Acceleratingsustainabletransformation:DispellingoldmythstoseizenewvalueIncollaborationwiththeWorldEconomicForumBusinessleadersareholdingAcceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue2backfromfullycommittingtosustainabilitybecauseofperceivedtrade-offswithprofitability.Thisreportdispelsthemythsunderpinningthismisperception.Itoutlinesthreebusinesscaseupdatescompaniesmustmaketogiveoperationalandfunctionalleadersthelicensetoacceleratesustainabletransformationandgeneratenewsourcesofprofitablegrowth.Copyright©2023Accenture.Allrightsreserved.ReinventingforsustainablevalueAnewbusinesscase,realizedwithnewtechSustainabilityisagrowingforceforchangeinbusinesses:stakeholderdemandsTheseresultsunderlineboththeopportunityandthechallenge:companiesarearesharpening,regulationsarehardeningandvalueisshiftingtonewsustainablefindingitharderandmoreexpensivetodelivervaluefrom‘businessasusual’,markets.Whileexecutivesrecognizethepotentialofsustainabilitytoshapebuttheyareconcernedthatembeddingsustainabilitywillbeslowtoofferabusinessreinvention,aperceivedtrade-offwithprofitabilityreinforcestoday’stightreturn,ifatall.focusonshort-termfinancialresults.Toexplorethis,weplacedthe140next-genleadersinaseriesofprofitability/Ultimately,thismakesithardtojustifyintegratingenvironmentalandsocialimpactsustainabilitytrade-offscenarios(e.g.,yourmostprofitablebusinesslineisalsoyourintocorporatedecision-making.Assuch,sustainabilityoftenremains‘boltedon’inmostpolluting)andaskedthemhowtoreconcilethesituation.Theresult?Next-gencertainpocketsoftheorganization–not‘builtin’intentionallyandsystematically.leadersadvocatethreeupdatestothetraditionalbusinesscasetogivethem–andtheiroperationalandfunctionalleadpeers–thelicensetoacceleratesustainableIsitreallytruethatcompaniesmustsacrificeprofitabilitytopursuetransformationacrosstheirrespectivepartsoftheorganization:sustainability–orisitamyth?Andmustresponsibleleadersreallytearupthetraditionalbusinesscasetomakeincorporatingsustainableimpacta.PervasivePurpose:makesustainabilitymorehumanbyfocusingonsolvingviablestrategy?specificsocietalchallenges–thendeterminehowtodosoprofitablyWeworkedwithover140membersoftheWorldEconomicForum’sYoung.ExtendedHorizons:considertheviabilityofthebusinessoverthelong-termandGlobalLeaderandGlobalShapercommunitiestoanswerthesequestions.allownewsustainabilityinitiativestimetoscaleThese‘next-genleaders’identifiedfiveheadwindstoembeddingsustainability:complexity,cost,practicality,reliabilityandspeed.However,usingcutting-edge.360°Value:broadenthedefinitionofbusinesssuccessbeyondshort-termneuroscienceresearchtechniquestotest1thesefindingswithagroupof280financialsandcollaborateacrossyourecosystemandindustrytodrivechangeseniorexecutivesinlargecompanies,wediscoveredthat,inreality,someofthesupposedheadwindsareactuallystrongbutlargelyunacknowledgedtailwinds.Whileitistruethatthissecondgroupofexecsassociateembeddingsustainabilitywithbeingslowandunreliable,theyalsoseestickingto‘businessasusual’asbeingrelativelymorecomplexandmorecostly.Weseethisplayingoutclearlyinsectorslikeautomotive,whereacombinationofregulation,demandandelectricvehicle(EV)innovationaremakingtheinternalcombustionengineuncompetitive.Copyright©2023Accenture.Allrightsreserved.Acceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue3Howopenareseasonedbusinessexecutivestoadoptingthesenewrulesofthegame?Ourresearchshowsthat70%agreewiththenext-genleaders.However,atthesametime,67%saidmoretraditionaldecision-makingnorms,likeminimizingcostsanddeliveringstrongquarterlyreturns,remaincritical.Theresultssuggestthatorganizationslookingtounlocksustainablevalueatscaleshouldnottearupthetraditionalbusinesscase,somuchasenhanceittomeettoday’schallenges.Thisisatrickybalancingactthatrequiresbothnewtechandcapabilities.Companiesshouldstartbybuildingastrongdigitalcore–acontinuousprocessthatleveragescloudtoincorporatenewtechnologiesacrossthreeinteroperablelayers:infrastructureandsecurity,dataandAI,applicationsandplatforms.Whencombinedwitharobusttalentstrategy,thisdigitalcorecanunleashanewsetoftech-poweredcapabilities:morepreciseunderstandingofchallenges,bringingdiversecollaboratorstogetheratscaleandfaster,moreimmersiveprototyping.Thesecapabilitiescanreducethefearoffailureandshorten“timetovalue”2,overcominggenuineconcernsaboutspeedandreliabilityandsupportthefinancialviabilityofpursuingsustainability.Theonusisnowonresponsibleleaderstoacceleratesustainabletransformation.Asfinancialviabilitybecomesincreasinglycontingentondeliveringpositivesocialandenvironmentalimpact,theneedtooperatemoresustainablyhasemergedasakeydriverofbusinessreinventionstrategies.Seizingnewsustainablevaluemeansdispellingthemythsthatpreventchange,rewritingthebusinesscasetotapsustainablemarketsandbuildinganewsetoftech-poweredcapabilities.Thisreportwillshowyouhow.Copyright©2023Accenture.Allrightsreserved.Acceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue4Theprofitability/sustainabilitytrade-off:mythormaterial?Businessleadershipteamsaroundtheworldrecognizethatsustainabilityisnolonger“Companiescannota“nicetohave”–itisimperative.MostCEOs–98%–believeitistheirroletomakereallyaffordtoavoidtheirbusinessesmoresustainable,upfrom83%adecadeago.3However,manyareembeddingsustainability:alsoconcernedthatpursuingsustainabilitymeanssacrificingprofitability:58%oftheregulationmeans1,496executiveswesurveyedinapreviousstudy4seesustainabilitylockedinit’sbecomingmoreconflictwithgrowth.Isthisamaterialconcern–oramyth?expensivetopollutesotheyneedtogetasolidDespitethestrengthofthetrade-offnarrative,manycompaniesareleaningin:63%viewontheirmaterialofCEOsarelaunchingnewsustainableproductsandservices,with43%transitioningenvironmentalimpact”tocircularbusinessmodels.5Progressisvisibleinsectors,suchasautomotive,wheresomegovernmentshavetightenedregulationsandofferedincentives.HildeNordbø,Director&HeadofSustainabilityHowever,ingeneral,sustainablebusinessmodelsarenotscaling,atthe–HandelsbankenNUFspeedtheworldrequiresorstakeholdersdemand.Forinstance,theNYUSternSustainableMarketShareIndex™findsthatproductsmarketedassustainable6grewby7.3%from2015to2021,vs.2.8%forproductsnotmarketedassustainable,yetstillaccountforonly17%ofthetotalmarket.BuildinganewgenerationofresponsibleleadersOurresearchprogramwiththeWorldEconomicForumtodatehaslookedattheattributesmodernleadersneedtodeliverbothvalueandimpact(the“5Elementsofresponsibleleadership”);thepolicies,practicesandprocessesresponsibleleadersusetoinfusetheirvaluesthroughouttheirorganizations(“SustainabilityDNA”);andhowtoovercome“consensusgaps”withstakeholdersonsustainabilityperformance.Theseinsightswereputintopracticetoexploreperceivedtrade-offsandnewbusinesscasecriteriainthisstudy.Copyright©2023Accenture.Allrightsreserved.Acceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue5WeexploredtheheadwindshinderingsustainabilitytransformationbyplacingWhenheadwindsbecometailwinds140next-genleaders7–whotypicallyrunbusinessunitsinlargeorganizationsorinnovativestart-ups–inscenarioswhereprofitabilityandsustainabilityseemedtoFiveperceivedheadwindstosustainabilitytransformationemergedfromthisbeinconflict[seeAbouttheresearch].Theirresponsesconfirmedtheunderlyingexercise–complexity,cost,speed,reliabilityandpracticality.Wetestedthesechallenge:forexample,whilemanynext-genleaderswouldliketosupportasupplierheadwindswith280seniorexecutivesusingImplicitAssociationTestingtolimitthelookingtopayitsemployeesalivingwage,theynotedthattheirmarginswouldshrinkbiasesthatoftenleadto“say-do”gapswhenresearchingsustainability[seesidebar].8ifpricesrosetofundhighersalaries.Specifically,weaskedtheseniorexecutiveswhethertheyassociateeachheadwindrelativelymorewithembeddingsustainability,orwithmaintainingatraditional,tightSimilarly,next-genleadersagreedthatlargeinfrastructureprojectsshouldpositivelyfocusonfinancials.impacthostcommunities–butrecognizedthatsuchbenefitsmayextendrelativelyfarintothefuture.TheyalsonotedthatwhileamanufacturershouldaimtoreduceTheresultsweresurprising[seeFig.1].Seniorexecutivesassociatethepursuitofwaste,investorswouldneedtobeconvincedthatdampeningprofitstodaywouldbepositiveenvironmentalandsocialimpactwithbeingrelativelyslower,andtoalesserbeneficialfortheirinvestmentsoverthelong-term.extent,moreunreliable,comparedto‘businessasusual’.Thisreflectsconcernthatnewsustainableinitiativesmaynotscalequicklyenough,ifatall.Overcomingthesustainability“say-do”gapHowever,twosupposedheadwindstosustainabletransformationactuallyWeusedneuroscience-inspiredmethods–specificallyturnouttobetailwinds.SeniorexecutivesseefailingtoincorporateenvironmentalImplicitAssociationTesting(IAT)–tomitigatebiasandandsocialimpactindecision-makingasrelativelymorecomplexandcostly.Itisaunearththerealbarrierstosustainabletransformation.challengethatcarmanufacturersunderstandwellastheyacceleratecircularityandSeniorexecutivesfromabroadrangeofindustriesandEVinvestmentswhilestrugglingtodriverevenuegrowthfromcurrentbusinessgeographieswereaskedtoassociate–athighspeed–eachmodels.9Regulation–fromphasingouttheinternalcombustionenginecartoperceivedheadwindwitheitherthetraditional,tightfocussubsidiesandemissionsstandards–hasclearlyplayedanimportantroleinthisonfinancialsortheincorporationofenvironmentalandshift.Automotiveincumbentsthathavebeenquicktospotwhichwaydemandandsocialimpactindecision-making.regulatorywindsareblowing,andpivottoEVs,havebeenbestpositionedtocompetewithnewmarketentrants.[SeeAbouttheresearchformoredetail]Thesetailwindsmustnotbesquanderedifbusinessesaretoacceleratetheirsustainabletransformation.Responsibleleadersshouldharnessthemtodispeltheoldtrade-offmythsthatmakeithardtojustifyintegratingenvironmentalandsocialimpactintodecision-making.Buttosystematicallyaccountforboththeheadwindsandthetailwinds,organizationsmustreimaginethecriteriathatgovernbusinesscaseapproval.Copyright©2023Accenture.Allrightsreserved.Acceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue6Fig1.Organizationsfaceheadwindslikespeedandriskonthejourneytobecomingasustainablebusiness–butcomplexityandcosttailwindsareevenstrongerTheheadwindstosustainabilitytransformation:Mythormaterial?Next-genleaderssaythejourneytobecomingasustainablebusinesscanbecostly,complex,impractical,unreliableandslow.However,testingtheseperceivedheadwindswith280seniorbusinessexecutives,wefoundthatcostandcomplexityaremorecloselyassociatedwithbusinessasusual,makingthemtailwindsforsustainabletransformation.Businessasusual:Sustainablebusiness:Traditional,tightfocusEnvironmentalandonfinancialssocialimpactembeddedinalldecisionsComplexUnreliableCostlySlowtailwindsheadwindsImpracticalSource:CloudArmy,AccentureThelengthoflinedenotes“effectsize”i.e.,howstronglyexecutivesassociatethetermswithsustainablebusinessvsbusinessasusualCopyright©2023Accenture.Allrightsreserved.Acceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue7Buildingasustainablebusinesscaserequiresevolution,notrevolution“CompaniesareoftenstuckThebusinesscasemustevolvetomeettoday’schallenges.Bydispellingmythsandinagrooveofcomfortandshakingupthecriteriagoverningdecision-making,responsibleleaderscangiveconvenience.Theytalktheirfunctionalandbusinessunitleadsthelicensetofullycommittosustainabilityaboutfuturesustainabilitytransformation.commitments,multi-stakeholderpartnershipsandSohowcancompaniesbuildamorebalancedbusinesscasetotapintonewpilots–butremainfocusedsustainablemarkets?onprofits.GettingoutofthisgrooverequiresexternalforcesThisquestionwasposedtothe140next-genleadersinthecontextofthesame–pressurefromdisruptors,fivetrade-offscenarios[seeAbouttheresearch].Forexample,inthefirstconsumersandNGOs,andscenario–afootwearmanufacturerwhosebest-sellingbusinesslineisalsoregulation.Italsorequiresitsmostpolluting–participantssuggestedboostingcircularitythroughanseriousupfrontinvestment.incentive-backedrecyclingprogram,combinedwithinvestmentintheYes,youtypicallyaddcostsdevelopmentofmoresustainablemanufacturingtechniquesandmaterials.atthestart–butgetitright,andyoucanwinbigtoo.”Inthesecondscenario–atechcompanywithanon-diverseleadershiptalentpipeline–next-genleadersidentifiedtwowaysthatinvestors,whomightbenervousaboutTomSzaky,CEOandfounderofTerraCycle,unnecessaryscrutiny,couldbeconvincedofthecompany’splanstosetdiversity&YoungGlobalLeadergoals.Firstexecutivesshouldmapouttheirambitiontoexpandintopreviouslyunderservedcommunitiesandexplainhowleadershipdiversitywouldfuelthat.NextCopyright©2023Accenture.Allrightsreserved.theyshouldallowupto12monthstoprepareforthenewdisclosures,allowingtimetoembedthenewcorporatepurposeandmetricsintoreporting.NewvaluerequiresanewapproachTheoverridingmessagefromthisexercisewasthat‘businessasusual’isnotgoingtocutit.Next-genleaderstoldusthatthetraditionalbusinesscase,withitstightfocusonfinancialperformance,needstobeupdated.Theyarguethatorganizationsmustencourageoperationalandfunctionalleaderstoincorporatesocialandenvironmentalconcernsintodecision-making–specificallybyflexingthewaytheysetgoals,timelinesandsuccessparameters[seeTable1].Acceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue8Thismeansconsideringwhyandhowtokeepthecompanyprofitable(PervasivePurpose),consideringtheHowaseaweedpackagingstart-upviabilityofnewideasandthebusinessasawholeoverthelong-term(ExtendedHorizons),andbroadeningapproachesinnovationyourKPIsbeyondfinancials(360˚Value).NotplaisaUK-basedstart-upthatmakespackagingoutofTable1.Anewapproachtosettinggoals,timelinesandsuccessparametersseaweed.Thecompanyhasdevelopedarangeofproducts,fromfullyrecyclabletakeawayboxestodissolvablesachets,toreplaceTheleaderperspectiveIllustrativeexamplesingle-useplasticpackaging.In2022,itwontheEarthshotprizeforreducingwaste.PervasivePurpose:Makesustainability“WeidentifiedachallengeinAnautomotivecompanyevolvesmorehumanbyfocusingonsolvingeducationandcreatedabusinessfrombeingacarmanufacturertoNotplaworkswithclientstoreducetheirplasticpollutionwhichspecificsocietalchallenges–thenmodelaroundit.Solvingthatamobilityservicesprovider.Thisgivesthemclearinsightintothetrade-offslargeorganizationsneeddeterminehowtodosoprofitably.problemiscentraltoeveryallowsthecompanytoexplorenewtoreconcile.Theseincludelongcomplexsupplychains,thatprizedecisionwemake.”optionslikeelectricvehicles,leasingefficiencyoverflexibility.AsRodrigoGarcíaGonzález,CofounderThink:Howcanwemakeiteasier,anddigitalservicesmonetization.andCo-CEOofNotpla,toldus:“CompaniestypicallydesignforcheaperandmoreengagingforourMaríaAgustinaIbañezworst-casescenarios–forexample,howtokeepcrispsfreshincustomerstooperate/consumemoreCo-Founder–EvaluadosAntarcticaforfouryears.”[PervasivePurpose]sustainably?Whathumanchallenge&GlobalShapercanwesolvetosupportthelong-termAssuch,Notplaknowsthatitsproductsdonot(yet)eliminatethefinancialviabilityofthebusiness?needforplastic.Butanchoredtotheirmissionofmakingplasticpackagingdisappear,theyarefocusedoncollaboratingwithExtendedHorizons:Considerthe“InvestorsareincreasinglyaskingAhealthcareproductscompanycompanieswhoarecommittedtowholesalechange.“We’retryingtoviabilityofyourbusinessoverthelongabouthowabusinessmodelincreasesthetimefornewproductsencourageourclientstomatchtheshelf-lifeofthepackagingwithterm–andgivenewideastimetoscale.playsoutoverthelonger-term;fortoachievea20%InternalRateoftheshelf-lifeoftheproduct,”Rodrigotoldus.“Movingawayfromexample,inalowemissionsociety.”Returnfrom3yearsto5years.Thisone-size-fits-allsolutionswon’thappenthroughminortweaksinyourThink:Isourcurrentmodelatrisk?Doweallowsforalaginconsumerdemandprocurementfunction.”[360˚Value]givenewideastimetoscale?HowmightHildeNordbøpatterns,offeringnewbusinesscreatingstakeholdervaluetodaycreateDirector&HeadofSustainability–modelstimetoscale.Foundedin2014,Notplaisnowlookingtoscale.Onekeychallengeisfinancialvaluetomorrow?HandelsbankenNUFknowingwhenandhowtomovefromdevelopmenttodeployment.Notplaknowsitcouldkeepdesigningnewproducts,butithas360˚Value:Broadenyourdefinitionof“DecisionswemadeacoupleofAminingcompanyhelpstodevelopalreadyprovedthedemandforitsexistingsolutions.AsRodrigovaluebeyondshort-termfinancialsandyearsagotobuildcredibilityandcross-industryenvironmentalnoted:“Ourinvestorswanttomakeanimpact,buttheywanttocollaborateacrossyourecosystemandtransparencyintooursupplychainstandardsonemissions,waterandmakemoneyaswell.Packagingisagameofscale,sothenextphaseindustrytodrivechange.willgiveusacompetitiveadvantagebiodiversityforallnewprojects.Thisforusistoworkcloselywithasmallnumberofclientstoboostasconsumerdemandevolvesraisestheefficiencyofoperationsvolume.”