For companies to effectively respond to increasing resource constraints and stakeholder expectations requires both deep foresight knowledge and capacity to change. This knowledge and capacity must reflect four uncomfortable truths:
As well as these truths, companies also face short‐term orientation of investors and managers; risk-, diversity – and change‐averse organizational cultures; and unproven “recipes” for success. Moreover, there is insufficient, understanding about which change strategies are most effective and under which conditions. This raises a daunting question: How to bring about profound change, while ensuring both short- and long-term value creation.
Yet, with this unfolding large-scale change challenge comes enormous opportunities for innovation and new levels of success, while maintaining the essential wealth-creation role of business in society. These innovations will produce new products and services through new strategies, structures, cultures, competencies and relationships. GOLDEN is clarifying these elements of the firm for the future, and the pathways for its emergence.
GOLDEN’s is carrying out interdependent activities. Each has products that are of value in their own right, and each also contributes to the development of the other activities. They arise from an understanding about how to realize large systems change:
3. A multi-level simulation model that will use the GOLDEN data to develop forecasts of
the impact of specific strategy and policy choices.
4. A special category are GOLDEN’s Sustainable Enterprise Model Innovation (SEMI)
Labs which focus on introduction of sustainable aspects into the development agenda of
governments or international organizations (e.g. UNEP, ILO, OECD).