Page 9 - The European Business Review
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mortality or CO 2 emissions by a given percentage,  Table 2 - The Sustainable Development Goals.
          instead of conventional PPP activities such as  Overview of 17 goals to transform our world, adopted
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            This evolution has been documented by authors
          such as W. D. Eggers and P. Macmillan in their book
                           3
          The Solution Revolution,  and in publications such as
          the World Economic Forum’s 2016 paper,  Health
                                             4
          System Leapfrogging in Emerging Economies.  Often
          initiated by visionary leaders or motivated core
          cross-sector teams, value networks target long-term
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          of revenue. And they are able to adapt over time to
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          Pioneers of the Transformation Economy
          Although the necessary business models for this
          new paradigm are not yet mature, case studies
          from the early pioneers offer insights into how to
          proceed. They illustrate how mobilisation of people
          and value-sharing approaches generate solutions
          that create better living conditions, support social
          equity, and respect the environment, as well as deliv-
          ering economic returns on investments.
                                                  ®
            2QH RI WKH ÀUVW JURXQG EUHDNHUV ZDV ,QWHUIDFH ,
          a manufacturer of modular carpet. In the 1990s,
                             5
          CEO, Ray C. Anderson,   was inspired by concepts
          of the “restorative economy” and “waste as value,
          not cost”. He challenged the company to set bold
          corporate environmental goals and to pioneer closed
          loop systems with targets such as “zero waste” and
                            6
          “zero impact by 2020”.
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          sustainable consumption and production patterns),
          Anderson’s ambitions were almost unheard of
          at the time. Interface had to seek partners to
          develop the required knowledge, capabilities, and
          competencies in cleaner production techniques,
          renewable energy and waste recovery. It also
          had to set up a network of stakeholders able to
          provide infrastructure and take-back and recycling
          channels. As a result, Interface moved away from
          the traditional industrial economic paradigm of
          selling carpets based on “taking-making-wasting”to
          become a provider of “indoor comfort”, offering
          customers superior value through recyclable and
          upcyclable leasing solutions. It turned the issues
                                            7
          of sustainability and the cost of waste  into a
          billion dollar corporation, dispelling the myth that  Source: http://www.un.org/sustainabledevelopment/sustainable-development-goals/




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