Business Systems

ESG Investing – A Win-Win Model?

 

Indranil Ghosh provides part one of a two-part series on efficacy and impact of ESG investing. This article pertains to the effects of the coronavirus on ESG investing.

Five years ago, many people dismissed environmental, social, and corporate governance (ESG) investing as a fad because it put purpose alongside profit. But today, ESG investing seems to have become mainstream as global flows into sustainable investing are worth upwards of $4 trillion annually. Furthermore, as the Covid-19 crisis mounted in Q1 2020, investors poured $45.6 billion into ESG funds while $384.7 billion flowed out of the overall fund universe.

According to the UN, the funding gap to meet the Sustainable Development Goals (SDGs) is at least $2.5-3 trillion annually in developing countries alone. We think it’s more like $5 trillion globally. Plugging this gap from the public purse would require a 20% increase in the global tax base, which stands at about $25 trillion today. Clearly, this is not feasible. However, steering a small portion of global private wealth, which stands at $200 trillion globally, into sustainable investments could address the world’s development challenges.

 

Key points in this article include:

  • The problems with ESG investing
  • The additive impact of ESG investing
  • ESG and systems change

 

Read the full article, Does Covid-19 Mark the End of ESG Investing, or A New Beginning?, on LinkedIn.

 

Six Tips to Help Align Your Organization’s Go-to-market Approach from Strategy to Revenue

 

Stephen Redwood’s clients have been asking questions about how operating models will change post pandemic and how to accelerate time to market. He collaborated with Colin Taylor, to identify six priorities to focus on when rethinking your go-to-market (GTM) model.  

Cross-functional synchronization and alignment around a unified go-to-market approach is uncommon but has great value. Transforming your go-to-market approach can increase brand value, optimize growth investments, empower sales teams and accelerate time-to-revenue. This article discusses six tips to realizing this latent value in your organization:

 

Information in this article includes:

  • Minimize your limiters (decision making and hand-off hold-ups) and maximize your accelerators (streamlined processes, formal collaboration mechanisms, clear accountabilities)
  • Build a single company-wide model to establish a trusted and consensus view of all the interlocked go-to-market activities working together
  • Clarify accountabilities and devolve decision making closer to hand-offs across the business system
  • Build a company-wide, shared sense of accountability into processes and KPIs. Establish cross business communities that bring together critical silos at the intersections of hand-offs
  • Adjust goals, provide training, communicate continuously, and keep leaders on point
  • Establish oversight mechanisms to ensure the system is continuously updated to keep it relevant

 

Read the full article, Why is our go-to-market so inefficient and slow?, on LinkedIn.