STRATEGY
Services to achieve sustainability maturity levels 2 and 3
If you have hardly dealt with sustainability at all or have done so mainly to comply with legal requirements, our services from the area of strategy advance your organization to maturity level 2 or 3.
→ Services maturity level 4
→ Services maturity level 5
→ Sustainability maturity levels
Future-proof biodiversity strategy
83% of the Fortune 500 have a climate strategy but only 5% have a biodiversity strategy (source: WEF 2024). Every organization is therefore well advised to know its critical dependencies and impacts on biodiversity and ecosystems and to design a biodiversity strategy accordingly. It is crucial to have identified the greatest risks and opportunities and to integrate an environmentally positive approach.
Challenges
Decoupling our own economic activity from resource consumption and increasing future regulatory requirements require a new strategic orientation with regard to biodiversity.
Core questions
- What are our biggest impacts and dependencies on biodiversity and ecosystems?
- How do we consider our own operations as well as upstream and downstream activities?
- How do we integrate biodiversity into the overarching sustainability strategy?
Solution approach*
- Value stream analysis
Rough target agreement and analysis of the key success factors and value streams for achieving the target. - Competitor analysis
Analysis of unique selling points and positioning in the competitive environment. - Strategy design
Development of strategic instruments to achieve the objectives. - Strategy implementation
Implementation of the strategy based on a communication and implementation plan.
*the approach must be adapted to company-specifics
Benefits
Increased resilience in relation to dependencies on biodiversity and ecosystems and reduction of negative impacts on these.
Key results
- Biodiversity value streams and success factors
- Biodiversity competence and competitive profile
- Biodiversity vision and mission
- Biodiversity strategy map, balanced scorecard and flywheel
- Roadmap for target achievement
- Implementation and communication plan
Circular business model design
Today’s product development, production and consumption patterns still largely follow a linear logic: take – make – waste. According to the Circular Gap Report 2023, only seven percent of the global economy is circular. A circular business model is usually the biggest challenge for companies on the path to a circular economy. With our solution approach, you can master the design of a business model for the circular economy and the associated transformation.
Challenges
Transformation of the existing business model from a linear to a circular product and service portfolio.
Core questions
- What are the key archetypes, success factors and value streams of circular business models?
- How do we develop a business model that is lucrative for all ecosystem partners along the entire value chain?
- What are meaningful key figures for managing the achievement of strategic goals and circular product development?
Solution approach*
- Check circular readiness
Determination of current and desired future maturity level.
- Identify business ideas
Identification, analysis and evaluation of circular business ideas.
- Design business model
Development of a differentiating circular business model.
- Implement business model
Conception of communication and implementation plan as well as circular transformation.
*the approach must be adapted to company-specifics
Benefits
Impulses and ideas for sustainable business models as well as new lucrative business models for the circular economy across the entire portfolio.
Key results
- Treasure map of circular business ideas
- Differentiating features and competitor profile
- Early indicators and KPIs for managing sustainable product development
- Business case and business model for the circular economy
Integrated circular sustainability strategy
We need to be clear about which companies will become valuable in the context of climate change and resource constraints: Those companies that reduce global overshoot as they grow, so-called “circular businesses.” The basis of these circular businesses is an integrated sustainability strategy that enables you to future-proof your company while having a positive impact on the environment and society.
Challenges
Compatibility of ecological, social and economic aspects in the business strategy.
Core questions
- How does our ESG* performance compare with that of our competitors?
- What are the key starting points for optimizing our ESG performance?
- How do we integrate the SDGs into our corporate strategy to create value?
- How do we successfully implement the regulatory requirements from e.g. CSRD, EU taxonomy, ESPR, LkSG**, etc.?
- How do we achieve a balance between ecological, social and economic goals?
*ESG: Environmental, Social, and Governance
** CSRD: Corporate Sustainability Reporting Directive / ESPR: Ecodesign for Sustainable Products Regulation / LkSG: Lieferketten-Sorgfaltspflichten-Gesetz
Solution approach*
- North star definition
Identifying the overarching objective and setting up the strategy development. - Strategy analysis
Analysis of the key factors for an integrated circular sustainability strategy. - Strategy design
Development of a meaningful vision and the tools to achieve it. - Strategy implementation
Planung, Verfolgung und Steuerung der Strategieumsetzung.
*the approach must be adapted to company-specifics
Benefits
An integrated circular sustainability strategy with a complementary balance of eco-social and economic aspects makes a significant contribution to increasing sales, employee motivation and the resilience of your organization.
Key results
- Sustainable unique selling points
- Future-proof positioning
- Good 15% increase in sales
- Vision, mission and roadmap for achieving goals
- Materiality analysis, sustainability strategy map and flywheel
- Implementation and communication plan