From: Subject: The New Discipline of Sustainable Value Date: Sun, 9 Jan 2005 20:41:54 -0800 MIME-Version: 1.0 Content-Type: multipart/related; type="text/html"; boundary="----=_NextPart_000_006D_01C4F68B.A7D44550" X-MimeOLE: Produced By Microsoft MimeOLE V6.00.2900.2180 This is a multi-part message in MIME format. ------=_NextPart_000_006D_01C4F68B.A7D44550 Content-Type: text/html; charset="iso-8859-1" Content-Transfer-Encoding: quoted-printable Content-Location: http://www.via-visioninaction.org/articles/auth9/B.htm The New Discipline of Sustainable Value

The New Discipline of Sustainable = Value

Chris Laszlo, Dave = Sherman, and=20 John Whalen
 
Concerns about the environmental = and social=20 impacts of corporate activity are moving sustainability and social = responsibility from important peripheral problems to issues = debated in the=20 boardrooms of the world=92s leading companies. The worldwide = challenges=20 faced by Monsanto around its genetically modified seed products, = or by=20 Occidental Petroleum around impacts on indigenous peoples in South = America, are examples of this growing pressure on companies to pay = attention to a broad range of stakeholder issues, or risk negative = impacts=20 ranging from damaged reputations to loss of license to operate.=20

Companies as varied as Nike, Shell, Home Depot, Starbucks, = Rio=20 Tinto and Vivendi have felt the sting of stakeholder protest. The=20 protesters may be only a tiny percentage of the population, and = socially=20 responsible investing may be only a drop in the Wall Street = bucket, but=20 the trend is clear: there is a growing intolerance for business = models=20 that are based on exploiting externalities, models that transfer = value=20 from stakeholders to shareholders.

Yet there are many = obstacles to=20 companies bringing these issues into the mainstream of business. = Abstract=20 concepts like sustainable development and social responsibility = are a=20 source of contention and confusion, and even executives who are = supportive=20 of the concepts find it difficult to frame them in ways that are = useful in=20 informing their investment decisions. Corporations have a = fiduciary duty=20 and a practical imperative to deliver financial return to their=20 shareholders.

How can these responsibilities be balanced = with=20 responsibilities to society at large and to the environment? = Executives=20 rightly resist adopting strategies that threaten shareholder = value,=20 because they know that unless they are delivering value to = shareholders,=20 they will not be in a position to do anything else.

The = lack of a=20 clear connection between business value and = sustainability/corporate=20 responsibility has prevented many companies from making these = themes=20 central to their strategies. Where companies have gained the most = traction=20 on sustainability issues, they have identified those aspects of=20 sustainability that offer clear value-creation opportunities and = align=20 with their core business strategies.

A survey of 20 = leading=20 multinational corporations performed by the AHC Group and = Sustainable=20 Value Partners indicates that there is a gap in the perception of = the=20 business value of beyond-compliance environmental and social = initiatives,=20 with a significant drop between environmental and social = responsibility=20 staff and senior management, and another significant drop between = senior=20 management to financial management and all management and = employees (see=20 Figure 1). This gap, in our judgment, reflects the lack of a = common=20 framework that companies can use to align these groups around the = business=20 value of sustainability and corporate responsibility initiatives.=20
 
Figure 1: The Belief = Gap

Who=20 inside the company believes in the business value of = beyond-compliance=20 environmental and social activities? =
 
 
We believe that the concept of = sustainable=20 value can provide the basis for such alignment. Value is = sustainable when=20 it is positive for shareholders and stakeholders -- in other = words, when=20 shareholder value is created, not merely transferred from = stakeholders(1) .=20 We think that this simple but profound shift in focus can help = turn=20 sustainability and corporate responsibility from unwieldy = philosophical=20 concepts to sources of innovation and competitive advantage.=20

Sustainable value provides a framework that both = corporations and=20 their stakeholders can understand and support, and shifts the = discussion=20 from win/lose to win/win, from either/or to both/and. It reframes=20 stakeholders from problems to be managed to partners and resources = for=20 creative dialogue. We also believe that this reframing offers a = means for=20 companies to tap sources of hidden value and create new products = and=20 services, new markets, and even new business models that can fuel = growth=20 and help ensure sustainable returns to shareholders. Many of the=20 components of the sustainable value approach are not new. What is = new is=20 the systematic application of this approach as a means of creating = value.=20

