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Ex ecutive Summary
F amil y
firms
hol d
a
unique position in adv ancing the
sus t ainability agenda.
As busines ses
that
hav e
been
f or ged
with
futur e generations in
mind,
the y
c ons t antl y
balanc e perf ormanc e
agains t
l egacy
and
this
crucial equilibrium
is
c entr al
to
sus t ainability .
The
need
to
mo v e
to
sus t ainabl e
busines s models
is
becoming cl ear er
e v ery
da y .
In t oda y’ s
w orl d
–
one
in
which climat e
tipping point s
hav e
been
br eached and
societies ar ound
the
w orl d
ar e
c alling
f or
mor e
equity
–
shar eholder s
c an no
l onger be
the
sol e beneficiaries
of
v alue
cr eation.
T oda y ,
peopl e and
planet mus t
also
be
c onsider ed
in
e v ery s tr at egic decision
a
l eader ship
t eam mak es.
F or
f amil y
businesses,
such
inclusivity w as oft en
embedded
in
the
f ounding
principles
of the
fir s t
gener ation.
Their ec os y s t ems
hav e been
or ganic all y
built
ar ound
peopl e
and environment,
as
w ell
as
pr ofit ability .
Doing w ell
by
doing
good
is
embedded
in
their
DNA.
The
f amil y
per spectiv e
natur all y
c ompels
a l ong-t erm
view
to
be
br ought
int o
s tr at egy . That
l ong-t erm
f ocus
pr o vides
f amil y
firms with
a
crucial
anchor
point
f or
k e y
decision-
making
on
s tr at egic r einv ention
in
or der to
secur e
the
or ganization f or
suc c es sive gener ations.
Some ar e
alr eady
inv es ting in
inno v ation,
partnership
and
positive disruption to
align
with
the
changes that
go v ernments, policymak er s
and
c onsumer s ar e
incr easingl y
c alling
f or .
Answ ering
that
c all
c an saf eguar d
both
c ontinuity
and suc c es sion.
A br oader s t akeholder
view
and
a
l ong-t erm s tr at egic per spectiv e
ar e
among the
myriad s tr engths that
f amil y
busines ses
c an shar e with
the
wider busines s
c ommunity as
it begins to
engage
with
the
sus t ainability agenda
in
cl ear ,
measurabl e
w a y s. W e enc our age
and
w el c ome the
drive
to
plac e purpose at
the
heart of
tr ansformation.
IMD
enc our ages it s
div er se
and
t al ent ed thought
c ommunity to
shar e
their
v aluabl e insight s
and
achie v ements. B y
using
such r eal-w orl d,
r eal-impact
suc c es ses
to
nourish ne w
thinking and
ne w
dir ections, w e
c an c ontinue
to
s trive
to w ar ds
the
sus t ainabl e suc c es s
of
all
the
s t akeholder s
our busines ses
serv e.
The
Rol e
of
F amil y
Busines s
Boar ds in
Sus t ainability Ba rbar a
Kux,
Vic e
Chairper son
and
member
of
the
boar d
at Firmenich,
Henk el, Gros v enor
Gr oup
and
P ar gesa
Hol ding and
Sameh
Abadi r ,
Pr of es sor
of
Leader ship
and
Negotiation at
IMD
and
Dir ect or
of
the
IMD-Pict et
Sus t ainability in
F amil y Busines s
A w ar d
SA: Barbar a,
y our
c ar eer
is
unique and y ou
hav e
seen
l ot s
of
diff er ent
busines s
models.
Can
y ou
giv e
us
a
brief definition
of sus t ainability?
BK:
W ell,
I
check ed
this
morning
and
the number
of
hit s
f or
definitions of sus t ainability is
curr entl y
724
million
and I
think it is
gr owing.
My
point
of
view
in
busines s
has
al w a y s
been
to
l ook
at
the
3P s: pr ofit
–
peopl e
–
planet and
s ynchronize them.
