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1、ContentsFOREWORD ELLYN SHOOK, PETER LACY, ADRIAN MONCK, AND JOHN DUTTONEXECUTIVE SUMMARYTHE DECADE TO DELIVERLEADING FOR VALUE + VALUESTHE FIVE ELEMENTS MODEL OF RESPONSIBLE LEADERSHIPVALUING THE FIVE ELEMENTSYOUNG GLOBAL LEADERS AND GLOBAL SHAPERS STAND OUTRESPONSIBLE LEADERSHIP IN ACTIONGEARING UP

2、ACKNOWLEDGEMENTS & ENDNOTESAPPENDICES4681012141822283031Seeking New Leadership | 32 | Under New LeadershipA foreword byEllyn ShookChief Leadership and HumanResources Officer, AccenturePeter LacySenior Managing Director,Accenture StrategyAdrian MonckMember of the Managing Board,World Economic ForumJo

3、hn DuttonHead of the Forum Foundations and Memberof the Executive Committee for the World Economic ForumThe world is at a crossroads. Much of the global economy has experienced a long period of growth. But too many people and communities have not benefited, while environmental threats and technology

4、 risks have intensified. A sustainable future is under threat. Business leaders know theres no “free lunch,” yet too few have found a wayto pursue profitable growth in concert with positive social and environmental impact.4 | Seeking New LeadershipSeeking New Leadership | 5This decade to deliver req

5、uires a new model of responsible leadership. One that enables leaders to find the sweet spot that creates value and honours values.Defining the essential elements of that model is the purpose of this report.Whats promising is that an increasingly vocal range of stakeholdersconsumers, employees, inve

6、stors, business partners, policymakers and wider societyare pointing the way towards a more responsible course. Their demands are underpinnedby the unifying belief that the worlds mostpressing problems can be addressed in ways that unleash new waves of growth that are more sustainable and more equit

7、able.Moreover, theres no shortage of appetite and energy to tackle the task, especially among the younger generationsalready at the vanguard of change.In this introductory paper, we offer organizations a new compass to help them develop andscale responsible leadership. In the next three years, we wi

8、ll continue to research and foster discussion and debate on this important topic.Professor Klaus Schwab founded the Forum of Young Global Leaders and the Global Shapers Community to help nurture and connect future leaders, turning optimism into concrete change to improve the state of the world. As t

9、hese communities come together in collaboration with Accenture in the World Economic Forums 50th anniversary year, please join us in our ambitious initiative to prepare the next generation of leaders to drive positive outcomes for all.Executive SummaryThree prioritiesLeading the worlds organizations

10、businesses, governments, nonprofitshas never beenas complex or as demanding as it is today. Three overarching priorities vie for attention. First, leaders must deliver daily organizational performanceas a matter of table stakes.Second, amid high-velocity change, they face growing pressure to embrace

11、 continuous innovation that unlocks new value for the long- term. And third, leaders must earn and build stakeholder trust through sustainable and responsible approaches, meeting increasingly vocal expectations for social and environmental progress. Finding the optimal path throughreal and apparent

12、trade-offs is no easy feat.A performance premiumSome organizations are further along than others in creating an environment in which trust, innovation and strong organizational performance reinforce each other, creating a virtuous circle with its own momentum. Companies that combinetop-tier trust wi

13、th top-tier innovation outperform their industry peers, on average attaining 3.1% higher operating profits.A Five Elements Model of Responsible LeadershipCompanies that achieve all three priorities also appear to stand apart by how they lead. Their top teams exhibit diverse andsometimes unfamiliar l

14、eadership qualities. To name just a few: continuous learning backed by data; a stakeholder mindset anchored in compassion; a technology vision reinforced by creativity; generous humility; and listening to intuition. We classify these and others into Five Elements, qualities that leadership teams wil