Value Transfer vs. Value Creation: What=92s At=20 Stake

The essence of the sustainable value = framework is=20 contained in the sustainable value map (Figure 2), where the = vertical axis=20 represents shareholder value and the horizontal axis represents=20 stakeholder value Companies, operations, products, or industries = that=20 create positive shareholder value by generating negative=20 stakeholder value have a fundamentally flawed business = model with=20 a variety of identifiable but often hidden risks. Whether the case = involves a quarrying company creating above-average dust and = noise, a=20 financial services firm that avoids socially underprivileged = markets, or=20 an electronics manufacturer with a high toxic release rating =96 = companies=20 in a wide variety of sectors are finding that poor stakeholder = performance=20 is bad for business. This inherently unsustainable value = transfer=20 is represented by the upper left quadrant in the = map.
 
Figure 2: Sustainable = Value=20 Map
 
 
Initiatives that create = positive=20 value for stakeholders while destroying shareholder value are also = unsustainable. This type of value transfer is represented by the = lower=20 right quadrant of the map. For example, when sustainability leader = Interface confronted declining margins and an economic crisis in = the=20 mid-1990s, its ability to continue its environmental leadership in = the=20 textile industry was jeopardized. Sustainable value requires a=20 simultaneous focus on shareholder and stakeholder value, in an = effort to=20 discover strategies and initiatives that deliver positive results = along=20 both axes.

The sustainable value approach can maximize the = benefits=20 delivered by preserving business investments from unforeseen risks = and=20 using the tension between the two perspectives as a driver of = innovation.=20 In order to gain competitive advantage from this approach, an = organization=20 must rethink its relationships with stakeholders and master a set = of new=20 disciplines.

Stakeholder Value as a Source of = Shareholder=20 Value: A Tale of Two Companies

Consider two = producers of=20 aggregates, operating in a relatively dirty extractive industry. = One=20 company focuses internally, attempting to operate its quarries at = lowest=20 cost, avoiding interaction with local communities, doing only what = is=20 required by law to deal with dust and noise pollution, and = considering=20 quarry restoration as a necessary expense, to be done as an = exercise in=20 minimal compliance. Individual quarry managers are evaluated = solely on=20 their profitability. Avoidance of legal problems is expected, but = the=20 unspoken rule is that violations of regulations are acceptable, as = long as=20 you don=92t get caught.

The second aggregates company = operates with=20 standards for dust and noise control that are beyond compliance = levels.=20 This company co-designs its quarry rehabilitation plans with local = communities, and restores and rehabilitates spent quarry land = through=20 re-foresting and re-introducing plant and animal species. The = first=20 company is placing shareholder value at risk through ignoring=20 stakeholders. The second company creates positive stakeholder = value=20 through its strategy. In turn, this positive stakeholder value = drives=20 multiple benefits:
  =95 More favorable permitting terms = (faster permit=20 approvals for extensions, longer duration = permits).
  =95 Higher land values once the spent = quarry site=20 is sold.
  =95 Reduced risk of community opposition = to=20 quarrying activities .
  =95 Quarry licenses for more desirable = locations=20 than its competitors, reducing transport costs.

All of these benefits = translate=20 directly to bottom line profitability and measurably increase = shareholder=20 value. These kinds of benefits can only be discovered through = proactively=20 focusing on stakeholder value -- incorporating social and = environmental=20 stakeholders into the thinking process of the firm.=20

The Eight Disciplines of Sustainable=20 Value

In addition to this leadership commitment,=20 sustainable value requires excellence in eight = disciplines:
  1. Understanding the = firm=92s=20 current shareholder and stakeholder value position: = Knowing where=20 and how the company is creating, destroying, and transferring = value to=20 shareholders and stakeholders.
  2. Anticipating emerging issues: = Tracking=20 key trends, identifying emerging issues that may change the = firm=92s=20 shareholder and stakeholder value position.
  3. Setting sustainable value goals: = Establishing specific strategic intent and goals, aligned with = corporate=20 strategy, for creating additional value for shareholders and=20 stakeholders.
  4. Discovering sustainable value:=20 Identifying sources of value through a stakeholder approach, and = designing=20 initiatives to capture that value.
  5. Developing the business case: = Creating a=20 compelling business case that aligns line managers and financial = managers=20 around the initiatives.
  6. Capturing the value: Executing = and=20 managing initiatives to ensure value capture.
  7. Validating results and capturing=20 learning: Tracking and assessing shareholder value and=20 stakeholder value, and communicating the connection between the = two.=20
  8. Building sustainable value = capacity:=20 Developing the mindset and capabilities needed to capture = shareholder and=20 stakeholder value.

