Daniel Arenas, Jeremie Fosse and Matthew Murphy
This teaching case seeks to explain the main aspects of Acciona's sustainability strategy and the process of transformation of the company after the new CEO took office in 2004…
Abstract
Purpose
This teaching case seeks to explain the main aspects of Acciona's sustainability strategy and the process of transformation of the company after the new CEO took office in 2004. It also aims to present some possible difficulties of maintaining such strategies in the new economic and political environment. The purpose of the case is to show how three aspects play a relevant role in a company's transformation towards sustainability: cultural change; collaboration with external stakeholders; and the innovations introduced.
Design/methodology/approach
The paper presents a case study that narrates the process of six years of transformation towards sustainability of a company. The case was constructed through the analysis of company documents and several interviews with key actors in the company as well as external stakeholders.
Findings
The paper shows how cultural change, collaboration with external stakeholders and innovation form a vital combination in the transformation process towards sustainability. It also reveals that acquisitions and internationalization can help accelerate or consolidate this process.
Practical implications
The paper is presented as a teaching case with discussion questions at the end. The aim is to engage readers and participants in educational and training programmes in discussions about the factors that may contribute to start and maintain a transformation towards sustainability. The practical implication of the paper is to show how cultural factors, collaboration and innovation form a vital combination for changing the way businesses do things.
Originality/value
The value of the case lies in showing how business efforts of embedding sustainability into business practice can be more effective by combining cultural factors, collaboration and innovation.
Details
Keywords
This article aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Abstract
Purpose
This article aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.
Design/methodology/approach
The briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
“When the going gets tough, the tough get going” is a frequently used expression that became the title of a popular song a few decades ago. It also seems to be the mantra at Acciona, world leading renewable energy and infrastructure organization. This bulldog spirit emerged when José Manuel Entrecanales became president and chief executive officer of the Spanish company in 2004. Ever since then the grandson of Acciona's founder has boldly pursued his goal of turning the group into a beacon of sustainability. Given the economic uncertainty that has blighted recent years, its successful transformation is all the more remarkable. Many organizations naturally respond to worsening conditions by battening down the hatches and retaining the status quo. Not this leader. As a result, Acciona ventured out of its comfort zone and began a program of substantial diversification.
Practical implications
The article provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.