聚光灯下的校友:马特·怀斯
马特明智 is the Head of Strategy and Business 发展 at ABB in the Electrification Service division, leading the energy transition in industrial automation by supporting customers to improve the sustainability and reliability of electrical power. Read on and watch the video as he provides an overview of his time as a participant in WBCSD’s 领导力项目 and the practical solutions he brought back to advance ABB’s sustainability journey.
关键的外卖
自从参加了领导力项目, Matt has taken action to ensure sustainability is not merely an extension of traditional business strategy but rather an integral component, 在决策过程中根深蒂固.
Embracing innovation and appointing a dedicated sustainability team, Matt supports ABB’s prioritization of research and development aimed at delivering sustainable products and services while optimizing operational efficiency through energy-saving measures.
In pursuing sustainability, Matt emphasizes the importance of embracing progress over perfection.
是什么促使你加入领导力项目?
当时, 我负责我们电气化业务领域的战略, which is a $15 billion business area with a presence in over a hundred countries, and sustainable development topics were turning from a trickle into an avalanche. Every discussion you would have with business leaders covered sustainability from all angles, from supply chain and raw material sourcing to operations and net-zero to sales and evolving customer needs around sustainability. 我意识到，要做好我的工作, I needed to have a baseline level of familiarity with sustainability concepts, 框架和思维方式, 包括破解正规博彩十大网站排名的“字母汤”. The 领导力项目 appealed to me to help build a foundational level of sustainability knowledge and integrate what I learned into my work.
在加入ABB之前，我是一名战略顾问. The classic Milton Friedman doctrine of business was drilled into us from the very beginning – the imperative of shareholder value creation, 链接到公司的内在价值, generating free cash flows and returns above the cost of capital – and that this was the sole basis to make strategic decisions. I wanted to have the chance to challenge this notion that I had of shareholder primacy and returns maximization and find a way to alter my way of thinking to incorporate stakeholder value and sustainable development concepts.
参加完领导力项目后，您在ABB采取了哪些措施?
大约在节目结束的时候, I started a new role in the Electrification Service Division at ABB. 作为战略和业务发展的全球主管, one of my top priority tasks when I joined that division was developing and defining our strategy.
The 领导力项目 helped crystalize my belief that strategy should incorporate sustainability; in a modern business, a business strategy is not merely supplemented by a sustainability strategy that comes afterward. Our mindset from the beginning was that sustainability should be an embedded part of the business strategy. When looking at the market drivers that influence our resource decisions, we're strongly taking into account how our customers think about sustainability, as well as environmental and social regulatory and organizational contexts. Sustainability is a key driver that we integrate into our development of strategic frameworks.
其次, how do we capture our sustainability ambitions and how is that consistent with our other business ambitions? 除了股东回报, we want to ensure that we embed sustainable development principles and have a stakeholder-oriented mindset when thinking about the strategy's ambitions. In making resource allocation decisions and choosing where to invest, 正规博彩十大网站排名是该战略的核心部分, 而不是我们最后才加进去的东西.
具体, we hired a dedicated sustainability lead and we had concrete initiatives to invest in sustainability as part of the strategy, 而不是打勾, 而是为了赚更多的钱. 我们在R上投入更多&为我们的客户开发可持续的解决方案, developing environmental product declarations because we see an evolving customer need, looking for ways to save cost in our operations by reducing energy use and switching to cheaper electricity sources like on-site renewables, and looking for ways to grow our business aligned to these market trends of sustainability.
这是给正在观看的商界领袖们的最后一条信息
The other mindset that I've tried to embed in the strategy that we have in our business is not letting “perfect” get in the way of “good.”
ABB has a very ambitious target, 例如, to switch its fleets to 100% electric vehicles by 2030. 作为计划的一部分, every site in ABB will have an electric vehicle charger in the next five years. 在一些国家和用例中, 然而, we can't get battery electric vehicles yet for a whole host of reasons, 包括充电基础设施不足, 没有合适的模型, 等. 而不是完全放弃, we have explored the option of getting a plug-in hybrid for these situations. 我们已经评估了较短距离的用例, 例如, 或者经常有机会充电的路线.
当面对这样的挑战, we are always thinking through whether there is a way that we can make a little bit of progress rather than doing nothing because we can't get to the furthest extent of the end goal. 不要让“完美”妨碍了“好”, 继续滴答作响, 继续展示进步, 只要我们走，就会带来组织和业务.