Six of these disciplines can be = organized=20 into two ongoing processes, value opportunity discovery and value = creation=20 (see Figure 3). The seventh discipline serves as a feedback loop = from one=20 process to the other. The eighth discipline is a meta-discipline = focused=20 on building the organization=92s overall capacity to deliver = sustainable=20 value, embedding the mindset, frameworks and competencies of = sustainable=20 value into the corporate culture.

Discipline 1: = Understand=20 Current Value Position

Understanding the current=20 stakeholder/shareholder value position is simple conceptually. It = means=20 being able to place whatever you are assessing =96 products, = markets,=20 initiatives, business units =96 onto the Sustainable Value Map = (Figure 2).=20 The purpose of this discipline is to understand the positive and = negative=20 impacts of the business, its products, services, operations, and=20 investments on the full range of stakeholders and to understand = where and=20 how the company is creating, destroying and transferring = shareholder and=20 stakeholder value. The process has three components: =
  =95 Identification of the full range of impacts = throughout=20 the value chain.
  =95 Identification of the full range of stakeholder = groups=20 affected by those impacts.
  =95 Assessment of impacts on stakeholder value to = understand=20 where and how stakeholder value is being created and=20 destroyed.

Identifying impacts is a = two-stage process,=20 beginning with exploring the full range of impacts throughout the = value=20 chain, and then focusing in on those impacts that are relevant. = There are=20 several sources (see Figure 4) for
 
Figure 3. The Eight = Disciplines of=20 Sustainable Value
 
 
indicators of stakeholder impacts. = Leading=20 companies research these sources, use them as a way to gain an=20 understanding of the whole scope of stakeholder concerns, and = compile a=20 customized list of impacts or indicators that address the firm=92s = unique=20 situation.

Each of these sources has its particular focus, = and a=20 review of all of them will help the company to avoid biases or = blind=20 spots. For example, the indicators being used by the capital = markets are=20 broadly based and will avoid the narrow focus of specific = stakeholders,=20 but may miss industry-specific issues that some industry sponsored = groups=20 will focus on. Global standards may be even less specific to a = particular=20 company=92s issues and impacts but may provide some insight into = emerging=20 standards for developing countries where the company operates.=20
 
Figure 4: Sources for = Stakeholder=20 Impact Indicators
 
 
The second step in this discipline is = to=20 identify the stakeholders affected by the impacts. Again, the = process has=20 two stages =96 using broad vision to identify all stakeholders, = and then=20 narrowing focus to those who are significant for the focus of the = effort=20 at hand.

We use the following definition for=20 stakeholders:
    Stakeholders are individuals and groups that = are=20 impacted by and/or impact the firm=92s products, services, = operations, and=20 investments, participating (voluntarily or involuntarily) in the = creation=20 or transfer of value.

And the following criteria for = identifying=20 significant stakeholders:
  =95 They provide significant resources =96 tangible = or=20 intangible =96 required for our business = activities
  =95 Our business activities create significant = positive or=20 negative value for them

 =95 They incur significant risk due to our business=20 activities
  =95 Their resistance to our business activities could = create=20 significant risk for us.

There are many competing models = for=20 categorizing stakeholders. The model in Figure 5 is comprehensive = and=20 simple, and divides stakeholders into three clusters: firm, = industry, and=20 societal.
 
Figure 5: Stakeholder=20 Map
 
 
As with impacts, each company must = identify=20 which stakeholder groups are significant for a particular focus. = In order=20 to understand where stakeholder and shareholder value are being = created=20 and destroyed, the assessment should include positive and negative = impacts=20 of the company=92s actions on stakeholders, and positive and = negative=20 impacts of stakeholders on shareholder value. These results can be = captured in an issues/impacts matrix for analysis. In an actual = matrix=20 specific stakeholders would be listed in each stakeholder = category. The=20 results of this analysis will enable the company to create a = summary=20 picture of its current sustainable value position.=20

