Luis
Piacenza
COO, Crowe Spain
The platform business is perhaps the most disruptive model of organizations since the inception of the Dutch and English chartered companies in the ...
Read more
Optional eyebrow
The platform business is perhaps the most disruptive model of organizations since the inception of
the Dutch and English chartered companies in the 17th century. And as with the pioneers of the 17th century, the central pillar of this disruption is the use of technology.
The rules on how a corporation operates are being challenged by a new form of organizations, shaking all the fundamentals of labor, assets, and revenue models. Most of the stakeholder dialogue takes on a new dimension once these are rearranged around new relationships and a different focus on value creation.
Tackling the sustainability challenges in the platform economy also requires a different, progressive lens. For example, the decarbonizing of operations implies considering the external impact and the emissions generated across the supply chain. If a company does not own assets – as with Bolt – the effort becomes collaborative.
The financing activities to improve the environmental efficiency may act on smaller entities or individuals to facilitate their access to updated technology; that is the challenge that Bolt is facing. However, offsetting carbon is not enough. The critical fact is to decarbonize processes through designing the green transition in an economy that is not ‘owned’ but ‘shared’.
Crowe’s work with Glovo, a global company focused on last-mile logistics, also confirms the need to achieve environmental and operational efficiency Engineering alone is insufficient. Design thinking, agile solutions development, and new financing models are the paths to reimagine a sustainable, participative shared economy.
During the coronavirus crisis, people and companies started to rewire supposedly set-in-stone habits. Everyone will pick “work from home” as a major change, but the second largest one was the incredible growth in consensus that ESG and sustainability in particular had during the last year. About time, too. Sandra Särav’s Q&A underlines how companies during the pandemic tried to refocus business and ethical goals. COVID-19 forced them to play catch-up, but now they are trying proactively to anticipate the needs of what we will expect from the market. Bolt’s “frugal mindset” has been key to winning the market, and the company is a great example how Eastern Europe is now a powerhouse of growth and technology development. It also demonstrates how fast an idea can grow and win the market worldwide, thanks to fast upscaling and lesser regulation. With the new focus on sustainability, more companies are looking to drive ESG, especially offsetting their CO2. Even if the market is not ready – or at least only partially – as proven by the fact that people are not eager to pay more for a zero-emission ride, the trend is settled, and I am sure that early adopters, like Bolt, will have a upper hand to catch the new or changing existing market. At Crowe Romania, our mindset rewired with the pandemic and we probably couldn’t hope for a better side effect than to be more sustainability conscious and moving to a net zero-emission society.
Viewpoints from Crowe
Read more
During the coronavirus crisis, people and companies started to rewire supposedly set-in-stone habits. Everyone will pick “work from home” ...
Partner, Crowe Romania
Optional eyebrow
Read more
Bolt reflects Markus Villig’s incredible values – this is the foundation of a purpose-driven organization. There are six key considerations when we seek ...
Chief Strategy and Transformation Officer, Crowe LLP
Simon
Riley
Optional eyebrow
Camillo
Giovannini
Bolt reflects Markus Villig’s incredible values – this is the foundation of a purpose-driven organization. There are six key considerations when we seek to be purpose driven, and these are captured in the acronym PESTEL. This stands for politics, economics, society, technology, ecology and legislation. Organizations that understand the impacts of all six factors of PESTEL, and adjust accordingly to make a better world for their people and their customers, drive an infinite and exciting mindset of purpose. As a teenager, Markus began with ecology – sustainability and technology – but continues with social needs. For example, Bolt sought to dial up its food-delivery service during the pandemic, and despite bringing culinary delight they did not pass on extra costs to end customers to ensure that ecology remained the focus. There are a number of other instances where Bolt has looked to make communities safer and fairer, with purpose at the heart – I am impressed by the women-only service in South Africa, with a focus on safety and comfort. Now, in a post-pandemic world, every organization has the opportunity to be purpose driven. I urge business leaders to look at your markers and find where you can make the most the human-centered impact on your customers. If you keep PESTEL front of mind when strategizing, growth will follow.
National Head of Private Clients, Crowe UK
Luis Piacenza
Title excepteur sint occaecat cupidatat
Simon Riley
Title excepteur sint occaecat cupidatat
Camillo Giovannini
COO, Crowe Spain
Luis Piacenza
Partner, Crowe Romania
Camillo Giovannini
Chief Strategy and Transformation Officer, Crowe LLP
Simon Riley
