CSR Asia Summit · 2019. 10. 9. · Slide 1 | ELEVATE | Confidential –Restricted Use | 2019 CSR...

| ELEVATE | Confidential – Restricted Use | 2019 CSR Asia Summit, Bangkok | #CSRAsia19

CSR Asia Summit

2019 18 September 2019

Bangkok, Thailand

Centara Grand at CentralWorld #CSRAsia19

Sustainability: From Rhetoric to Results

Rethinking the Future – New Approaches to

Innovation and Transformation

Rethinking the Future

New Approaches to Innovation and

TransformationSeptember 2019


What should be

keeping you up at

night?

That is what we bring to the table.

What is created on the edge of

technology, markets, geographies and

demographics strikes at the very heart of

a business.


really struggling.

But even with so many technological

advances, many institutions are still

Why?

Institutions are embedded in the

cultures, technologies, and

infrastructures of their time.


We are now moving from an era of equilibrium

to one of constant dis-equilibrium

20TH CENTURY 21TH CENTURY


Push Pull

Stocks Flows

Acquire Leverage

Scalable

Efficiency

Scalable

Learning

Static Dynamic

Closed Open

Rigid Agile


= BIG

Investment

BIG

Change


Scaling Edges

In the short-term, an edge

• requires minimal investment to initiate;

• has the ability to grow the pie.

In the long-term, an edge:

• aligns with the long-term disruptive shifts in the

market;

• has the potential to transform the core.

Today

Tomorrow

Beyond


Zoom In

Zoom Out• What is our industry going to look like

10-20 years from now?

• What kind of company do we need to

become in that time frame?

• What are the 2-3 business initiatives we can

peruse in the next 6-12 months to ensure our

company succeeds in the future?

• What capabilities are needed to advance

these initiatives?


CATALYSTS

FOCUS ON EDGES,

NOT THE CORE

LOOK EXTERNALLY,

NOT INTERNALLY

MOBILISE THE

PASSIONATE

OUTSIDE THE FIRM

MEASURE

PROGRESS OF THE

ECOSYSTEM

LEARN AND

ITERATE

MOVE FROM

DATING TO

RELATIONSHIPS

FOCUS ON

TRAJECTORY, NOT

POSITION

REFLECT MORE TO

MOVE FASTER

BREAK DEPENDENCY

ON CORE

STARVE THE EDGE

PASSION OVER

SKILLS

EMBRACE DOUBLE

STANDARDS


• We live in exponential times

Times of great

DisruptionTimes of great

Opportunity

• Zoom in and focus on what can be done in the immediate term

• Zoom out and develop a vision of the long-term

• Transformation is an imperative

• Scaling Edges is an option to drive large-scale transformation


Zoom out Zoom

in

Exercise

An alternative

approach to strategy

in a world that defies

prediction


From accepting standardised to

expecting personalised

From ownership to access

Affordable access to

sophisticated tools of production

From passive customer to

active customiser

Self-regulation and open source in

place of protected IP

Lower purchasing power increasing

demand for affordable, versatile

products

Digital infrastructure

providing richer connectivity

Cheaper, faster, more reliable

shipping making the world

smaller

Sense of scarcity increasing

willingness to share

Constrained buying power decreasing

willingness to pay up front

Challenging economic conditions

increasing demand for “good enough”

Changes in the tax and legal code

Local decision making

and budgeting

Regulatory and legislative structures

adopting “wait and see” approach

From “wanting the best” to

“accepting the basics”

Aggregation and social platforms

reducing isolation

Scalable learning platforms reducing

barriers to entry

Learning and aggregation platforms

increasing collaboration

More sustainable and green

products

Societal

Environmental

Economical

Political

Technological

Major shifts outside a company’s direct control


Our alternative view on corporate strategy Consider 10+ time horizon for the zoom-out and zoom-in to 2-3 initiatives for the next 6 to 12 months

Z O O M O U T Z O O M I N

time horizon by defining what the

market will likely look like and what

customers will expect

Consider

10+YEARS

and identify the two or three business

initiatives that will have the greatest

potential to accelerate movement

toward long-term destination

Address the next

6-12MONTHS


Our alternative view on corporate strategy Consider 10+ time horizon for the zoom-out and zoom-in to 2-3 initiatives for the next 6 to 12 months


Today 10-20 years& 6-12 months

Zoom-out

Zoom-in The market in

10-20 years

Zoom-out:

• What is our industry going to look like 10-20 years from now?

• What kind of company do we need to become in that time

frame?

Zoom-in:

• What are the 2-3 business initiatives we can peruse in the next

6-12 months to ensure our company succeeds in the future?

• What capabilities are needed to advance these initiatives?

’Zoom-out, zoom-in’ approach


Imagine you are the CEO of a leading agriculture company


You are a large

multinational

agri-business

headquartered

in Singapore

You supply 45

agri-commodities

including sugar,

cocoa, coffee,

palm oil, rice etc.

You support a

sourcing network

of 4.8 million

farmers

You operate in

over 60 countries

and sell to over

20,000 customers

worldwide

Climate change

Technological

frontiers

Changing consumer

preferences

Rapid urbanisation

Focus on health

prevention

Enhanced scrutiny of

supplier practices

Introduction of smart

technology


Imagine what the futurewill look like for your industryZ O O M O U T Z O O M I N


Zoom out / zoom in strategy approachBuild and define the future narrative for the agriculture company to mobilise and activate action tomorrow


01 Envision the futureWhat is our industry going to look like 10-20 years from now?

02 Focus on what will be required for successWhat kind of company do we need to become in that time frame?

03 Define high-impact initiativesWhat are the 2-3 business initiatives we can peruse in the next 6-12 months to ensure

our company succeeds in the future?

04 Mobilise resources to take actionWhat capabilities are needed to advance these initiatives?

Zoom Out

Zoom In

Sharing

Sharing


Individual Work Group Work Reporting Discussion

4 mins 6 mins 8 mins 2 mins



01 Envision the futureWhat is our industry going to look like 10-20 years from now? Select 1x ‘Edges of Agriculture’ card from the table

02 Focus on what will be required for successWhat kind of company do we need to become in that time frame?Zoom Out


Group Work Reporting Discussion

3 mins 2 mins 2 mins



03 Define high-impact initiativesWhat are the 2-3 business initiatives we can peruse in the next 6-12 months to ensure

our company succeeds in the future?

04 Mobilise resources to take actionWhat capabilities are needed to advance these initiatives?Zoom In


Zoom out / zoom inBuild and define the future narrative for the agriculture company to mobilise and activate action tomorrow


01 Envision the futureWhat is our industry going to look like 10-20 years from now?

Select 1 card from the table

•

•

•

•

02 Focus on what will be required for

successWhat kind of company do we need to become in that time

frame?

•

•

•

•

03 Define high-impact initiativesWhat are the 2-3 business initiatives we can peruse in the next

6-12 months to ensure our company succeeds in the future?

•

•

•

•

04 Mobilise resources to take actionWhat capabilities are needed to advance these initiatives?

•

•

•

•

Zoom Out

Zoom In

Facilitator Handout


Thank you

Duleesha

[email protected]

Sarah [email protected]

mailto:[email protected]

| ELEVATE | Confidential – Restricted Use | 2019 CSR Asia Summit, Bangkok | #CSRAsia19

CSR Asia Summit

201918-19 September 2019

Bangkok, Thailand

Centara Grand at CentralWorld #CSRAsia19

Thank you

CSR Asia Summit · 2019. 10. 9. · Slide 1 | ELEVATE | Confidential –Restricted Use | 2019 CSR...

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