Discipline 2: Anticipate Future=20 Expectations

The second discipline takes the = baseline view=20 of stakeholder/shareholder value created in discipline 1 and asks, = =93What=20 might change?=94 Its purpose is to understand how stakeholder = expectations=20 may evolve, and the implications for business opportunities and = risks.=20 This process involves:
  =95 Identifying relevant scenarios
  =95 Assessing how future stakeholder expectations may = differ=20 from current expectations for relevant stakeholder = segments
  =95 Determining the implications of these changes in=20 expectations
  =95 Identifying and ranking opportunities and = threats.=20

In order to anticipate threats = and=20 opportunities for sustainable value, two types of scenarios are=20 particularly important. Long term, high impact scenarios are = critical to=20 drive thinking on major strategic shifts that demand deep changes = in a=20 company=92s capabilities. General Motor=92s look at the = stakeholder issues=20 around the internal combustion engine 20 years into the future was = such a=20 scenario. In the face of such long-term, but likely challenges, an = auto=20 manufacturer that identifies its core competence with the internal = combustion engine is increasingly at risk, and the investments = required to=20 shift to a new set of competencies (for example, ones based on = fuel cells,=20 hydrogen, and drive-by-wire technology) are not trivial, and = cannot be=20 made overnight. The risks to shareholder value for the late = movers, and=20 the potential opportunities for early movers, become clear through = this=20 discipline.

Even low probability, high impact scenarios = should=20 also be included in this process. For a company with CO2 intensive = processes like cement manufacture, a dramatic, sudden increase in = the=20 impact of climate change is such a scenario. A review of the = potential=20 risks and opportunities around this scenario might lead the = company to=20 take real options on research into alternative building materials, = in=20 order to be positioned to sustain shareholder value in the event = that this=20 scenario is realized. The results of this analysis can be captured = by=20 developing a version of the Stakeholder Issues/Impact Matrix for = each=20 critical scenario, listing and ranking the opportunities and = threats, and=20 focusing on the changes that might make a significant difference = in the=20 company=92s ability to create sustainable = value.

Discipline=20 3: Setting Sustainable Value Goals

This discipline = uses=20 the sustainable value baseline created in discipline 1, and the = potential=20 changes to that baseline identified in discipline 2, to establish = a vision=20 and goals for how the company will improve its sustainable value = position=20 to create additional value for shareholders and stakeholders. The = company=20 can derive goals by identifying the products, activities or = initiatives=20 that are negatively impacting stakeholder value and that represent = significant future risks. It can also examine products, activities = and=20 initiatives that could provide significant opportunities for value = creation. The output of this discipline is a vision of how = shareholder and=20 stakeholder value can be enhanced, with specific targets for = improvements.=20 Using the example product portfolio described earlier, a set of=20 sustainable value goals might specify an overall target for = improvement in=20 the sustainable value of the portfolio, which might be achieved = through a=20 combination of product redesign or substitution of new products in = the=20 mix.

In the process of defining goals, the company should = explore=20 all sources of value. One set of blinders that must be removed in = order to=20 see these opportunities is the assumption that stakeholder issues = are at=20 best distractions and, at worst, risks to be managed. In fact,=20 stakeholders are a rich source of value. We see risk as the = smallest of=20 six lenses =96 what we call levels of strategic focus =96 that = companies can=20 use to identify value creation opportunities around stakeholder = issues=20 (Figure 6). The opportunities for value creation increase in scope = and=20 scale as you move up through the levels of strategic focus, and = each new=20 level can subsume and integrate the ones below.
 
Figure 6: Levels of = Strategic=20 Focus
 
 
Exploring these levels can help to = drive=20 innovative thinking about the opportunities and threats presented = by=20 emerging issues and identify possible strategic moves that can = increase=20 sustainable value, such as eco-efficiency initiatives at the = process=20 level, social response strategies at the product level, or bottom = of the=20 pyramid strategies(2)=20 at the market level.