15、l need to navigate the decade ahead:StStakeholder Inclusion.Safeguarding trust and positive impact for all by standing in the shoes of diverse stakeholders when making decisions, and fostering an inclusive environmentwhere diverse individuals have a voice and feel they belong.EmEmotion & Intuition.U

16、nlocking commitment and creativity by being truly human, showing compassion, humility and openness.MiMission & Purpose.Advancing common goals by inspiring a shared vision of sustainable prosperity for the organization and its stakeholders.TeTechnology & Innovation.Creating new organizational and soc

17、ietal value by innovating responsibly with emerging technology.InIntellect & Insight.Finding ever-improving paths to success by embracing continuous learning and knowledge exchange.The Five Elements Model of Responsible Leadership was shaped by input from more than 20,000 people around the world. Vi

18、a surveys, we obtained the views of 1,830 World Economic Forum Young Global Leaders and Global Shapers, 2,298 senior company executives, and 2,971 business stakeholders (consumers, employees, investors, business partners, policymakers and representatives of civil society). We hosted three online foc

19、us- group discussions bringing together 500 people born mostly since 1980Generations Y and Z. We interviewed a sample of leaders individually. And we benefited from other Accenture research that surveyed more than 2,500 CEOs and company executives and more than 11,000 consumers and employees.Amid a

20、consensus on the need to adopt the Five Elements, some differences of opinion are telling:Company executives are out of step with stakeholders, who signal the growing importance of Mission & Purpose and Emotion & Intuition.Executives from companies with strong financial performance signal the growin

21、g importance of Technology & Innovation.Emerging leaders (Young Global Leaders and Global Shapers) place greatest emphasis on Stakeholder Inclusion: and 61% of those we surveyed say business models should only be pursued if they generate improved societal outcomes and profitable growth in tandem.Gea

22、ring upThe Five Elements Model represents the start of a three-year journey for the World Economic Forum, the Forum of Young Global Leaders, the Global Shapers Community, Accenture and other organizations. Our goal is to stimulate fresh dialogue that sets clear expectations and creates the foundatio

23、nfor a new norm: leadership teams that are purpose-built to deliver sustainable growth.The immediate task is to test, refine and deepen the thinking presented here. We need to develop scalable learning programmes as well as tools that can tailor the Five Elements Model to the needs of organizationsa

24、nd make it imminently actionable.Organizations eager to join this journey can start by addressing three questions:Who are your stakeholders and how well do you really know them?Is your leadership team on course to have a Five Elements profile?- What do you need in order to accelerate and scale respo

25、nsible leadership qualities throughout your organization?StSTAKEHOLDER INCLUSION02EMOTION& INTUITIONTeTECHNOLOGY & INNOVATIONInINTELLECT & INSIGHTMiMISSION & PURPOSE16 | Seeking New LeadershipSeeking New Leadership | 72Em345As we enter the 2020s, we have an enormous opportunityand the obligationto r

26、econsider the way we live, work, produce and trade.To better equip ourselves to tackle todays global problems, we must build ever greater positive interdependence between the worlds organizations and the complex systems in which they operate. This starts by reflecting on how we leadand how we can ho

27、ld organizational and political leaders to a higher standard. A number of connected challenges stand out:The climate is in a state of emergency: Current trends will lead to a rise in average global temperatures of between 2.9Cand 3.4C by 2100, a shift likely to bring catastrophic change across the g

28、lobe.1The global economy is fragile: 10% of the worlds population enjoys more than 50% of the income.2 This state of affairs fosters social injustice and limits future growth. Italso fuels the backlash against globalization, which threatens the free flow of goods, services, data, people and capital.

