1、Harnessing Technology for the Global Goals: A framework for corporate action R E P O R T S E P T E M B E R 2 0 2 0 In collaboration with PwC Cover: Laurence Dutton/Getty Images Inside: FreshSplash/Getty Images, mladenbalinovac/Getty Images, Orbon Alija/Getty Images, mixetto/ Getty Images, svetikd/Ge

2、tty Images Icons: compliance by Adrien Coquet from the Noun Project, accountability by priyanka from the Noun Project, products by Eucalyp from the Noun Project, Innovation Research by Vectors Market from the Noun Project, Puzzle by LAFS from the Noun Project, Policy by Massupa Kaewgahya from the No

3、un Project, Community by Adiba Taj from the Noun Project Contents About 2030Vision: the Fourth Industrial Revolution for Global Goals Platform Foreword Introduction: a moment in time Getting to scale: a guiding framework for action Commitment Strategy and operating model integration Accountability a

4、nd governance Products and services Research and innovation Talent and skills Policy engagement Partnerships, exchange and community Conclusion Contributors Endnotes 3 4 5 7 9 9 10 11 11 12 12 13 14 15 16 2020 World Economic Forum. All rights reserved. No part of this publication may be reproduced o

5、r transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. Harnessing Technology for the Global Goals: A framework for corporate action2 About 2030Vision: the Fourth Industrial Revolution for Global Goals Platform The potentia

6、l of Fourth Industrial Revolution technologies to tackle major global challenges such as poverty, climate change, nature loss and inequality is immense, yet this potential is far from being reached. To this end, the World Economic Forums Centre for Global Public Goods is scaling up efforts to proact

7、ively engage stakeholders to channel Fourth Industrial Revolution innovations towards positive social, economic and environmental outcomes through a series of initiatives. In the wake of the COVID-19 pandemic and the Forums resultant Great Reset, this effort is now more important than ever before. 2

8、030Vision a Fourth Industrial Revolution for Global Goals Platform, which this report supports aims to facilitate the application of advanced technologies in pursuit of achieving the Sustainable Development Goals (herein referred to as the Global Goals). It builds on calls from the United Nations (U

9、N) High-Level Panel on Digital Cooperation for a multistakeholder approach that brings together technology companies, government, civil society and international organization leaders to collaborate and unlock broader barriers to responsible deployment of new technologies to deliver positive societal

10、 impact. 2030Vision provides a focal point for the mobilization of a more concerted and cooperative effort to apply advanced technologies to the achievement of the Global Goals. On one hand, it serves as a global node and facilitator of networks of providers and users of technology solutions for sus

11、tainable development; on the other, it works to advance intentional curated efforts, partnership building, government capacity development and finance to fast track new technology solutions for the Global Goals. The effort is organized and delivered in cooperation with partner institutions, includin

12、g leading international organizations. PricewaterhouseCoopers (PwC) is a knowledge partner for 2030Vision; following its 2020 report, Unlocking Technology for the Global Goals, PwC has developed a guiding framework for businesses looking to harness technology, presented in this paper. The World Econ

13、omic Forum, PwC and other partners will continue to work with a community of influence to mobilize new technologies for the benefit of the Global Goals. Harnessing Technology for the Global Goals: A framework for corporate action3 Foreword As we entered the 2020s, and even before the COVID-19 pandem

14、ic took hold globally, progress to reach the United Nations Sustainable Development Goals (“Global Goals”, or SDGs) by 2030 was not on track. Now, as countries across the world begin to consider the cautious move from the “rescue” to the “recovery” phase of this crisis, it is becoming clear that we

15、must not only rebuild but also reimagine our economies and societies, using this moment as an opportunity to encourage broader transformative change. This is the focus of the Forums “Great Reset”. At a time when powerful new technologies are being introduced into the world and the systems around us

16、at ever-increasing speed, a Great Reset provides an opportunity to ensure that these technologies are being put to work for people and the planet in a responsible way. New technologies need to be assertively channelled to serve society, with commitments, including investment, to tackle our toughest

17、challenges, while properly identifying and managing associated risks. Now more than ever, the technology sector has not only an opportunity but also a responsibility to step up its game. The Forums 2020 report Unlocking Technology for the Global Goals1 highlighted the huge opportunity for technologi

18、cal advances to drive a step change in the pace and scale of progress needed to deliver the Global Goals. Now is the time to craft the right enabling environment and commit to actions that can deliver on this enormous promise, including through creative stakeholder collaboration, targeted research a

19、nd development (R one in which social progress does not fall behind economic development. At a time when powerful new technologies are being introduced into the world and systems around us at ever- increasing speed, we are seeing rapid growth in the influence held by the companies that develop and d

20、istribute these technologies. All companies harnessing new technologies have a duty to assertively channel these technologies to serve society, with commitment and intent, to tackle our toughest problems and to properly manage the associated risks. The Forums 2020 report Unlocking Technology for the

21、 Global Goals highlighted the huge opportunity for technological advances to drive a step change in the pace and scale of progress needed to deliver the Global Goals. We showed how more than 70% of the Global Goals targets could be enabled by already-deployed technology applications and outlined a “

22、Call to Action” for company executives and government leaders to scale the potential of technology. Leadership is needed across corporate and government spheres to enable both to contribute expertise and resources and to empower action. Companies have access to the resources, assets and talent to cr

23、eate the solutions, while governments have the leverage to enforce and encourage progress through policies, regulation and investment. All companies harnessing new technologies have a duty to channel innovation in pursuit of the Global Goals. Harnessing Technology for the Global Goals: A framework f

24、or corporate action6 To mobilize a more concerted and cooperative effort to apply advanced technologies in order to achieve the Global Goals, as part of 2030Vision, we worked to develop two guiding frameworks for leadership in the private and public spheres. These frameworks were developed through a