Discipline 4: Design Value = Creation=20 Initiatives

With the fourth discipline we move = from the=20 process of identifying value opportunities to the process of = creating=20 value. The purpose of this discipline is to design initiatives and = identify actions needed to capture shareholder and stakeholder = value,=20 and/or to integrate stakeholder perspectives into current = initiatives. The=20 initiatives must be planned and managed to achieve the shareholder = and=20 stakeholder value goals. A key factor in the design of the = initiatives is=20 the integration of stakeholder perspectives into the design = process. The=20 greatest potential for value creation almost always lies beyond = the known=20 solution set; engaging stakeholders in the design process can = unlock this=20 value. Lafarge=92s collaborative quarry remediation planning = process, which=20 makes local communities partners, is an example of this. =

For some=20 initiatives, this integration can be achieved through a series of = design=20 workshops engaging appropriate internal and external stakeholders. = In=20 other cases, stakeholders may become part of the working team. Key = outputs=20 of this phase are an initiative design and implementation plan, = and cross-=20 functional and cross-stakeholder alignment around the design, the=20 implementation plan, conditions for success, and roles and=20 responsibilities.

The design process is a rich opportunity = for=20 developing stakeholder partnerships and increasing organizational = learning=20 about stakeholder issues. Keeping the stakeholder perspectives in = sharp=20 focus, and making the stakeholder realities as tangible as = possible, is=20 essential for maximizing the potential for innovative solutions. = As John=20 Kotter says, =93People change what they do less because they are = given=20 analysis that shifts their thinking than because they are shown a = truth=20 that influences their feelings.=94(3)=20 Providing such experiences during the design process begins to = embed the=20 necessary organizational changes immediately. The Patagonia = executives=92=20 now-legendary trip to a conventional cotton field, where they = observed=20 firsthand the environmental and health impacts of conventional = cotton=20 agriculture, brought stakeholder issues into focus in a way no = briefing or=20 research report could ever accomplish.

Discipline = 5:=20 Develop the Business Case

The point where many=20 sustainability and corporate responsibility initiatives have = foundered is=20 the creation of a compelling business case that can win the = support and=20 resources needed to implement the initiatives. A sustainable value = initiative business case must quantify both shareholder value and=20 stakeholder value implications, and also delineate the = implementation=20 challenges and capacity building requirements of the initiative. = As with=20 any initiative, the business case must project the costs and = benefits=20 considering the timing and complexity of implementation. Input and = buy-in=20 from the line managers who will ultimately be accountable for = delivering=20 the results is critical for internal support. Support from = stakeholders on=20 the stakeholder value portion of the business case is equally=20 important.

A design team can ensure that the business case = fully=20 explores the value potential of an initiative by understanding the = drivers=20 of shareholder value, and then assessing potential value = contributions in=20 the six levels of strategic focus against those value drivers. See = Figure=20 7 for the drivers of shareholder value.
 
Figure 7: The Drivers = of=20 Shareholder Value
 
 
This model adds two additional = drivers to the=20 traditional components of economic value added (EVA). The first, = real=20 options, is used to assess the option value of research and = development=20 and strategic plans. We call this component strategic value. Real = options=20 and other financial assessment tools are used to assess the value = of a=20 company=92s positioning to take advantage of future events. EVA = also leaves=20 out the intangible component of shareholder value, known as market = confidence. Attention to this component is critical, because = stakeholder=20 issues can trigger rapid and precipitous shifts in market = confidence,=20 usually in a downward direction. The addition of these two = components=20 provides a much more robust picture of shareholder value. = Understanding=20 these drivers of shareholder value is critical to identifying how = specific=20 initiatives with environmental and social dimensions can impact = the=20 company=92s financial performance.

These drivers can be = arrayed=20 against the six levels of strategic focus to create a value = matrix. Figure=20 8 illustrates such a matrix assessing the potential shareholder = value=20 impacts of a CO2 reduction initiative.
 
Figure 8: Shareholder = Value=20 Matrix
 
 
Discipline 6: Capture the=20 Value

Discipline 6 represents the ability to = execute on=20 the initiatives designed in discipline 4. This discipline embeds=20 initiatives into the organization. It requires the managers = responsible=20 for implementation to work collaboratively with stakeholders =96 = including=20 external stakeholders =96 in a way that guarantees transparency = and=20 learning. This requires stakeholder management and engagement as = part of=20 the normal course of business.

Success in this discipline = requires=20 several factors:
  =95 The integration of initiatives into the firm=92s = management=20 accountability structure and processes
  =95 A guiding coalition of key managers and = influencers=20 paying ongoing attention to the initiatives
  =95 An embedded implementation management process for = managing the necessary details and the many = commitments
  =95 Cross-functional implementation teams that break = down the=20 walls between environmental/social responsibility functions and = line=20 organizations, and the development of a shared, common language = and=20 perspective on sustainable value.