[ExtendedHorizons]Think:Howdowedefinetheparameterstowardssustainableproduce.”globallywhileminimizinglocalofsuccess?Howcanwepartnertodriveenvironmentaldegradation.changeacrossourentireecosystem?JohnR.TysonCFO–TysonFoods&YoungGlobalLeaderCopyright©2023Accenture.Allrightsreserved.Acceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue9TransformationrequirestransitionSustainabletransformationrequiresaseriesofsuchtransitions.FusingabroadersetofproperlyincentivizedenvironmentalandsocialimpactcriteriaintoWeaskedthegroupof280seniorexecutivestoassesstheproposedupdatestothebusinessdecision-makingallowscompaniestoremainfinanciallyviabletoday.Atthebusinesscaseputforwardbythenext-genleaders,comparedtomoretraditionalsametime,itfundstheinnovationrequiredtofindandscalethesustainablegrowthdecision-makingcriteria.Forexample,intermsofsuccessparameters,respondentsopportunitiesoftomorrow.wereaskedtoconsiderboth“thinkinglong-term”and“deliveringquarterlyreturns”[seeAbouttheresearchforafullbreakdown].Fig.2:Percentageofexecutiveswhocitecriterionas“important”forcompaniestodevelop/adoptmoresustainablebusinessmodelsThe“fastchoice”methodweusedtolimitbiasalsoproducedsomesurprisingresults[seeFig.2].Overall,70%oftheseniorexecutivesagreeonthemeritsoftheapproachNext-genapproach70proposedbythenext-genleaders.However,it’sclearthatmanydon’tadvocateabandoningtraditionaldecision-makingnormslikeminimizingcostsanddeliveringTraditionalapproach67strongquarterlyreturns:67%viewtheseasstillbeingimportanttodevelopingsustainablebusinessmodels.GoalsPervasivepurpose71ThesupportforbothnewandtraditionalapproachessuggeststhatembeddingProtectthecore70sustainabilityrequiresevolution,asopposedtorevolution.Yes,seniorexecutivesunderstandthatenvironmentalandsocialimpactmeasurescanunlocknewvalue.AtTimelinesExtendedhorizons71thesametime,thebusinesscannotlosesightofhowitmakesmoney.Thekeyistoupdatethecompany’sdecision-makingprocessestofindandscalenewpocketsQuarterlyreturns67ofsustainablevalue.Parameters360˚Value69Considerbp,aglobalenergycompanyfacingincreasedmarketandregulatorypressuretolimittheglobalwarmingcausedbyburningfossilfuels.ThecompanyCostoptimization65iscommittedtoacceleratingtheenergytransition.ButasbpCEO,BernardLooney,recentlyexplained“[thetransition]needstobeorderly,becauseifit’snot,supplyandSource:CloudArmy,Accenturedemandgetoutofwhack…priceswillskyrocket,andpeoplearoundtheworldwillbeNotes:Forvariablegroupingsee“AbouttheResearch”dealingwithacost-of-livingcrisis.”10Acceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue10bpthereforeexpectstoreduceoilandgasproductionby~25%by203011,buttomaintainprofitability,forexample,throughgreaterefficiency.Thiswillallowittopush~50%ofCAPEXintogreener“transitiongrowthengine”projectssuchasrenewablesandEVcharging,upfrom3%in2019.Thesenewbusinessunitshavethespacetorefinetheirsolutionswhilecustomerbehaviorisgiventimetocatchup.12Copyright©2023Accenture.Allrightsreserved.Embedsustainabilityatscalewithtech+talentIfthisupdatedbusinesscaseisthecompassforTable2.Howselectedtechnologiescouldacceleratesustainabletransformationsustainabletransformation,thentech,dataandtalentSeeAbouttheresearchformoredetailonthefivescenarioscombinetoformtheengine.TechnologyBenefitImpactExecutivesareconvincedthattechnologyhasanimportantroletoplayinachievingtheirsustainabilityCloudBringsupplierdataclosertothemanufacturer,providingaMigratingtothepubliccloudcanreduceITCO2emissionsbygoals13.Yettheyaremuchlesscertainonhow.Just49%computingmuchdeeperunderstandingofitsenvironmentalandsocial5.9%annuallyandofferstotalcostofownershipsavingsofuptoof560executivessurveyedbyAccenturein2022agreedimpactacrossthevaluechain.[Scenario4]30-40%;Accenture’sowncloudmigrationledtotherealizationthattechnology-ledsustainabilityinitiativeshelpcreateofUS$14.5millioninbenefitsafterthethirdyear.19newbusinesses,whileonly48%agreedtheinitiativesledtoincreasedrevenuesfrombetterproducts14.DataFindpatternsinexistingdatasets;forexample,linkinggreaterCompaniesthatmeasureprogresstowardsinclusion,diversityanalyticsdiversitywithinnovation,employeeengagementorimprovedandequitygoalsenjoyelevatedlevelsofemployeetrust(1.9x),Companiesshouldstartbybuildingastrongdigitalcustomersatisfaction.[Scenario2]andjobsatisfaction(1.7x).20core–acontinuousprocesswhichleveragescloudtoincorporatenewtechnologiesacrossthreeDigitaltwinsReducebothindustrialwasteandwaterusage,improvingDigitaltwinscouldsaveanestimatedUS$137billioninrawmaterialinteroperablelayers:infrastructureandsecurity,dataresourceefficiency.[Scenario1]usageandproductdevelopmentcosts,whilereducing281metricandAI,applicationsandplatforms.ThisprovidesthetonsofCO2intheconsumerpackagedgoodsindustry.21foundationtounlocksustainableinnovation–andso,DigitalAllowthemanufacturertoincentivizecustomerstorecordfurtherdispelconcernsthatembeddingsustainabilityplatformstheirexperienceusingtheproduct,includinghowtheymightCustomersaretwiceaslikelytopurchasemorefromcompaniesmeanssacrificingprofitability[seeTable2].disposeofit.Thedatacouldbeusedtomeasureandtrackthatlistenandincorporateservicefeedback;integratingimpact,andtoinformproductimprovements.