2020 vision: the year of sustainable business
As the start of a new decade peers over the horizon, many business leaders will be looking back on how much has changed over the last...
Happy New Year!
As the start of a new decade peers over the horizon, many business leaders will be looking back on how much has changed over the last ten years. The smartphone has transformed everything, AI and automation have begun to take hold, Brexit and wider geopolitics have overwhelmed decision-making – there’s a lot to reflect on.
While technology was definitely the game-changer in the 2010s, next year heralds a new focus for business leaders around the world: sustainability. Sustainability isn’t just about recycling or fair trade practices, as important as these are. It touches every part of a company, from its supply chain operations, to its talent practices, to the physical workspace itself. In 2020 and in the years beyond, this shift to sustainable business will take shape in several major and transformational ways.
Supply chains: Going circular
The first fundamental shift we will see in the next year will be some of the world’s biggest companies actively transforming their supply chains to become ‘circular’, under pressure from ethically-minded consumers. With consumers now looking to the corporate world to help them reduce their carbon emissions and cut down on the plastic filling our oceans, in 2020, the onus is firmly on businesses.
To start making the right moves before it’s too late, businesses need to move from an ‘out of sight, out of mind’ production model to being accountable for their whole end-to-end supply chain. This means no longer simply making shampoo and shipping it out in a plastic bottle, but being responsible for where that bottle ends up and how it gets there.
In 2020 we are likely to see at least one major global CPG strike up a deal with retailers for ‘refill stations’, where consumers can get discounts on their shampoo by taking old bottles back to be refilled, drastically cutting plastic waste and reducing carbon emissions. But circularity is not just about returns. Big companies will take more responsibility for the front end of their supply chain too, with ethical sourcing and provenance of product also an important part of the puzzle.
Workforces: Gig Economy gone good
To truly make circular talent models stick, however, businesses need to think about how best to ensure sustainability in their roles. This means giving people the ability to work anywhere, anytime. Flexibility is a cornerstone of sustainable business, and nowhere is this more championed than in the gig economy.
In 2020 we’ll see the gig economy becoming integrated into large corporates, whereas previously they were restricted to digital natives. This will be possible through a focus on process changes and mindset which accepts that flexible working is part of the future and it is here to stay. At its core, the gig economy enables businesses to tap into talent pools that are hard to reach: those with caring needs, disabled people, or those outside of major cities. As almost every industry is now facing a major skills shortage, bringing the gig economy out of the shadows and into the corporate enterprise world will mean that in 2020, we will see previously untapped talent adding new or forgotten skills to the workforce.
The onus will be on big corporates to make the move to these sustainable talent models, enabling employees to come and go as they please, while ultimately helping drive the bottom line.
Workplaces: Enter the Trust Economy
All of the above relies on a huge degree of trust, both between suppliers and corporates, and employers and employees. Trust will enable transparency. And with transparency comes a whole world of possibilities, both within workplaces and across circular supply chains. Good job, then, that we will see the birth of the Trust Economy in 2020.
Making the Trust Economy a reality will rely on transforming corporate mentalities. In circular supply chains, having trust across the whole ecosystem is crucial for sustainability and ethical practices. Businesses must be trusted to source products ethically, and treat every worker in that supply chain fairly. Meanwhile, consumers place their trust in businesses who are doing all they can to be sustainable – through actions, not just words.
From an employer and employee perspective, Microsoft recently trialled a 4-day working week in Japan, which saw increased productivity. The transition for corporates should be from a model that measures by time spent to one measuring by outcome. This enables productivity with purpose, rather than just being busy: this comes as much from the physical workspace itself as from an employee’s to-do list. It also relies on employers implicitly trusting their employees to get the job done, and then rewarding those employees for the work they complete.
Circularity might sound like a wishy-washy term to those who don’t see its impact. But within the next year, we will see all of the above start to take shape in some of the world’s biggest businesses. For the C-Suite, 2020 should be the year that sustainability is brought out from the darkness and into the light.
SAS: Improving the British Army’s decision making with data
SAS’ long-standing relationship with the British Army is built on mutual respect and grounded by a reciprocal understanding of each others’ capabilities, strengths, and weaknesses. Roderick Crawford, VP and Country GM for SAS UKI, states that the company’s thorough grasp of the defence sector makes it an ideal partner for the Army as it undergoes its own digital transformation.
“Major General Jon Cole told us that he wanted to enable better, faster decision-making in order to improve operational efficiency,” he explains. Therefore, SAS’ task was to help the British Army realise the “significant potential” of data through the use of artificial intelligence (AI) to automate tasks and conduct complex analysis.
In 2020, the Army invested in the SAS ‘Viya platform’ as an overture to embarking on its new digital roadmap. The goal was to deliver a new way of working that enabled agility, flexibility, faster deployment, and reduced risk and cost: “SAS put a commercial framework in place to free the Army of limits in terms of their access to our tech capabilities.”
Doing so was important not just in terms of facilitating faster innovation but also, in Crawford’s words, to “connect the unconnected.” This means structuring data in a simultaneously secure and accessible manner for all skill levels, from analysts to data engineers and military commanders. The result is that analytics and decision-making that drives innovation and increases collaboration.
Crawford also highlights the importance of the SAS platform’s open nature, “General Cole was very clear that the Army wanted a way to work with other data and analytics tools such as Python. We allow them to do that, but with improved governance and faster delivery capabilities.”
SAS realises that collaboration is at the heart of a strong partnership and has been closely developing a long-term roadmap with the Army. “Although we're separate organisations, we come together to work effectively as one,” says Crawford. “Companies usually find it very easy to partner with SAS because we're a very open, honest, and people-based business by nature.”
With digital technology itself changing with great regularity, it’s safe to imagine that SAS’ own relationship with the Army will become even closer and more diverse. As SAS assists it in enhancing its operational readiness and providing its commanders with a secure view of key data points, Crawford is certain that the company will have a continually valuable role to play.
“As warfare moves into what we might call ‘the grey-zone’, the need to understand, decide, and act on complex information streams and diverse sources has never been more important. AI, computer vision and natural language processing are technologies that we hope to exploit over the next three to five years in conjunction with the Army.”
Fundamentally, data analytics is a tool for gaining valuable insights and expediting the delivery of outcomes. The goal of the two parties’ partnership, concludes Crawford, will be to reach the point where both access to data and decision-making can be performed qualitatively and in real-time.
“SAS is absolutely delighted to have this relationship with the British Army, and across the MOD. It’s a great privilege to be part of the armed forces covenant.”