The approach should use the tools = and=20 frameworks with which the organization already has success, such = as six=20 sigma, total quality, and process reengineering.=20

Discipline 7: Validate Results and Capture=20 Learning

This discipline is the systematic results = tracking and feedback loop that enables learning and improvement = in the=20 organization. The metrics used in discipline 1 to establish a = baseline=20 assessment of shareholder and stakeholder value are used here to = measure=20 progress made. The components of this discipline include: =
  =95 Regularly assessing actual progress in achieving = targets=20 defined in the business case
  =95 Holding learning-focused reviews of the = initiatives to=20 assess potential barriers to value realization and revise the = initiative=20 approach as needed
  =95 Reviewing multiple initiative results against the = overall=20 sustainable value goals defined through discipline 3 and refining = the=20 goals as appropriate
  =95 In addition to tracking results, this process = should=20 capture learning about the process of sustainable value creation, = to=20 refine the organization=92s tools, processes, and frameworks, in = particular=20 around stakeholder dialogue, stakeholder value assessment, and = business=20 case development. The opportunities and challenges around a = stakeholder=20 value approach require agility and the ability to learn and adapt = quickly=20 to what is learned.

One of the = biggest=20 challenges in this discipline is integrating a broader set of = stakeholder=20 metrics into operations. If the company already uses a balanced = scorecard=20 approach to measurement, where economic stakeholders such as = customers and=20 supply chain partners are represented, then extending this = scorecard to=20 include social and environmental performance measures will be = easier.=20

A critical success factor in this discipline is engaging = the CFO=20 organization in the process of broadening the metrics used to = assess and=20 report shareholder value, including strategic value (the option = value of=20 R&D and strategic plans). Another success factor is embedding=20 stakeholder performance tracking and reporting in the line = organizations.=20

Discipline 8: Build Sustainable Value=20 Capacity

This meta-discipline is focused on = developing the=20 mindset, capabilities and skills needed to embed a sustainable = value=20 perspective into the organization. This includes changes in = processes,=20 such as the investment criteria used for evaluating new = initiatives as=20 well as the creation of new processes, such as models for = stakeholder=20 engagement and dialogue. It also includes changes in measurement = systems,=20 such as expanding a balanced scorecard to include stakeholder = value=20 metrics. And most importantly, it includes changes to people=92s = mental=20 models around the role and importance of stakeholders as a source = of=20 business value. Achieving real leadership in sustainable value = creation=20 demands a coherent, organized approach to capacity building. The = outcome=20 of this discipline is that the organization becomes skilled at the = preceding seven disciplines.=20

Conclusion

One of the biggest = challenges=20 facing multinational corporations in the new century is figuring = out how=20 to solve the simultaneous equation of shareholder and stakeholder = value.=20 Even the most successful companies today have product lines or = even whole=20 lines of business that rely on value transfer rather than value = creation,=20 with environmental and social impacts that represent potential = risks to=20 shareholder value. Companies have done much over the past 25 years = to=20 reduce those risks, with significant benefits to shareholders and = to=20 stakeholders. But the remaining challenges in moving to a truly=20 sustainable economy are daunting. Many business leaders today are = standing=20 in that paradoxical place where solving this dilemma seems both = imperative=20 and impossible.

From this place of paradox, a new business = paradigm -- one that delivers sustainable value -- will be = created. Thirty=20 years ago, the conventional wisdom was that from the three goals = of=20 quality, speed, and cost, customers could pick any two. Delivering = all=20 three at once, we told them, was impossible. Today it is the norm. = Looking=20 back from 2030, we will say the same about delivering shareholder = and=20 stakeholder value. In the meantime, companies that lean towards = the=20 imperative side of the paradox will make the necessary investments = to=20 learn their way into the new paradigm. Companies that lean in the = other=20 direction may not be around to look back.
 

Notes:

1.= =20 For a more in-depth view of sustainable value, see Chris Laszlo, = The=20 Sustainable Company: Creating Lasting Value Through Social and=20 Environmental Performance, Island Press, due to be released = in=20 September 2003.

2.= =20 See =93The Fortune at the Bottom of the Pyramid,=94 C.K. Prahalad = and Stuart=20 L. Hart, Strategy + Business, First Quarter, 2002.

3.= =20 John Kotter, The Heart of Change: Real-Life Stories of How = People=20 Change Their Organizations, Harvard Business School Press,=20 2002.

 
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