25、 broad stakeholder consultation process, including interviews with C-suite and senior executives from more than a dozen technology companies, global corporations, academic organizations and NGOs, as well as through a review of good practices. The resultant framework draws together the collective exp

26、ertise of the 2030Vision platform partners and broader corporate and government stakeholders. This report is the first of two. It outlines the critical conversations that must occur in companies before technological advances can effectively deliver progress towards the Global Goals, and the meaningf

27、ul social and environmental change these Goals champion. While certain aspects will be front and centre for technology-first companies, the intention is that the framework as a whole is sector- agnostic. A second report, forthcoming, will set out the parallel framework for leaders in government. Get

28、ting to Scale: a guiding framework for action Harnessing Technology for the Global Goals: A framework for corporate action7 Change-making conversations: a framework Establish and articulate a clear board-led corporate ambition to harness technology to deliver on the Global Goals. Align ambition with

29、 best-practice targets on specific Goals. Designate accountability throughout the organization for responsible use of technology and corporate contribution to the Global Goals, starting with board accountability and the senior management team. Develop measurable targets and key performance indicator

30、s (KPIs) and implement accountability mechanisms. Embed delivery of the Global Goals into company strategy, considering the application of technology as a core enabler. Assess the operating model changes required to support the execution of this strategy. Embed consideration of Global Goals into dig

31、ital transformation efforts. Commitment Accountability and governance Strategy and operating model integration Ensure R&D and innovation strategy embeds core principles to harness technology and business model innovation to deliver social and environmental outcomes alongside commercial goals. Assign

32、 R&D funding focused on tackling big societal challenges. Develop technology-enabled products and services to support customers and clients abilities to deliver Global Goal outcomes and sustainable value creation. Embed social and environmental impact into the KPIs of product development teams. Rese

33、arch and innovation Products and services Engage with policy-makers to promote enabling and agile policy and regulation that accelerates the responsible use of technology, and maximizes innovation and the scaling of technology solutions that deliver positive social and environmental outcomes. Enhanc

34、e the size and diversity of the talent pool that is equipped to advance the technology for the Global Goals agenda by creating upskilling and reskilling opportunities within the organization and through partnerships with external stakeholder groups. Policy engagement Talent and skills Establish mult

35、istakeholder partnerships to encourage technology solutions for Global Goals challenges, including alliances to enable R&D/innovation and collaboration with customers, suppliers and wider stakeholders. Partnerships, exchange and community The framework, summarized in the table below, can guide criti

36、cal conversations throughout business organizations. Harnessing Technology for the Global Goals: A framework for corporate action8 In order to harness technology to deliver progress towards the Global Goals, companies must first articulate a clear commitment to take action.9 This commitment should b

37、e communicated from the board and executive level in a way that resonates internally through the organization, as well as externally with a broad range of stakeholders. Where possible, this commitment should be aligned with the specific targets that underpin each of the companys chosen Goals (e.g. d

38、elivery of net zero emissions by 2050,10 for Goal 13 on Climate Action). Beyond determining and communicating commitments, companies should measure and report against these commitments, to understand and articulate progress. GUIDING QUESTIONS Have you clearly defined a commitment to harnessing techn

39、ology to deliver progress towards the Global Goals? Have you determined the Goals you are equipped to contribute towards most effectively? Have you prioritized these and considered the potential risks as a result of competing interests between Goals? How is your commitment communicated throughout th

40、e organization and externally? Which best-practice targets is the commitment aligned to for specific Global Goals? What are the KPIs for measuring progress towards the commitment? How do you measure and report on these across the organization and more widely? Commitment Establish and articulate a cl

41、ear board-led corporate ambition to harness technology to deliver on the Global Goals. Align ambition with best-practice targets on specific Goals. Companies must integrate delivery of the Global Goals into their core strategies and ensure that technology is embedded as a key driver, and accelerant,

42、 of change. This will require assessment and implementation of changes to the operating model, including important decision-making processes, core business functions, accountability frameworks, investment decisions, the allocation of finance and resources, and product and/or service delivery. Moreov

43、er, when undertaking organization- wide digital transformation, companies should ensure that planning and execution are informed by a consideration of the Global Goals. Taking strategic leadership beyond the organization, companies could consider how to leverage and unlock wider progress on the Glob

44、al Goals beyond their own operations, including with their suppliers and customers. GUIDING QUESTIONS Have you considered how technology can be harnessed to drive positive Global Goals outcomes at your organization? Have you integrated these considerations into your company strategy? Does your compa

45、ny strategy have a clearly defined scope and time frame, and a baseline for assessing progress on technology-enabled contributions to the Global Goals? Has your company operating model been assessed and updated to enable delivery of this strategy (e.g. sufficient capital and resource allocation, etc

46、.)? Have you integrated delivery of the Global Goals into your enterprise risk management (ERM) processes? Have you engaged stakeholders from across the value chain as part of the process of adapting your corporate strategy and operating model? Strategy and operating model integration Embed delivery

47、 of the Global Goals into company strategy, considering the application of technology as a core enabler. Assess the operating model changes required to support the execution of this strategy. Embed consideration of the Global Goals into digital transformation efforts. Harnessing Technology for the G

48、lobal Goals: A framework for corporate action9 Embedding robust end-to-end governance is critical to ensuring that a company properly considers and implements action towards deploying technology for the Global Goals. The board should engage with, and hold itself accountable for, the companys respons

49、ible use of technology and corporate contribution to the Global Goals. The board should also assign senior management responsibility for delivery of this agenda. Considerations about responsible technology and the Global Goals should also be integrated into all relevant aspects of the existing governance structure, including those responsible for delivering management information, to ensure that social and environmental risks and opportunities are appropriately assessed and that this informs corporate strategi