29、The impact of the Fourth Industrial Revolution is only just beginning to be appreciated by most organizations. The opportunities of its new and emerging technologies are not yet realized and its risks are not yet managed (see sidebar: Businesses and the Fourth Industrial Revolution).People are centr

30、al to solving these challenges, yet we risk leaving many behind. Businesses today have an obligation to elevate individuals in their workplace,while respecting and supporting peopleBusinesses and the Fourth Industrial RevolutionWe asked company executives and business stakeholders including consumer

31、s, employees, investors, business partners, policymakers and representatives of civil societyhow they see emerging technologies affecting what it means to be a responsible business. Examples of these technologies include artificial intelligence (AI), blockchain, machine learning, gene editing, and q

32、uantum computing.As the charts show, the vast majority of both company executives and stakeholders agree that the positive potential of emerging technologies calls for businesses to reassesshow they can help address societal problems. There is less agreement, however, as to whether the negative side

33、-effects of emerging technologies should require companies to reconsider what it means tobe a responsible business.73%Stakeholders12%15%79%Company Executives7%14%71%Stakeholders14%15%51%Company Executives28%21%DisagreeNeither Agree nor DisagreeAgreeSource: Accenture Responsible Business survey of co

34、mpany executives, April 2019. Sample size: 2,298; Accenture Responsible Business survey of stakeholders, July 2019. Sample size: 2,971.in the communities where they work and live. Accenture research reveals that in 2017-19, organizations investments in emerging technologies like AI doubled, while on

35、ly 18% of organizations planned to significantly increase spending to reskill their peopletheir most important source of competitive advantage. As essential isa culture of equality: when people feel they belong, their ability to innovate soars.The stakes associated with these issues are formidable.

36、And the new way in whichleaders are being held accountable for them poses a fresh challenge in and of itself. The balance of power is shifting. Stakeholders are speaking out and taking action to drive better outcomes. A tweet from Greta Thunberg,the climate activist, has the potential to move stock

37、prices. Generations Y and Z are on the front lines, influencing the debate on climate change, the rise of brands that take stands, and a new wave of investor activism. A recent Global Shapers survey of 30,000 young people revealed that their most important criterion when consideringnew jobs, after s

38、alary, is an employers sense of purpose or impact on society; this was cited by more than 40% of respondents.3Leaders are beginning to acknowledge the need for change. The U.S. Business Roundtables Statement of the Purpose of a Corporation, signed in August 2019 by 181 CEOs, emphasizes corporateAmer

39、icas commitment to create value for all stakeholders, not just shareholders.And, to coincide with its 50th anniversary, the World Economic Forum has launched a new Davos Manifesto. A set of ethical principles to guide companies, the Manifesto builds on its 1973 predecessor, declaring that “The purpo

40、se of a company is to engage all its stakeholders in shared and sustained value creationA company is more than an economic unit generating wealth Corporate global citizenship requires a company to harnessits core competencies, its entrepreneurship, skills and relevant resources in collaborative effo

41、rts with other companies and stakeholders to improve the state of the world.”“Emerging technologies require companies to rethink what it means to be a responsible business because they create new opportunities to address some of our most pressing societal problems.”8 | Seeking New LeadershipSeeking

42、New Leadership | 9“Emerging technologies require companies to rethink what it means to be a responsible business because they can have negative side-effects.”The Decade to DeliverThese corporate statements and commitments demonstrate a new level of intent. But now leaders need to turn intent into ac

43、tion at a scale great enough to make a material and sustained difference for a broader set of stakeholders.For those at the helm of large organizations, navigating these diverse challenges ultimately comes down to delivering on three fronts: organizational performance, measured most often by short-t

44、erm earnings or their equivalent; continuous innovation, the seedbed for longer-term growth, often propelled by emerging technology; and sustainability & trust, earned by an unyielding attentivenessto the interests of all stakeholders.But is it possible to achieve strong performance on all three dim

45、ensions? Dont trade-offs get in the way?From our analysis of more than 2,500 listed companies, the message is clear: not only is it possible, its optimal. Companies that combine top-tier innovation with top-tier sustainability & trust outperform their industry peers on operational and market metrics