Pr ofit
has
al w a y s
and
will
al w a y s
be ther e
bec ause
w e
w ant
to
cr eate
v alue
f or shar eholder s. I
think the
peopl e
aspect has al w a y s
been
ther e
as
w ell,
and
in
f amil y c ompanies mor e
than
others. The
thir d
one is
the
big
one,
the
ne w
one.
That
is
planet.
In
my
view
whene v er
y ou
mak e
a
decision, whene v er
y ou
buil d
s tr at egy ,
mak e
an ac quisition, hir e
someone, c onsider
those 3P s.
SA: Ar e
boar ds
r eall y
int er es t ed
in sus t ainability?
BK:
In
my
boar d
w ork
I
hav e
been
seeing r eactions to
Gr et a
[Thunber g].
And
she
is a
c ontr o v er sial
figur e
–
the
opinions r ange fr om positive
to
negativ e,
r espectful
and suspicious.
But
she
has
br ought
a
much gr eat er
aw ar enes s
on
the
t opics. Looking fr om a
mark eting
cy cl e
AID A per spectiv e
– aw ar enes s, int er es t,
desir e,
action –
t oda y
aw ar enes s
and
int er es t
ar e
cl earl y
ther e
f or boar ds,
top
managers, c ompanies, f amil y and
public all y
lis t ed
c ompanies. I
think the
F AMIL Y
BUSINES S:
A V OICE
F OR
CHANGE
IN
SUST AINABILITY
desir e
to
action is
ther e,
t oo.
Companies
that ar e
mor e
suc c es sful
sa y
y es
w e
hav e
to
do
it. Action is
the
w eak part bec ause
v ery
small number s
of
c ompanies ar e
actuall y
making
it happen.
Int er es tingl y
r ec ent
r esearch
has
sho wn
that 65
per c ent
of
c ompanies hav e
sus t ainability as
a
management t opic,
but
22
per c ent
think the
boar d
c annot
deal
with
it in
a
c onclusiv e w a y .
So it is
ther e
in
the
agenda,
but
our boar d
is
not
helping to
further
it.
A r ec ent s tudy
by
Mazar s
sho w ed
that
53
per c ent
of boar ds
see
a
busines s
c ase
f or
sus t ainability . That
means
47
per c ent
of
boar ds
do
not
see
a busines s
c ase
f or
an int er es t
in
sus t ainability . So it is
inc onclusiv e
but
in
gener al
the int er es t
is
ther e.
So wh y
shoul d
a
boar d
be
int er es t ed
in sus t ainability? W ell,
inv es t or
int er es t
w orth $30
trillion
is
ther e,
whether the y
ar e
f amil y or
non-f amil y .
ESG
is
an incr easing demand and
if y ou
ar e
a
public
c ompany ,
y ou
need inv es t or s. Then
w e
hav e
60
per c ent
of mill ennials
who
w ant
to
join
a
c ompany
with
a good
sus t ainability pr ogr am.
And
mone y
and titles
and
c ar s
–
the y
do
not
c ar e
f or
those; the y
go
f or
the
purpose and
sus t ainability .
Then
y ou
c ome to
c onsumer s
and
the y
hav e apps such
as
T o xF o x
that
mean the y
jus t hav e
to
sc an a
pr oduct
in
a
supermark et
and get
a
c onclusion
on
Subs t anc es
of
V ery
High Conc ern
(S VHCs)
and
an immediat e
option to
send a
c omplaint to
the
c ompany .
Then ther e
is
a
huge
opportunity
pr esent ed
by
the gr een
mark et.
T oda y
it is
w orth $3 trillion and
by
2025
it is
pr ojected
to
gr o w
to
$6 trillion.
So ther e
ar e
r easons
to
engage
with sus t ainability at
boar d
l e v el.
SA: Ther e
is
the
idea
that
v alues
shoul d be
non-negotiabl e
and
s tr at egies c an be
negotiabl e.
Shoul d
boar ds
mo v e
sus t ainability to
a
non-negotiabl e
v alue
and
see
e v erything else
as
a
negotiabl e
priority? BK:
It
is
v ery
import ant
that
sus t ainability is
embedded
in
v alues.
