledge. But other people see this as liberating: an exciting opportunity to venture forth into new unexplored territories just as the explorers of old.

But consider too that the world does change for individuals and groups in accepted ways. Although PR does not subscribe to any revealed religious orthodoxy, consider how the members of a religious groups, even the humbling Methodists, may regard themselves as “reborn”, “renewed” or “saved” when they accept the Faith for this brings with it a new episteme – a new possibility for knowledge; caused in this case by the recognition that we live in a God-made world. In a way, Buddhism owes its whole existence to overcoming whatever “episteme” makes knowledge possible in an individual’s life – the Buddhist seeking enlightenment and freedom from this world is doing nothing less than overcoming the episteme by means of which a world is brought into existence. Finally, every page of the holy book of Islam, the Koran, exhorts followers to “know yourself” – excellent advice and you can think of this as getting to know the knowledge that that has created our view of ourselves and the world.

But you may ask what has this got to do with business?

Sunday, 24 February 2013

Returns on Growth Pains


ROCE stands for Return On Capital Employed. It underpins economic growth and is the most important equation of our times.

All accounting students learn how to calculate and use this equation within the details of corporate finance but we are all familiar with the concept. ROCE is stated as follows:


ROCE        =             Returns
                                                       Investment

It calculates the ratio between an investment and the amount of increase the investment earns. It is better known as a percentage rate of return. For example a company investing $10 million in a new product and making $2 million profit a year enjoys a 20% ROCE. If PR can afford to invest £10 in a savings account, he might make 20 pence in a year; a 2% ROCE.

If more people are to enjoy getting returns out of investments, then our economy needs to grow. This is the theory that motivates pretty well all business people and political leaders in the West and in the East. This makes ROCE an important equation – it represents our increasing prosperity and source of additional wealth.

Sunday, 6 January 2013

The Accountant’s Economic Revolution # 02


“We need a Revolution of Capitalism to balance return on financial, natural and social capital.” So said Peter Bakker at the Prince's Accounting for Sustainability Forum at St. James’s Palace on December 19, 2012.

 

 

Peter is the president of the World Business Council for Sustainable Development (WBCSD) and a widely experienced business man from the Netherlands – find out more about Peter.

 

In his speech, Peter told us that if we are to have a future then business and accounting needs to change. In spite of all the business and accounting initiatives so far implemented, there has been nothing like enough progress. 

 

The Global Accounting Revolutionary Group

Peter made these points in contribution to the Accountant’s Economic Revolution:

 

#1 - Business as usual is not an option for a future-proofed economy. Too many business models and strategies are dependent on the notion that current economic principles and capitalism are static.  This is naïve. 

 

#2 - The conventional model for capitalism is found wanting in terms of the benefits to the majority of society, the impact on the planet, and even in terms of continued economic prosperity. 

 

#3 - Capitalism requires a new operating system, and needs to be re-booted if we are to avoid the ultimate recession or worse total collapse.

 

#4 - Business [and accounting] needs to listen to what the scientists are telling us. We must incorporate the knowledge around the Planetary Boundaries in the setting of priorities for solutions.

 

#5 - We need to consider whether current company reporting provides the right information for this radical transformation.

 

#6 - Sustainability performance needs to be integrated into strategy.

 

#7 - We must change the (accounting) rules of the game.

 

#8  - It is a revolution, a revolution of capitalism, not with the aim to overthrow it, but to improve it in a way that balances the economic, the natural and the social dimensions.


Monday, 31 December 2012

New Economic Order: David Korten


Is David Korten a pioneer of a new economic order? He was born in Longview, Washington in 1937 and was awarded an MBA and PhD from the Stanford University Graduate School of Business. He has taught on the Harvard Business School’s MBA and doctoral programmes. But he is far more exceptional than his brilliant academic career might indicate.

With David’s academic background and business know-how, conventional wisdom might have thought it likely that he would be a leader of some kind: perhaps a man destined to improve the business performance of America. Conventional wisdom was indeed correct on this point - but it is very unlikely it would have foreseen the nature of the improvements that David would want to make:

“Wall Street generates money in astonishing quantities through accounting tricks, financial bubbles, and debt pyramids without producing anything of real value.”
                                                From Capitalism and the Common Good, David Korten, 2012.