[Scenario5]customerserviceasasourceofvalueratherthanacostcenterisassociatedwith3.5xhigherrevenuegrowth.22ImmersiveHelplocalcommunitiesunderstandthelong-termbenefitsofAccenturehasuseditsenterprisemetaverse(the“Nthfloor”)totechnologiesmajorinfrastructureprojects;forinstance,virtualrealitywouldboostlearningretentionbyanestimated33%andtoonboardallowpeopleto“experience”anareaoncetheconstruction150,000newemployeessafelyduringtheCovid-19pandemic.23andregenerationworkiscomplete.[Scenario3]SmartBoostaccountabilityindownstreamprocessessuchasAdoptingafullycircularvaluechainintheautomotivesectorcontractsrecyclingmanagement.[Scenario1](e.g.,byscalingadvancedrecyclingandend-of-lifelogistics)isassociatedwitha50%increaseinprofitsanduptoa75%declineinemissions.24Source:Next-genleaderworkshops,AccentureCopyright©2023Accenture.Allrightsreserved.Acceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue11Technology,however,isonlyonepartofthepuzzle.“SustainabilityneedstobeThat’sbecausenothingchangesifpeopledon’tafiercecommercialpriority:change.Companiesmustembedsustainabilityintoifit’sonlyasideproject,everythingtheydobycreatingacultureinwhichitcanonlyeverbeasidepeopleareempowered–evenexpected–tobecomesuccess.Theproblemismostsustainableinnovators.Theymustbuildnewcapabilitiessustainableactivityisownedbyhelpingtheirpeopleadoptnewwaysofworking,bynon-commercialactors;processesandtechnologies;capabilitieslikeamoretheygetpilotsoffthegroundpreciseunderstandingofchallenges,bringingdiversebutstruggletoscalethemcollaboratorstogetheratscale,andfaster,morebecausetheydon’thavetheimmersiveprototyping.necessaryP&Lgravitas.”Thesetech-poweredcapabilitieshavethepotentialtounleashwavesofsustainableinnovationbyreducingTomSzaky,CEOandfounderofTerraCycle,fearoffailureandshortening“timetovalue”.Tellingly,&YoungGlobalLeaderarecentAccenturestudyfoundthatcompaniescouldgainupto11%ontop-lineproductivity(revenuesperAcceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue12employee)iftheyunlockedthegrowthcombinationofdata,technologyandpeoplelikethetop5%ofglobalorganizations.15Copyright©2023Accenture.Allrightsreserved.HowAccenturehelpsitsclientsembedsustainability01AccentureisexpandingitspartnershipwithamultinationalaerospacecorporationtohelpimprovePervasivetheirenvironmentalandsocialimpactacrossPurposetheenterprise.Inrecentyears,wehaveworkedtogethertodigitizethecompany’ssupplychainandmanufacturingoperations,usingadigitaltwintoimproveproductivityandreducewaste.Now,Accentureisworkingtogethertoadvancetheirsustainabilityagenda.Wearesupportingtheiraviationdecarbonizationroadmap—fromacceleratingtheuseofsustainableaviationfueltohelpingdesignlow-emissionsaircraft.We’refindingnewwaystohelpmakethesupplychainmoretransparentandethical,helpingthecompanyreplacehazardousmaterialsfromtheproductlifecyclewithsafer,greeneralternatives.Andweareoutliningastrategytohelpthemmeettheirnet-zerotargetsand,internally,tofosteraculturethat’sfocusedonsustainability.Copyright©2023Accenture.Allrightsreserved.Acceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue1302Accenture,Avanade16andMicrosoftarepioneeringamethaneemissionsdetectionsolutionthatwillhelpDukeEnergy,oneofthe360°ValuelargestenergyholdingcompaniesintheUnitedStates,achieveitsambitiousnetzerotargets.Thissolutionwillalsolaythefoundationsfortougherindustryemissionsregulations.Thisfirst-of-itskind,end-to-endAzure-basedplatformmonitorsbaselinemethaneemissionsfromnaturalgasdistributionassetslikepipelinesandgasmeters,usingsatellitemonitoring,analyticsandAI.Thesolutionquantifiesandprioritizesfindingsinreportingdashboards,makingdataeasilyconsumableatmultiplelevelsoftheorganization,includingleadership,planningandfieldforcemanagement.Theplatformisalreadydeliveringresults.Aholisticviewofemissionsishelpingtoimproveoperationsandregulatoryreporting.Accurateinsightsenablemanagementtomakemoreinformeddecisionsaboutassets,processesandoperations,improveworkforceefficiencyandlowercosts.Oncescaled,theplatformwillhelpDukeEnergy’snaturalgasbusinessreducemethaneemissionsandachieveitsnet-zeromethanegoalsfor2030.Importantly,thissolutionhasthepotentialtoacceleratethejourneytonet-zerofortheindustry.Copyright©2023Accenture.Allrightsreserved.Acceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue1403BraskemisLatinAmerica’sbiggestpetrochemicalcompany,producingcommodityproductsatthebaseoftheplasticsindustry.ExtendedItsbusinessmodeltodayreliesonfossilfuels,whichmakesreducingHorizonscarbonemissionsespeciallychallenging–accountingforabout11milliontonsofCO2equivalent(tCO22)peryear.Still,Braskemannouncedcommitmentstoreachcarbonneutralityby2050,withanintermediategoalofreducinggreenhousegas(GHG)emissionsby15%by2030.WorkingwithAccenture,thejointteamonboardedengineers,suppliersandpetrochemicalexpertsacrossthecompany’smajorindustrialcomplexestodiscusspotentialinitiatives–andthetechneededtorealizethem.Theseroadmapsoutlinedthebusinesscasesandimplementationstrategiesforasmanyas18proactivedecarbonizationpathways.Morethan160decarbonizationandenergyefficiencyinitiativeswereapprovedforBraskem’s2050net-zeroroadmap.AccenturealsodeliveredacentralizedRoadmapPrioritizationTool,whichenablesBraskemtopullindustrialinsightsandvisualizethecostofanyprojectpertonofcarbonemissionsreduced.Basedoncurrentestimates,Braskemhopestoreducecarbonemissionsbynearly30%by2030.That’sadramaticshiftinjustafewmonths—inspiringconfidencenotonlyforBraskem,butalsoforcorporatedecarbonizationprogramseverywhere.Copyright©2023Accenture.Allrightsreserved.Acceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue15HowtoaccelerateyoursustainabletransformationUpdatingyourdecision-makingnormsandinvestinginnewtechnologiesprovideablueprintforchange,guidingthecontinuousreinventionofyourbusinessassustainabilitydemandsandopportunitiesevolve.Buthow,practicallyspeaking,canteamsimplementit?Weadvocateathree-stepprocesswhichoutlineshoworganizationscanprofitablyembedsustainability,usetechnologytorealizegoalsatspeedandscale,andbuildthehumancapabilitiesneededtotransform:UnderstandUnlockUnleashDeveloparoadmaptoprofitablechange.InvestintechtorealizeyourgoalsatscaleFocusyourtalentstrategyonbuildingUpdateyourtraditionalbusinesscasewithaandspeed.Cloud,AI,metaverseandothernewcapabilities.Encourageyourpeopletoclearfocusonhowyourorganizationplanstonewtechofferclearbenefitssuchaspreciseadoptnewprocesses,waysofworkinganddelivervalueandimpactoverthelong-termunderstandingofchallenges,bringingdiversetechnologies–andalsotoleanintoperceivedwithassociatedKPIs.collaboratorstogetheratscale,andfaster,trade-offsbymatchingincentiveswithyourmoreimmersiveprototyping.sustainabilitygoals.Thereisnotimetolose.Thespeedatwhichyoureinventyourorganizationtogeneratevaluefromsustainabilitytodaywilldictateyourcompetitivenesstomorrow.Evolvingthebusinesscasetobetteranticipatechangesindemandandregulation,toencouragecross-industrycollaborationandinvestattheopportunemoment,willgiveoperationalandfunctionalleadersthelicensetoaccelerateyourcompany’ssustainabletransformation.Copyright©2023Accenture.Allrightsreserved.Acceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue16Appendix:AbouttheresearchHypothesisbuildingInSeptember2022,weconductedtwoworkshopswithover140ForumYoungGlobalLeadersandGlobalShapers(“Next-genLeaders”)inGeneva.Approach:Ineachsession,participantsweredividedintogroupsof5-6andaskedtoimaginethattheyweretheC-Suite(e.g.,CEO,CFO,CIO)ofalargemultinationalorganization.Eachgroupwasgivenoneoffivepre-designedscenariosinwhichaprevailingapproachtobusinessappearstothwartthecreationofnewvalueandimpactfromsustainability:Fivesustainability-profitabilitytrade-offscenariosScenario1:PrivatesportsFormanyyears,yourmostprofitablebusinesslinehasbeenyourrunningshoes.Note:thesescenarioshavebeensimplifiedforbrevityfootwearmanufacturer,FranceHowever,recentinternalanalysisfoundthatthisrunningshoebrandistheleastenvironmentallysustainableproductinyourportfolio.Scenario2:Large,listedAnalysisbytheHumanResources(HR)teamhasfoundthatyournextgenerationofleadersisoverwhelminglywhite,maleandfromhigherincomebackgrounds.technologycompany,UnitedToboostdiversity,youhavebeenadvisedtointroducegoalsbygender,ethnicminorityandsocioeconomicbackground;andtoboostaccountability,topublishprogressinyourannualintegratedreport.StatesHowever,someboardmembersfeelthisisadistractionwhichcouldopenthecompanyuptounnecessaryscrutiny.Scenario3:GovernmentbusinessYouareoverseeingworkonanewhydroelectricpowerplantthatcould,whenfinished,provideupto30%ofyourcountry’selectricityneeds.Theprojectiswithinbudgetandonschedule.department,Sub-SaharanAfricaHowever,agroupofemployeesinyourdepartmenthaveraisedconcernsabouttheforeignconstructioncompany(Buildio).TheysayBuildioisfailingtoprovidethebenefitspromisedtothehostcommunityincludingjobsforlocalpeople,businessforlocalsuppliersandtheprotectionoflocalbiodiversity.Scenario4:Listedfood&hygieneproductsmanufacturer,BrazilIndonesia-basedPalmolitohasbeenyourmajorsupplierofpalmoil–akeyinputformanyofyourmostprofitableandenduringproducts–forover10years.Palmolitoemploys15,000peoplelocallyandalwaysmeetdeadlines;noothersinglesupplierhasbeenabletomatchthepriceperunititoffers.Scenario5:Not-for-profitsellingHowever,Palmolitohastoldyouthatitwillneedtoraisepricesby25%topayforseveralinitiatives,including:raisingworkersalariestomeettherisingcostofliving,protectinglocalendangeredaffordableeyeglassestolow-wildlifeandachievinga“sustainablefarming”certification.incomeindividuals,IndiaToattractnewinvestmentinEurope,youhavebeenadvisedtodeveloprobustEnvironmental,SocialandGovernance(ESG)performancedatainfrastructureandcollectionprocessescoveringyourentireecosystem.Thiswouldincludegatheringdataoncarbonemissionsandsalariespaidbyyoursuppliers.However,youknowdevelopingrobustESGmeasurement,analyticsandperformancereportingwouldrequiresignificantinvestmentinbothtrainingandtechnologywithoutaclearreturnoninvestment(ROI)intheshort-term.Eachgroupwasthenaskedthreequestions:Outputs:Ouranalysisoftheworkshopproducedthreesetsofhypotheses:1.What’sstoppingtheorganizationfrompursuingthesustainablepath?1.Fivekeybarriersslowingsustainabilitytransformation2.Howcouldthechallengeberesolved?2.Businesscaseupdatesonhowgoals,timelinesandsuccessparametersareset3.Howmighttechnologyaccelerateyourproposedsolutions?3.Alistoftechnologiesandtech-poweredcapabilitiestoaccelerateprogressCopyright©2023Accenture.Allrightsreserved.Acceