Capgemini-金融实践的四个转变促进循环经济（英）-2023_市场营销策划_重点报告20230.docx

TheprogresstowardsacirculareconomyisslowThecirculareconomyappearstobereachingatippingpointasafast-growingnumberoforganizationsarestartingtoembedcirculareconomytargets,initiatives,andstrategies.Amongconsumermpanies1theglobalretailerIKEAaimstobeacircularbusinessby2030,andUnileveraimstouse100%reusable,recyclable,orcompostableplasticpackagingby2025.Andamongcities,Amsterdamisembeddingthecircularenomyintoitspoliciesandroadmaps.Atanationallevel,Scotland'snationalZeroWasteScotlandacceleratorprogramfosterscirculareconomygrowthinsmallandmedium-sizedenterprises.Regionalandnationalregulatorypressuresarealsocomingintoeffect,suchastheEUCircularEconomyActionPlan,andmorerecentlytheUK'sCriticalMineralsStrategy.However,despitethesepositivesignals,theworldisnotbecomingmorecircular.Accordingtothe2023CirCUIaritVGaPRePOrtmaterialscycledbackintotheeconomyaftertheirusefullifeaccountforonly7.2%ofthetotalin2023,downfrom8.6%in2020.Fromamacroperspective,thereisalongwaytogoregardingprovidingtherightinfrastructure,accesstofinance,supplychaintransparency,andregulations.Fromacompanyperspective,despitetheriseofCirClIlareconomybusinessmodels,progressisslow:currentmanagementpracticesarenotinsyncwithcircularity,startingfromfinancialandaccountingtoolsandapproaches.Weknowthatsystemicchangedoesnotmeeasily,especiallywhenwhatisrequiredisafundamentalrethinkofthewaythatorganizationsdobusiness.TheroleOffinanceandaccountingAttheheartofunderstandingwhyorganizationsarestillstrugglingtolaunchandscalecircularityistheconceptofvalue.Thecurrentanddominantwayofthinkingaboutvalueislinear.Alltheseeminglylaudableandusefulpractices,criteria,andmetricsadoptedsofarhavebeenconsistentwiththislinearparadigm.Butthecirculareconomytransformsthevalueconcept.Valueiscreatedthroughwhatwouldhavebeenlabelledinalineareconomyaswaste-throughcircularvaluechains,networks,andstrategiessuchasleasingandre-definingproductsasservices.Tryingtogaininternalbuy-inandnavigategatekeepingprocessesforcircularinvestmentisdifficultwhenorganizationsaredominatedbylinearpracticesandthinking.ThisisespeciallytruewhenSign币Cantbudgetsandfinancingisneededtosupportthescale-up.Ifthecircularenomyistomovefromenthusiasmtoachievement,weneedtoshiftfromatheoreticaldebateaboutthestrategicbenefitstoconcretebusinessinnovationspoweredbynewfinancialmodelsandmetricsthatenablepeopletowritesuccessfulbusinesscases-tounderstandandpricerisks,andtofinanciallyaccountforthetransitiontoanonlinearmodel.Updatedfinancialtoolswillneedtoaccountforthecomplexityofavalue-chain-widetransformationalshift,redefiningthevalueofresourcesandincludingmultiplefuturescenarios.Ourresearchandconsultingexperienceswithpioneeringcompaniesdemonstratethatachangeisnotonlynecessary,butpossible.EmpoweringFinance:TakingtheleadwithFourKeyShiftsThecirculareconomychallengeissocomplexthatwearenowatapointwhereitrequiresfinanceandaccountingteamstoassumealeadingrole.Thisisbecausetheseteamscontributetooveralldecision-makinginorganizations,includingOpExandCapExbudgets,assessingrisksandviabilityassociatedwithnewbusinessmodels,andtypicallyholdinglargeamountsofdatatomanagereportingandtransparency.Aspartofthisrole,theywillneedtobemeinnovationagentsandshowtherestoftheorganizationthewaytomakechangepossible.Tomakethisshiftmoreactionable,werecommendfocusingonfourmainfinancially-orientedcomponents,seeFigure1.Thefirsttwo(#1and#2)wouldbepartofanymajorinnovativeeffort,butcircularitymakesthemevenmorecriticalandurgent.Theothertwo(#3and#4)arestronglylinkedwithnewsustainabilityandcircularityimperatives.Figure1:FourKeyShiftsandtwocriticalenablersinfinancialpracticestoboosttheadoptionofacirculareconomy1.eaderSh-Psds,lutiedShifthorizonsMaximizingtheuseofresourcesandthewiderbenefitsfromacirculareconomywillnotbevisiblewithinafinancialquarter,atleastnotintheearlierstages.Organizationsmustavoidthetrapofshort-termismandredesigntheirmetricsandthestructureoftheirprofit&loss(P&L)toincentivizelonger-terminvestment.Therealityisthatashort-termfocuskillsvalue-creatingopportunities.Whilethisnceptisgenerallyaccepted,thecorporaterealityremainsstubbornlylockedontheshortterm.AtUnilever,thenCEOPaulPolmanmadeafrontrunningmovetosimplystopquarterlyreportingin2009,makingitclearwherethecompany'sfocusshouldlie.Thiswasaboldmovefortheorganizationanditsinvestors,butitpavedthewayfortheten-yearhorizonoftheUnileverSustainableLivingPlanandhelpedcreateacultureoflong-termthinkingandbeingpurpose-driven.Theresultsspeakforthemselves.AfterPoIman1Stenure,totalshareholderreturnsequaled292%incomparisontothe131%FTSEindex.Thiswayofthinkingcanbeapplicableintheautomotiveindustry.Carsharingandsubscriptionservicesarekeyroutestopromotecircularityandextendvehicleuse.WithmanyOEMsshiftingtowardsfuturemobilityservices,thishighlightsapotentialnewrevenueopportunitytoo;focusonutilizationandnotunits.So,withthislogic,whyhasnogreattractiondevelopedoverthepas