If Wall Street (and other financial markets) do not produce anything of real value than the legitimacy of the whole financial sector is challenged. This would indeed herald a new economic order. But where do David’s ideas come from? Are they sound?
It could be argued that David’s early, post-Stanford career from 1959 was unduly influential upon his young and passionate mind. He devoted himself to setting up business schools in low-income countries such as Ethiopia. In the developing world, David would certainly have seen the struggles, hardships and pain that might have aroused his sympathy and turned him against the securities and comforts of the American establishment. But he chose this career with the poor overseas – something within him had already turned before he even left the USA.
There is no suggestion here that David was in any way a latent Marxist; though he would have witnessed the McCarthy communist accusations in the USA, that Second Red Scare of the early 1950’s. After all, David was a business-studies student throughout that period.
But whatever resource, insight, compassion, understanding or humanity the younger David possessed that set him upon his life’s path, his later career consolidated his views. For 15 years from the late 1970s, David lived in South-east Asia and served as a Ford Foundation project specialist then as an Asia regional advisor to the United States Agency for International Development (USAID). He came to understand the root causes of development failure in South-east Asia. He began to see that the economic policies of the developed world including the USA and the UK were themselves the cause of global environmental and social crises.
Perhaps David gets his ideas by experiencing life on the outside, as it were, of the existing economic order. He got to know the downside of existing economics but unlike the millions who suffer in silence, David had the knowledge and skills to seek a solution.
Wherever his ideas came from, David is now famous for promoting a new kind of economic order. In Capitalism and the Common Good 2011, a speech David gave at the University of Oregon, he identified two kinds of economy, the existing and the emerging as follows:

The Existing Economy
“The greed-driven, money-serving, corporate-ruled Wall Street Economy measures its success exclusively by the financial profits it generates for the already rich. It neither acknowledges nor accepts responsibility for the economic, social, environmental, and political devastation it leaves in its wake.”

The Emerging Economy
“The democratic, community-rooted, market-based, life-serving Main Street economies that ordinary people are rebuilding across the nation and around the world measure success by their contribution to securing adequate and meaningful livelihoods for everyone in a balanced relationship to nature.”

David’s Emerging Economy is based on common sense, business and economic knowledge, and wide experience. But is there necessarily something else that David possesses? After all, how many business leaders in the Existing Economy posses these self-same qualities and they do not recognise the need for fundamental economic change?

What is that something else that enables David to see a world that his fellows simple cannot see? After all, it is that something else which means that David can see a new kind of economic order emerging whilst others think he is, at the best, deluded.
Does that something else have to do with epistemes, the possibilities of knowledge? An episteme change would certainly explain why David can see a wholly different world from many of his contemporaries. It is in the nature of episteme change that those with old knowledge possibilities cannot deal with, cannot see and appreciate, the new (Foucault 1970).

Perhaps we are led to conclude that David Korten’s view of economics is a consequence of his open-mindedness: his innate ability to see changes for what they are, as they take place. If this is the case then he is liberated: he deals with fresh facts untrammelled by the economics of dogma.   

David Korten

References
Korten, D. (2011). Capitalism and the Common Good. USA: Living Economies Forum. Available at <http://livingeconomiesforum.org/From-Main-Street-to-Wall-Street> [Accessed December 2012].
Foucault, M. (1970). The Order of Things: An Archaeology of the Human Sciences. London: Routledge.

Sunday, 23 December 2012

Sustainable Business Models: Getting Over Growth


Existing business models have to grow. It is a compulsion and it has a well known technical driver.

The technical compulsion for growth is embedded in the way we measure business success in terms of the return created for the investment made. This is well known: if you are lucky enough to have surplus cash and you put some of this money into a savings account then you expect to get more money out after a period of time. You expect your investment to grow.

For accountants in business, this growth is measured as the return or profit gained for the capital employed or invested. It is represented by the equation

                                          Profit before Tax
                                         Capital Employed.

It is the fundamental driver of business and economic growth. It is known as the Return On Capital Employed (ROCE). To get no return is not an option in business.

This kind of growth is a problem for its disciples appear to recognises no limits to growth; this is true even when society, nature and the planet suffers because of too much business growth. Because growth causes so many problems, degrowth is now being seriously proposed.

The Club for Degrowth as featured on The Worldwatch Website

The Club for Degrowth argues that degrowth is essential for over-developed countries such as the USA and the UK. But does this mean that businesses in such over-developed countries will stagnate or wither? No - not at all…. but we do need to reconceive what is actually happening.