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue17HypothesistestingWeworkedwithneuroscienceresearchagencyCloudArmytotesttherelativestrengthofthefiveheadwindsandthenewapproachtobuildingasustainablebusinesscase.Approach(Part1-Headwinds):Researchonhumansshouldalwaysaccountforresponsebias.17Thisisespeciallytruefortopicssuchassustainabilitywherebiasessuchassocialdesirabilityarestrong.AsDr.MichaelSmith,ascientificandbusinessadvisortoCloudArmy,toldus:“Bymeasuringimplicitattitudes,individualsandorganizationscanbetteridentifyandunderstandunconsciousbiasesthatmaybehinderingprogresstowardssustainabilitygoals.”Specifically,wewantedtounderstandnotwhichofthefiveperceivedbarriersexecutivessayisthestrongest,butwhichactuallyisthestrongest.WethereforedecidedtouseImplicitAssociationTesting(IAT),amethoddesignedtouncoverautomaticbiases.Ithasbeenused,forexample,byHarvardUniversityinProjectImplicitwhichseekstouncoverracisminorganizationslikelocalpoliceforcesintheUS.18Werecruited280seniorexecutivesatlargecompanies(+US$500minannualrevenue)from15industriesandaskedthemtorespondtoaseriesofpromptstogaugehowstronglytheyassociatethefivebarrierswithembeddingsustainability,asopposedtobusinessasusual(i.e.,thetraditional,tightfocusonfinancialperformance).TheIATmeasuresthedifferenceinthereactiontimebetweentwopoles–inthiscaseembeddingsustainabilityornot–forseveralterms.Thisdifferenceiscalculatedatanindividualleveltoevenoutreaction-timedifferencesandthenaggregatedacrossindividuals.Forexample,forthe“complexity”barrier,respondentswereaskedtoassociate“sustainablebusiness”withthetermsbelow(asfastaspossible):EasyComplexitySimpleComplexStraightforwardHardClearDifficultComplicatedOutputs:Ouranalysisofthetestresultsyieldedtwokeyinsights:1.Executivesassociatebarriersofcostandcomplexitymorestronglywithbusinessasusualthanwithembeddingsustainability2.ExecutivesassociatebarriersofriskandspeedmorestronglywithembeddingsustainabilitythanwithbusinessasusualCopyright©2023Accenture.Allrightsreserved.Acceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue18Approach(Part2–Businesscase):AftercompletingtheIAT,weexploredrespondentattitudestothenewbusinessmodelapproachsuggestedbythenext-genleaders.Wedevelopedsixstatementscoveringthenewapproachtosettinggoals,timelinesandsuccessparameters,andthreecoveringmoretraditionalconsiderations[seetablebelow].GoalsLanguageseenbyrespondentGrouping+chartlabelTimelinesSetambitioussocialandenvironmentalimpactgoalsPervasivePurpose(Next-gen)SuccessparametersFocusonfulfillinghumanneedsProtectthecore(Traditional)ProtectprofitablebusinessactivitiesfromchangeExtendedHorizons(Next-gen)Measurebusinessperformanceoverthelong-termQuarterlyreturns(Traditional)Allowtimefornewbusinessmodelstoscale360˚Value(Next-gen)Deliverhighfinancialreturnstoinvestors/ownerseveryquarterCostoptimization(Traditional)DefinesuccessbeyondfinancialgrowthConsidertheimpactofbusinessactivitiesontheworldPrioritizelow-costsolutionsThen,usingFastChoicepreferencetesting,whichcalibratesscoresbyspeedofresponse–againtoreducebias–weaskedthemtoratetheimportanceofeachfordevelopingandadoptingnewsustainablebusinessmodels.Outputs:Ouranalysisofthetestresultsyieldedtwokeyinsights:1.Executivesseethenewapproachasimportanttobuildingnewsustainablebusinessmodels2.Executivesseemoretraditionaldecision-makingnormsasalmostequallyimportantCopyright©2023Accenture.Allrightsreserved.Acceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue19AuthorsandprojectteamAcceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue20DebraMcCormack–GlobalBoardEffectivenessandSustainabilityLead,AccentureOlivierSchwab–ManagingDirector,WorldEconomicForumJillRademacher–HeadofSocialImpact,Foundations,WorldEconomicForumAcknowledgementsTheauthorsthankmembersoftheForum’sGlobalShapersCommunityandtheForumofYoungGlobalLeaders,aswellasotherexpertsandbusinessleaders,fortheirinsightsandcontributions.Inparticular,weacknowledgethesupportofNataliePierce,headofTheGlobalShapersCommunity,andWadiaAitHamza,headofTheForumofYoungGlobalLeaders.WealsothanktheYoungGlobalLeadersandGlobalShapersfortheirtimeandinsights;inparticular:MaríaAgustinaIbañez,TomSzakyandJohnR.Tyson.Fortheirsupportandassistance,wealsothankthefollowingindividualsfromAccenture:Programleads:AndreaMoore,AndlibShahandCyrusSuntookResearchlead:DominicKingCoreresearchandmarketingteam:VeronicaFilgueira,SandraNajem,CatalinaMainardi,MatthewMcGuinnessandCarrieMcWilliamsAdditionalinsightandadvice:LaurenceBellenguez,RebeccaCaseby,DannettaBland,KatieDunn,WytseKaastra,JoanneKaufman,CarrieKleiner,MikaylaHart,KathleenO’Reilly,MatthewRobinson,WesleySpindlerandDavidTreatCopyright©2023Accenture.Allrightsreserved.Referencesgrowingvalue,growingdistributions”.https://www.bp.com/en/global/corporate/news-and-insights/press-releases/4q-2022-update-on-strategic-progress.html1ImplicitAssociationTesting(IAT)measuresthestrengthofassociationsbetweenconcepts(e.g.,13Accenture.May2022.“UnitingSustainabilityandTechnology”.https://www.accenture.sustainability)andevaluations/stereotypes(e.g.,risky,costly).Weselectedthismethodtomitigatecom/_acnmedia/PDF-177/Accenture-Tech-Sustainability-uniting-Sustainability-and-respondentbiaswhendiscussingatopicwherepeoplemayseektomaskthesociallyunacceptableTechnology.pdfresponse.14Accenture.May2022.