A another article from MIT. *)
VW’s
diesel cars are a casualty of sustainability-driven market evolution.
"A
rule-of-thumb I give managers is that if your sustainability performance
indicators only improve when customers use your product less often, it
means you’re in trouble," writes Gregory Unruh, of George Mason
University.
VW
is discovering a stark Darwinian reality: Sustainability kills.
Sustainability
is an evolutionary force of creative market destruction and is slowly weeding
out the firms and products unfit for a sustainable future.
The
recurring narrative I hear about the VW crisis is that it is an issue of corporate
fraud, plain and simple. While that is true — fraud is intentional perversion
of the truth for financial gain — it ignores the reason VW was driven to
deceit. The underlying cause was that VW’s chosen technology, the diesel
engine, failed to meet 21st century sustainability standards in key markets.
The
problem for VW began with the financial crisis of 2008. With GM and the other
motor giants on the verge of bankruptcy and dependent on government support,
industry opponents were not in a position to oppose the stricter emission and
fuel economy standards that had been in the works for a decade.
To
put it simply, the standards for what constitutes a “sustainable automobile”
shifted. Ford, GM, Toyota, and Honda responded by commercial investments in hybrid-electric
technology. VW did not.
The
loyalty to diesel power is uniquely German — after all, its was named for
German engineer Rudolph Diesel. VW executives were dismissive of hybrids, but
staying loyal to their diesel-fueled engines was problematic with the changing
standards. Unable to consistently meet EPA emissions standards, they turned to
famous German engineering — not to solve the problem, but to circumvent it. And
the public finally learned what “Fahrvergnügen” actually meant.
The Great Sustainability
Extinction
VW
is a multi-brand behemoth and point of national German pride. As the largest
auto company by volume with over $12 billion in annual profits, VW is not going
to disappear anytime soon. But the “clean diesel” concept in passenger cars is
unlikely to recover in the United States. And this illustrates where
sustainability’s natural selection occurs. Not at the company or brand level
per se, but at the product and production levels.
I
remember watching managers struggle with this while leading an in-company
executive development program at a European conglomerate in 2011. As we
discussed the impact of sustainability standards, production managers in the
engineered wood division began complaining that big customers like Ikea wanted
the chemical concentrations reduced in the particleboard used for shelving. The
managers had worked diligently to reduce the amount of the chemicals in their
boards, annually reporting percentage reductions, but it was still not enough.
They were looking for a magic bullet that would save their formulation. I had
to break the news that sustainability may mean the end of their product —
something that they had not considered.
This
is quietly becoming true for many products. A rule-of-thumb I give managers is
that if your sustainability performance indicators only improve when
customers use your product less often, it means you’re in trouble.
Cigarette and alcohol companies, for example, now report the number of kids
that don’t smoke or drink thanks to their public campaigns. Junk food
purveyors improve their sustainability performance by shrinking the serving
size. Sustainable paper products perform better the less virgin pulp they
contain. And so on. A business model that meets ever-higher standards of
sustainability only when customers reduce consumption of the product is by
definition unsustainable.
Darwinian
selection like this in products and companies is a gradual process. VW is
wounded but not dead. But sustainability selection is hard at work. The
company’s darling diesel motors will continue to lose ground to hybrid electric
and other sustainably fueled drive trains in passenger cars.
However,
sustainability selection can be much faster in management ranks. Just asked
recently fired VW CEO Martin Winterkorn. Failing to adapt your product to the
changing sustainability ecosystem kills products — but it also can kill
careers. If managers don’t want to become “fossils in the tar-pit,” so to
speak, they need to recognize and respond to the realities of creative sustainability
destruction.
Interesting viewpoint Kant. If you could summarize, and link out to the full article, that will keep the blog less cluttered. But very good insights and opinions. Let's discuss more in class tomorrow.
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