Comparative Summary of Business Pillars Redesign.
| Pillars of Business | IKEA | Tetra Pak | ||
|---|---|---|---|---|
| Redesigned? | How? | Redesigned? | How? | |
| Purpose | Yes | Sustainable innovations are expected to be achieved against a framework of 4 Ps. This is aligned to the broader purpose | Yes | Value based propositions that align to actors across the value chain go beyond financial and functional considerations to achieve a purpose that seeks to deliver positive impact |
| Networks | Yes | New partnerships and collaborations were developed and deployed to achieve sustainable innovations | Yes | New partnerships and collaborations were put in place to achieve sustainable innovations |
| Ownership | No | Sustainable innovations have not led to a new ownership structure; however, they do benefit from the existing unique structures already in place | No | Effective governance is in place to ensure that business is driven towards the purpose, rather than just shareholder value |
| Governance | Yes | Unique governance processes are in place considering all stakeholders enable the success of sustainable innovations | Yes | Sustainable innovations are judged by tangible and intangible value that drives decision-making that seeks to deliver value to a broad set of stakeholders |
| Finance | Yes | Investments are made to meet expectations of sustainable innovations that differ from the traditional business areas and represent a new definition of success | Yes | The measurement of value throughout the value chain, people and planet of sustainable innovations, rather than just profit, demonstrates a new approach to determining the success of the business |
| Pillars of Business | IKEA | Tetra Pak | ||
|---|---|---|---|---|
| Redesigned? | How? | Redesigned? | How? | |
| Purpose | Yes | Sustainable innovations are expected to be achieved against a framework of 4 Ps. This is aligned to the broader purpose | Yes | Value based propositions that align to actors across the value chain go beyond financial and functional considerations to achieve a purpose that seeks to deliver positive impact |
| Networks | Yes | New partnerships and collaborations were developed and deployed to achieve sustainable innovations | Yes | New partnerships and collaborations were put in place to achieve sustainable innovations |
| Ownership | No | Sustainable innovations have not led to a new ownership structure; however, they do benefit from the existing unique structures already in place | No | Effective governance is in place to ensure that business is driven towards the purpose, rather than just shareholder value |
| Governance | Yes | Unique governance processes are in place considering all stakeholders enable the success of sustainable innovations | Yes | Sustainable innovations are judged by tangible and intangible value that drives decision-making that seeks to deliver value to a broad set of stakeholders |
| Finance | Yes | Investments are made to meet expectations of sustainable innovations that differ from the traditional business areas and represent a new definition of success | Yes | The measurement of value throughout the value chain, people and planet of sustainable innovations, rather than just profit, demonstrates a new approach to determining the success of the business |
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