46、. Their estimated operating profits are 3.1% higher on average,and they deliver a higher annual total return to shareholders (see Figure 1).Leading for Value + Values“Responsible leadership isnt an afterthought, its an imperative in the age of AI. It means being proactive in anticipating harmful out

47、comes andmaking decisions that advance, not negate, the interests of humanity.”TANIA DE SOUSA DIAS, DIRECTOR AT DUE WEST EDUCATION AND WORLD ECONOMIC FORUM GLOBAL SHAPERTop 20%in innovation onlyTop 20%in sustainability & trust onlyTop 20%in sustainability & trust and top 20% in innovation1.40.2Negli

48、gible3.10.6 NegligibleFigure 1: Company financial performance premia over industry peer-set averageSource: Accenture Research.Note: Annual premium of operating margin over industry peer-set average.Operating profit premium equivalent (percent)0.6 Operating margin premium (percentage points)3.110 | S

49、eeking New LeadershipSeeking New Leadership | 11Those with top-tier innovation alonewithout achieving sufficient levels of sustainability and trust to steer its positive results or preventits negative consequencessaw a negligible impact on operational performance.How must leadership evolve to pursue

50、 value and honour values in tandem? It must develop a new set of leadership qualities.Identifying those qualities, and developing a model of responsible leadership, has been the focus of our extensive primary research. In addition to our analyses of listed companies, we listened to the views of more

51、 than 20,000 people around theworld. These included 1,830 World Economic Forum Young Global Leaders and Global Shapers, 2,298 senior company executives, and 2,971 business stakeholders (consumers, employees, investors, business partners, policymakers and representatives of civil society). We also ho

52、sted three online focus- group discussions bringing together 500 people born mostly since 1980Generations Y and Z. Finally, we drew further insightfrom research streams that explored related topics with more than 2,500 CEOs and company executives, and more than 11,000 consumers and employees.4,5The

53、Value and Essence of the Five ElementsStakeholder InclusionSafeguarding trust and positive impact for all by standing in the shoes of diverse stakeholders when making decisionsand fostering an inclusive environment where diverse individuals have a voice and feel they belong:Accountable decisions are

54、 strengthened by diverse participation and perspectives.Guarding and growing stakeholder trust becomes second nature.An impact mindset ensures rigorous anticipation of an organizations activity.Emotion & IntuitionUnlocking commitment and creativity by being truly human, showing compassion, humilitya

55、nd openness:People are encouraged to use instinct and imagination.Humility disarms stakeholders through honesty about personal limits or vulnerabilities.People are treated as ends rather than means, inspiring emotional engagement.Mission & PurposeAdvancing common goals by inspiring a shared vision o

56、f sustainable prosperity for the organization and its stakeholders:Long-term commitments are implemented with integrity and transparency.Systems thinking helps the co-creation of outcomes in complex ecosystems.Sensemaking leaders help others see whats happening in wider society.Technology & Innovati

57、onCreating new organizational and societal value by innovating responsibly with emerging technology:Promotion of a tech vision helps people apply new technology to solve problems.Responsible processes minimize negative consequences and help create new societal value.Cultivation of creativity multipl

58、ies the problem-solving potential of technology.Intellect & InsightFinding ever-improving paths to success by embracing continuous learning and knowledge exchange:Data-to-knowledge loops are used to enable and improve agile decision-making.Critical thinking is encouraged to challenge orthodox ideas.

59、Continuous learning is championed at all levels of the organization.The Five Elements Model of Responsible LeadershipNavigating the 2020s responsibly requires five qualities of leadership that we refer to as the Five Elements.For additional detail, refer to Appendix 4. The Five Elements model is des

60、igned to be applied to entire organizations, not to individual job descriptions, and should manifest itself at all levels of the organization.6StSTAKEHOLDER INCLUSIONTrust Accountability ImpactEmEMOTION & INTUITIONInstin0ct2 HumilityCompassionTeTECHNOLOGY & INNOVATIONTech vision Responsible innovati