As the planet warms, storms and floods are becoming wilder--killing thousands, disrupting supply chains and power grids, and causing billions of dollars in damage. Meanwhile, supplies of all kinds of resources are dwindling, and demand is rising. These two megachallenges--extreme weather and resource scarcity--could have an unprecedented impact on corporate profits and global prosperity, warns Winston. To manage these threats, companies must do what he calls "the big pivot". The big pivot represents a radical change in strategy, operations, and mind-set. Instead of focusing first on short-term earnings and treating environmental challenges as niche issues, firms must prioritize tackling the world's big problems and use the tools of capitalism to do so profitably. That means taking new approaches to vision, valuation, and collaboration: Companies must set long-term goals based on science and pursue innovations that seem heretical (dyes that don't need water, say, or services that replace products). They'll need new ROI tools that factor in unpriced costs and benefits. And they'll have to work with other organizations, including competitors, to reduce resource dependency (for instance, sharing methods for reducing energy use). By making these moves, firms will increase their resilience to volatile resource prices, electrical outages, and shifts in customer needs. They will improve business performance while advancing the common good.
随着地球变暖，风暴和洪水变得更加猛烈——造成数千人死亡，扰乱供应链和电网，并造成数十亿美元的损失。与此同时，各种资源的供应正在减少，而需求却在上升。温斯顿警告称，这两个巨大的挑战——极端天气和资源短缺——可能会对企业利润和全球繁荣产生前所未有的影响。为了应对这些威胁，公司必须进行他所谓的“大转型”。大转型代表着战略、运营和思维方式的根本性转变。公司不能首先关注短期收益，也不能将环境挑战视为利基问题，而必须优先解决世界上的大问题，并利用资本主义的工具来盈利地解决这些问题。这意味着要采取新的方法来进行愿景规划、估值和合作：公司必须根据科学设定长期目标，并追求创新，这些创新在以前看来似乎是异端邪说（例如，不需要水的染料，或者用服务取代产品的服务）。他们将需要新的投资回报率工具来考虑未定价的成本和收益。他们还必须与其他组织（包括竞争对手）合作，减少对资源的依赖（例如，共享减少能源使用的方法）。通过采取这些举措，公司将提高其对波动的资源价格、电力中断和客户需求变化的适应能力。他们将在提高业务绩效的同时推进共同利益。