T ypic all y
in
f amil y -
o wned
c ompanies v alues
ar e
mor e
import ant. Y ou
hav e
f ourth or
fifth-gener ation
member s
and
the y
w ant
to
c ontinue
with
those v alues.
I w as
head
of
sus t ainability at
Philips
15
y ear s ago.
The
w a y
to
mo v e
things with
v alues
w as to
cr eate
a
busines s
int ention.
At
the
time Philips
w as
intr oducing LED
lighting that emitt ed
30
per c ent
l es s
C O2.
So w e
f ocused
on
gr o wing
the
LED
busines s
to
fulfill
our sus t ainability agenda.
So,
identify
what
I
c all the
‘gr een
sw eet
spot’
and
f ocus
on
it and
use it to
ac c el er at e
the
busines s. V alues
mus t
be k ept
but
pr omote
them thr ough
the
busines s.
SA: I
w as
onc e
t ol d
if y ou
mis s
a
tipping
point, y ou
liv e
to
r egr et
it.
Is
sus t ainability is
huge tipping
point?
BK:
It
is
absolut el y
true.
Look
at
the aut omotiv e
indus try
in
Germany
–
the y mis sed
el ectric
c ar s. El on
Musk
jus t announc ed
an el ectric
c ar
f act ory
in Germany .
Ho w e v er ,
mill ennials
don’t w ant c ar s. The y
w ant
a
mobility servic e,
the y
do
not need
s t atus
s ymbols. The y
w ant
to
do
good f or
the
futur e.
The y
hav e
r ealized
w e
c annot go
on
as
w e
hav e.
W e
ar e
using
the
r esour c es of
1.7
planets. I
hav e
not
y et
f ound
the engineer who
c an cr eate
a
ne w
planet.
W e ar e
limit ed.
F r om Augus t
2,
2019
w e
began living off
the
natur al
r esour c es
(air ,
w at er , w ood)
of
our
kids
and
gr andkids. W e
hav e
to do
something about
it.
SA: Y ou
hav e
seen
l ot s
of
f amil y
busines ses.
What
advic e
c an y ou
giv e
them to
giv e them quick
fix es,
eas y
tw eak s?
Also, is
sus t ainability a
cultur e-specific phenomenon?
BK:
W ell,
fir s t
the
cultur e
ques tion.
I
gr e w up
in
a
Swis s
German village. W e
w alk ed
30 minut es
two
or
thr ee
times
a
da y .
W e
w er e separ ating
garbage,
w e
c ompos t ed
in
the gar den.
W e
do
hav e
a
cultur al-upbringing that
is
aligned with
sus t ainability .
The
sec ond
point
is
on
quick
fix es. I
hav e
to t ell
y ou,
sus t ainability and
quick
fix es
ar e not
c ompatibl e.
But
what
c an c ompanies do?
W ell,
the
fir s t
thing
is
c ompanies mus t ask
is
it r eall y
part of
our
DNA?
Is
it trul y embedded?
In
f amil y
c ompanies, I
hav e f ound
it is
al w a y s
part of
it.
The y
al w a y s c ar ed
f or
the
envir onment and
peopl e
and
the y
al w a y s
l ook
at
l ong
t erm.
The
sec ond thing
is
to
l ook
at
the
materiality matrix. This is
a
simpl e
tw o-a xis
matrix
that
balanc es
the
priorities
of
boar d
l eader ship
al ongside the
priorities
of
s t akeholder s. Y ou
c an map anything
fr om climat e
change to
health or
the ageing
population or
emer ging
mark et s
on
it and
identify
the
gr een
sw eet
spot s
or
risk s. Onc e
y ou
do
that
y ou
c an mak e
sus t ainability part of
s tr at egy
–
not
a
separ at e
s tr at egy
but
c entr al
with
aim
to
buil d
c ompetitiv e adv ant age.
Ne xt
is
...
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