For example, if we first reconsider the above ROCE equation, the “Profit before Tax” and put it into the context of the world that science now reveals. The world that science now reveals is complex with many inter-dependencies,  interactions and uncertainties. To encourage businesses to focus upon “Profit before Tax” in this complex world is like asking a tourist to navigate a rain-forest using a map of London.

The “Capital Employed” for any business is not just money invested. All businesses use functioning societies and environmental inputs and necessarily create their space in the planet’s eco-systems. This has always been the case, but for too long the formal information systems of businesses focused far too much upon money transactions alone and simply did not see the social and ecological relations upon which they depend.

In the complex, interactive, interdependent and uncertain world that we now know and experience, our businesses need to generate benefits according to more than one metric: they need to deliver a Triple Top Line (TTL) (McDonough and Braungart 2002) of social, environmental/ecological and economic gains. To achieve this goal, the ROCE equation needs to be recognised for what it really is, just one of the many tools now available to assess business performance in a Sustainability Balanced Scorecard (SBC).

The Sustainability Balanced Scorecard prepared from the ISIS (Cloverleaf) Concept
(ISD Book 2011, p. 297).

References
ISD Book. (2011). "Intrinsic Sustainable Development: epistemes, science  business and sustainability. Singapore: World Scientific Press.

McDonough, W. and Braungart, M. (2002). "Design for the Triple Top Line". Charlottesville, Virgnia: McDonough Braungart Design Chemistry. Available at <http://www.mcdonough.com/writings/design_for_triple.htm>. [Accessed December 2012].




Thursday, 20 December 2012

Sustainable Business Model: Primal Accounting


The Primal business accounting system has the functionally accurate name of ‘‘Intrinsically Sustainability Implementation System’’ or ‘‘ISIS’’ for short, after the Egyptian Goddess of healing. This captures something of both the creative antiquity of accounting in the Primal episteme as well as Primal business goals.

However, because of the outline of the stakeholder information flows in the ISIS figure, it has been nick named ‘‘Cloverleaf.’’ A cloverleaf usually has a three-leaf pattern: if you find a  four-leaf pattern that is a rare find indeed and it is said to be very lucky.

ISIS, the four-leaf clover, has four kinds of information flow: Resource Flow, Resource Flow Impact, Stakeholder Participation and Ecological Resilience… see below.

Ref: ISD Book (2011), p. 294.
Resource Flow is an entity’s foundational information stream. It goes from left to right across the figure. It is the material and energy flows driven and caused by an enterprise and it proceeds from sources and suppliers, to process and products and then on to waste and customers’ flows. This information comes from Mass Balance or Material Flow Accounting (MFA).

Resource Flow Impact crosses the figure from bottom to top. It carries information about the impacts that the Resource Flow has on societies, the environment and ecosystems. This information has a cradle-to grave or Life Cycle Assessment (LCA) approach dealing with significant functions such as material sourcing and inward transportation, distribution, processes, customer-use and product final reuse or disposal.

Principal Stakeholder Participations outline the “Cloverleaf” in the figure. Less well defined, but no less important, stakeholders are represented in the area of the figure labelled “Human Community: Local, Global and Future.” This information is generated by stakeholder management activities.

Ecological Resilience is represented in the figure by the thick black line between the outer, containing ecosystem and the inner human community. Resilience is a measure of the capacity for systems to adapt and change. Information for this flow will typically be obtained from sources external to the entity such as the “Natural Value Initiative” (Fauna & Flora International and UNEP, 2010) or ecological footprint analysis (Footprint, 2012).

References

Fauna & Flora International, and UNEP. (2010). The Natural Value Initiative: Linking Shareholder and Natural Value. Cambridge: Fauna & Flora International. Available at <http://www.naturalvalueinitiative.
org/> [Accessed December 2010].

Footprint. (2012). Global Footprint. Global Footwork Network. <http://www.footprintnetwork.org/en/index.php/GFN/>  [Accessed December 2012].

ISD Book. (2011). Intrinsic Sustainable Development: epistemes, science, business and sustainability. World Scientific Press: Singapore.

Sunday, 16 December 2012

Sustainable Business Model: Recognising the Relations


A first step in developing a sustainable business model is being able to see business for what it is. If we conceive of a business in monetary terms - as monetary accounting and finance does - then we fail to recognise the rich set of non-monetary relations that are essential to maintaining a business.

In the past when businesses were conceived in only monetary terms and their success was measured crudely as extra money created, business managers and owners could become systematically blinded to the social and environmental harm their businesses caused. Back in 19th century Victorian England when the country was being industrialised, the negative social impact of business was so bad that Karl Marx dedicated his life to fight against business, the capitalists as he named them. Marx of course developed a political ideology to which China still adheres.

