{"id":8617,"date":"2024-09-11T08:59:00","date_gmt":"2024-09-11T06:59:00","guid":{"rendered":"https:\/\/insights.ieseg.fr\/?p=8617"},"modified":"2024-09-11T09:21:58","modified_gmt":"2024-09-11T07:21:58","slug":"models-and-best-practices-esg-goals","status":"publish","type":"post","link":"https:\/\/insights.ieseg.fr\/en\/resource-center\/models-and-best-practices-esg-goals\/","title":{"rendered":"Two models, and six best practices, to help companies collaborate on ESG-related goals"},"content":{"rendered":"\n

\u201cWhen companies collaborate, they can leverage synergies to design value propositions that each would be unable to offer alone. Collaborations have potential, therefore, to solve many of the complex, systemic and multi-faceted problems of sustainable development, but this will only happen if profitable collaboration models can be identified and scaled,” explain Laurie Ann UNDERWOOD (I\u00c9SEG<\/a>) and Lydia PRICE (CEIBS) in a *chapter of a ESG White Paper published by the China Europe International Business School (CEIBS).\u00a0<\/em><\/p>\n\n\n\n

To help companies, the two experts highlight two models that can be used to support sustainable business strategies and six real case examples of how they are used. Their chapter finishes with a list of six examples of best practices that can help companies avoid the most common pitfalls when embarking on different types of ESG-related collaborations. Here, we summarize the models and best practices.<\/em><\/p>\n\n\n\n

Collaborations can be simple or complex<\/h2>\n\n\n\n

The authors explain that ESG-related collaborations can vary, ranging from simple two-party resource-pooling agreements to complex synergistic ecosystems comprised of multiple public and private, for-profit and non-profit institutions. As more organizations develop these synergies, “the potential for complex problem-solving similarly grows, but so does the difficulty of managing the network of relationships.\u201d One tip helping collaborations to succeed, the authors add, is for one party to act as an \u201corchestrator\u201d or leader \u201cto establish and enforce the rules of participation as well as the mechanisms of value capture and sharing.\u201d<\/p>\n\n\n\n

Effective problem-solving collaborations can expand opportunities for all participants by offering shared benefits including: attracting new customers, identifying new products or services, or embracing innovative technologies. The experts highlight two proven conceptual models companies and organizations can use to develop collaborations.<\/p>\n\n\n\n

Model #1: EoM model<\/h2>\n\n\n\n

The first model is one developed by EoM Solutions<\/em> (think tank and advisory), which suggests that visualizing an ecosystem with a clear social purpose at its core will help networked participants to identify value-creation opportunities.<\/p>\n\n\n\n

According to the authors, the EoM model is operationalized in four steps:<\/p>\n\n\n\n