O BCG está ajudando os clientes a repensar o papel dos negócios na sociedade, avançando uma nova lente para a estratégia: total impacto social (TSI). A premissa básica é que "toda empresa possui efeitos econômicos, sociais e ambientais positivos e negativos no mundo", que podem ser medidos coletivamente para avaliar o impacto de uma organização na sociedade. Ajuste seus negócios principais para criar benefícios sociais positivos. ”
This lens comprises more than a single idea or metric; the basic premise is that “every company has positive and negative economic, social, and environmental effects on the world,” which can be measured collectively to evaluate an organization’s impact on society.
BCG’s flagship TSI report describes a company’s TSI as the sum total “impact of its products and services, its operations, and its corporate social responsibility initiatives. It also includes the result of explicit decisions the company makes to adjust its core business to create positive societal benefits.”
Nesse estrutura, quase todos os aspectos de uma empresa são contabilizados. Minha cadeia de suprimentos é de origem ética? Meus esforços de recrutamento são inclusivos e minhas políticas compatíveis? Os produtos da minha empresa têm potencial para melhorar a vida? Como o relatório deixa claro, os líderes empresariais devem se perguntar esse tipo de pergunta - não apenas para ser uma força positiva para o bem, mas também para prosperar no mercado. Ao entender e maximizar seu TSI, as empresas podem realmente melhorar seu retorno total dos acionistas, além de impulsionar o impacto social positivo. Gap
Quite unlike traditional corporate social responsibility models, TSI offers a holistic look into a company’s role in society, demonstrating why social impact is an integral, not separate, part of value creation. By understanding and maximizing their TSI, companies can actually improve their total shareholder return while also driving positive societal impact.
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To illustrate this point, we need only consider the humble toilet.
Here, partner and managing director Emily Serazin shares her reflections on the joint commercial and social opportunity presented by the need to “make sanitation sustainable, safe, accessible, and affordable, while providing alternatives to septic tanks and sewerage systems.” She argues that companies able to do this have the potential to reap the financial benefits while saving millions of lives that might otherwise be lost because of poorly managed sanitation, which is responsible for more deaths annually than measles, malaria, and HIV combined.
BCG’s analysis of global sanitation suggests that tech disruption could be coming for this space, “a market estimated to be worth around $6 billion annually by 2030.”
Essa é uma figura impressionante, principalmente quando unida por uma medida igual de impacto social. De acordo com o UNICEF, “61% dos cidadãos do mundo - 4,5 bilhões de pessoas - calcularam o saneamento com segurança e desses 2,3 bilhões ainda não têm serviços básicos.”
Mas mesmo esses números empalidecem em comparação com medidas de desperdício de alimentos. 2,1 bilhões de toneladas avaliadas em US $ 1,5 trilhão ou de outra maneira, "um terço da quantidade total de alimentos produzidos globalmente". Se parecer difícil conceituar como é esse desperdício, imagine a massa total de Manhattan - multiplicada por 10.
BCG estimates that within the next decade, annual food loss and waste will hit 2.1 billion tons valued at $1.5 trillion, or put another way, “one-third of the total amount of food produced globally.” If it seems hard to conceptualize what that much waste looks like, just imagine the total mass of Manhattan—multiplied by 10.
diante de quase 900 milhões de pessoas subnutridas em todo o mundo, o desperdício de alimentos é o mais de etapa do alimento, os custos sociais e econômicos. chain
Partner and managing director Esben Hegnsholt notes that by addressing key steps along the food value chain, we can curtail waste “by nearly $700 billion—creating major progress toward hitting the UN’s global target to cut food loss and waste in half by 2030.”
In both public sanitation and food loss, a number of governmental and non-governmental actors have significant roles to play, but corporations—because of their size and ability to scale and innovate—are uniquely positioned to solve these Problemas e, por sua vez, criam um valor enorme para os acionistas. The bottom line, as BCG’s research suggests, is that it’s no longer enough “for companies to pursue societal issues as a side activity. Instead, they must use their core business—and the scale advantages it offers—to create both positive societal impact and business benefits. The result can be a more reliable growth path, a reduced risk of negative, even cataclysmic, events, and, most likely, increased longevity.”
Of course, TSI can’t always be so easily measured, and “impact” can come in many forms, some of them difficult to quantify. The bottom line, as BCG’s research suggests, is that it’s no longer enough “for companies to pursue societal issues as a side activity. Instead, they must use their core business—and the scale advantages it offers—to create both positive societal impact and business benefits. The result can be a more reliable growth path, a reduced risk of negative, even cataclysmic, events, and, most likely, increased longevity.”
O poder desses exemplos específicos é a maneira como eles mostram a relação simbiótica entre propósito e lucro. E, igualmente importante, eles mostram o trabalho extraordinário que os BCgers estão realizando para desbloquear o potencial daqueles que avançam nosso mundo hoje.