Bottom-of-the-Pyramid: Organizational Barriers to Implementation
研究了诺维信公司实施金字塔底层项目时遇到的四种相互关联的组织障碍，包括认知、流程和结构方面的挑战，对关注可持续发展的管理者有参考价值。
A new branch of corporate sustainability, Bottom-of-the-Pyramid (BOP), seeks out new market opportunities with low-income consumers in the developing world that simultaneously contribute to the sustainable development of these regions. While many companies consider the addition of BOP strategies to their sustainability portfolio, many also hesitate because of the uncertainties that surround this new sustainability practice. This article investigates strategies adopted by the corporate sustainability function in Novozymes, a multinational company with a solid track record in corporate sustainability, to implement a BOP project within key areas of the company's operational core. There are four internal organizational barriers that interlock one another and that have so far prevented the implementation of this project in key areas of operations. The article examines the challenges for sustainability managers who seek to overcome interlocking cognitive, processual, and structural barriers to the implementation of this new branch of sustainability practices.