“UnitingSustainabilityandTechnology”.https://www.accenture.com/_acnmedia/PDF-177/Accenture-Tech-Sustainability-uniting-Sustainability-and-2Accenture,2023.“BreakthroughInnovation:IsourorganizationequippedforbreakthroughTechnology.pdfinnovation?”.https://www.accenture.com/content/dam/accenture/final/capabilities/technology/15Accenture,2023.“TheCHROasagrowthexecutive”.https://www.accenture.com/us-technology-innovation/imagery/Accenture-Breakthrough-Innovation.pdfen/insights/consulting/chro-growth-executive16AjointventurebetweenAccentureandMicrosoft3UnitedNationsGlobalCompact–Accenture,2022.“ReimaginingtheAgenda.UnlockingtheGlobal17Stephens-Davidowitz,Seth.2017.“EverybodyLies:Bigdata,newdata,andwhatthePathwaystoResilience,GrowthandSustainabilityfor2030”.https://www.accenture.com/gb-en/internetcantellusaboutwhowereallyare”.http://sethsd.com/everybodyliesinsights/sustainability/ungc18ProjectImplicit.ImplicitAssociationTesting.https://implicit.harvard.edu/implicit/education.html4Accenture–WorldEconomicForum,2022.“Perceptionisreality:closingstakeholderconsensusgaps19Accenture.2020.“Thegreenbehindthecloud”.https://www.accenture.com/content/toshapesustainableorganizations”.https://www.accenture.com/_acnmedia/Thought-Leadership-dam/accenture/final/a-com-migration/manual/r3/pdf/pdf-135/Accenture-Strategy-Assets/PDF-5/Accenture-Sustainability-Consensus-Gap-Report2.pdfGreen-Behind-Cloud-POV.pdf20Accenture.2022.“DrivingrealID&Echange:measuringwhatmatters”.https://www.5UnitedNationsGlobalCompact–Accenture,2022.“ReimaginingtheAgenda.UnlockingtheGlobalaccenture.com/us-en/insights/software-platforms/measuring-inclusion-diversity-PathwaystoResilience,GrowthandSustainabilityfor2030”.https://www.accenture.com/gb-en/equity-goalsinsights/sustainability/ungc21DassaultSystemes–Accenture.2021.“Thecriticalroleofvirtualtwinsinacceleratingsustainability”.dassault-systemes-and-accenture-virtual-twin-and-sustainability.pdf6NYUStern,2022.“SustainableMarketShareIndex™”.https://www.stern.nyu.edu/experience-stern/(3ds.com)about/departments-centers-initiatives/centers-of-research/center-sustainable-business/research/csb-22Accenture,2022.“EndtoEnd-lessCustomerService”.https://www.accenture.sustainable-market-share-index.CompoundAnnualGrowthRate(CAGR)com/content/dam/accenture/final/a-com-migration/custom/_acnmedia/pdf-173/Accenture-End-to-Endless-Customer-Service.pdf#zoom=407IndividualsdrawnfromtheWorldEconomicForum’sYoungGlobalLeaderandGlobalShaper23https://www.accenture.com/us-en/about/going-beyond-extended-realitycommunities24Accenture.March2021.“Anewroadmapfortheautomotivecirculareconomy”.https://www.accenture.com/us-en/insights/automotive/roadmap-circular-economy8Accenture–WorldEconomicForum,2022.“Perceptionisreality:closingstakeholderconsensusgapstoshapesustainableorganizations”.https://www.accenture.com/_acnmedia/Thought-Leadership-Assets/PDF-5/Accenture-Sustainability-Consensus-Gap-Report2.pdf9WorldEconomicForum–Accenture,2022.“DrivingAmbitions:TheBusinessCaseforCircularEconomyintheCarIndustry.InsightReport”.https://www.accenture.com/_acnmedia/PDF-177/Accenture-WEF-Driving-Ambitions-Report-2022.pdf10Fortune,2023.“BPCEOBernardLooneypushesbeyondrecentheadlinestodetailthecompany’supcomingplans”.https://fortune.com/2023/02/17/bp-ceo-bernard-looney-energy-transition-carbon-emissions-affordability-security11Comparedto201912bp,February7th2023.“bpIntegratedEnergyCompanystrategyupdate:Growinginvestment,Copyright©2023Accenture.Allrightsreserved.Acceleratingsustainabletransformation:Dispellingoldmythstoseizenewvalue21AboutAccentureAccentureisaleadingglobalprofessionalservicescompanythathelpstheworld’sleadingbusinesses,governmentsandotherorganizationsbuildtheirdigitalcore,optimizetheiroperations,acceleraterevenuegrowthandenhancecitizenservices—creatingtangiblevalueatspeedandscale.Weareatalentandinnovationledcompanywith738,000peopleservingclientsinmorethan120countries.Technologyisatthecoreofchangetoday,andweareoneoftheworld’sleadersinhelpingdrivethatchange,withstrongecosystemrelationships.Wecombineourstrengthintechnologywithunmatchedindustryexperience,functionalexpertiseandglobaldeliverycapability.Weareuniquelyabletodelivertangibleoutcomesbecauseofourbroadrangeofservices,solutionsandassetsacrossStrategy&Consulting,Technology,Operations,IndustryXandAccentureSong.Thesecapabilities,togetherwithourcultureofsharedsuccessandcommitmenttocreating360°value,enableustohelpourclientssucceedandbuildtrusted,lastingrelationships.Wemeasureoursuccessbythe360°valuewecreateforourclients,eachother,ourshareholders,partnersandcommunities.Visitusatwww.accenture.comAboutAccentureResearchAccentureResearchshapestrendsandcreatesdata-driveninsightsaboutthemostpressingissuesglobalorganizationsface.Combiningthepowerofinnovativeresearchtechniqueswithadeepunderstandingofourclients’industries,ourteamofthreehundredresearchersandanalystsspans20countriesandpublisheshundredsofreports,articlesandpointsofvieweveryyear.Ourthought-provokingresearch—supportedbyproprietarydataandpartnershipswithleadingorganizationssuchasMITandHarvard—guidesourinnovationsandallowsustotransformtheoriesandfreshideasintoreal-worldsolutionsforourclients.Visitusatwww.accenture.com/researchCopyright©2023Accenture.Allrightsreserved.AccentureanditslogoareregisteredtrademarksofAccenture.
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