In our own times, businesses that do not recognise their social, environmental and ecological impacts are a major cause of unsustainable development. This is a well known fact. There are many initiatives that try and make businesses formally recognise more of the relations upon which their (and our) long-term survival depends - whether the managers and owners see the relations or not. These initiatives include: the Global Reporting Initiative, Environmental Management Accounting,  the UN Global Compact 2010-2012, KPMG Sustainability Reporting Guidelines, SustainAbility 2008 Guidelines and the growing number of sectoral reporting schemes in such as Mining and Metals, Food Processing, NGOs, Airports, Apparel & Footwear, Construction & Real Estate, Events, Logistics & Transportation, Media, Oils & Gas, and Telecommunications.

This approach is to be admired since it marks a potential sea-change in the way we assess and value business performance. However this approach does not get to the root cause of the problem. It does not provide an alternative conception of what business relations really are: instead this approach attempts to take the traditional narrow monetary concept of a business and add-on other relations. This creates many problems among which the question of boundaries is paramount.

If we do not provide a fresh core-concept of what a business really is and attempt to advance sustainability by reporting alone, then we loose sight of what the business boundaries are. This is an inevitable consequence which is analogous to trying to alter the direction airplanes take by looking at and reporting on their slipstreams.

What are the boundaries of business sustainability reporting?
(Van Wensen et al. 2011, p. 108)

Instead of “chasing tails” and trying to make the world more sustainable with reports alone, we can redefine a business at its core. We can rethink what we now know about business activity - and add back those relations that were not recognised in businesses 200 hundred years ago when their foundations were laid. We can now recognise that a business, any business, is part of complex social, environmental and ecological relations as well as economic; and we can redesign a business so that it does - as a matter of routine - add value to all these relations.

Reference

Van Wensen, K., Broer, W., Klein, J., and Knopf, J. (2011). “The State of play in Sustainability Reporting in the European Union.” CREM B.V. and Adelphi Consult., Brussels: European Union.



Thursday, 13 December 2012

Sustainable Business Models: A Working Concept


It took many years for the older boy and Greybeard to accept the implications of the transition to a new, Primal episteme. It took even longer for them to work out the implications of this change.

Hence as they sat with QC in a small boat crossing the sound from Helsinki in Finland to the island fortress of Suomenlinna, the reviews they gave of their work was actually the result of decades of difficult work. For example, the older boy had prepared graphic illustrations of some of the consequences for business of the transition to a Primal episteme. In the following figure, the older boy represents Modern companies with a bulldozer motif and Primal ones with a sailing dinghy.
Modern and Primal Business Models Illustrated
The ‘‘Bulldozer’’ company image captures the Modern episteme’s forceful, invasive institutional growth. Since such companies have defined their origins in their own terms, they cannot be anything else. Leaders, the ‘‘drivers,’’ of such companies need to learn only how the company works, its ‘‘mechanics.’’ Then they are obliged to develop the company by growing it and moving it forward as the distinct and separate entity that it is. In effect, this kind of management forces an understanding of companies and their roles onto the world. Much power is required so that this forceful act can overcome any social, environmental or ecological resistance as well as constraints on company
growth.

Hence the desired direction in which the ‘‘Bulldozer’’ company heads is determined by the internal functions of the company itself. This is still the standard model in existing Modern business as far as you may judge from the content of books in mainstream management schools, where businesses appear to operate in social and ecological vacuums.

In contrast, the ‘‘Dinghy’’ company is vulnerable and far out at sea; this is a company operating in the Primal episteme. In this image, the fate of the company is uncertain and dependent on factors external to the company (as winds, tides, currents and weather in the illustration). To direct this kind of company, knowledge of its constitution and capabilities is certainly essential; but just as essential are the diverse crafts, skills, knowledge and needs that staff possesses or may acquire for harnessing multi-sourced extrinsic energy and materials together with knowledge and experience of the external systems and forces that contribute to the being and becoming of the company.

The desired direction in which the ‘‘Dinghy’’ company then heads is hence to be determined by collective personal, social, and ecological knowledge, needs, capabilities and potentials in addition to the company’s own. In this way, the reality that ‘‘Dinghy’’ companies create seeks to be as close as possible to what is known of the ways the company intervenes in existence; it is no longer the imposition of a company-made reality onto different worlds.