日前，贝恩公司全球合伙人、大中华区TMT业务联席主席李舒受邀出席在重庆举办的首届亚洲企业大会。本次大会的主题是“减排责任，绿色制造”，旨在探讨制造企业如何凭借5G、机器人等新技术，重塑全球制造业格局。

会上，李舒与全球移动通信系统协会大中华区总裁斯寒、旭智资本创始合伙人冯冠邦，共同分享了一系列关于全球制造业绿色发展的重要洞见。

李舒表示，就制造业而言，可持续发展既包括变革现有的产业结构，又意味着进行优化升级。实践中，企业应当围绕提高效率、降低成本的目标，聚焦能源消耗的几大关键驱动因素，采取转型措施。比如，减少生产能源密集型产品，优化自身的能源结构，以及投身于建设智慧工厂等。

值得注意的是，对于制造企业，在转型绿色制造的过程中，机遇和挑战并存。比如，客户好感和忠诚度持续上升，从而带来更多的利润等。此外，贝恩观察到，在长期，那些秉承绿色制造理念的企业将会吸引越来越多致力于可持续发展的顶尖人才。然而，我们发现，在这个过程中，制造企业或将面临来自消费者、社会、法规政策方面的压力，仍然不容忽视。

绿色转型中，常见的“六大陷阱”

基于贝恩多年深耕制造业的丰富经验和最新洞察，李舒还分享了六个企业在转型绿色制造时常见的陷阱，涵盖三个战略陷阱和三个变革陷阱。

战略陷阱1：可持续发展战略与公司整体战略不完全匹配。

战略陷阱2：可持续发展战略过于宽泛，缺乏具体的、可执行的目标，欠缺相应的落地措施。

战略陷阱3：公司对于可持续战略的关注度不足。

变革陷阱1：可持续发展战略的优先级较低。

变革陷阱2：公司现有的组织尚未完全与可持续战略相适应。

变革陷阱3：可持续战略没有完全融入公司的日常业务流程中，以及缺乏相应的激励措施。

对此，李舒建议，制造企业应当积极携手各类技术服务提供商，构建绿色可持续的上下游生态圈，从而实现双赢。

以下为现场对话实录。

Bain & Company partner Shu Li spoke on the recent CNBC Catalyst iChongqing panel looking at sustainability and how green manufacturing in China could be the key to reducing global emissions.

Shu: Sustainability means the structure change and upgrade in the manufacturing, including reducing production of energy intensive products, optimizing the energy structure, and also upgrade to the smart manufacture factories to reduce the energy consumption. It also means substitutional opportunities and risks. For example, the commercial opportunities from the customer loyalties and revenue generations. I can also see a long term benefit in terms of attracting top talents who have been more and more cautious about the sustainability. The risk is quite obvious. It comes from the rising pressure from the customers, from the society and also from the regulations.

CNBC: What are the real challenges that companies grapple with on the journey to sustainability?

Shu shared six common traps when Bain helping clients on the journey to sustainability. Three of them are strategy traps. Three are change traps.

Strategy trap 1
The sustainability strategy is not fully linked to the corporate strategy, which means sustainability could be side out.

Strategy trap 2
The target is not specific, which is not lead to the concrete actions.

Strategy trap 3
A lack of focus on the strategy.

Change trap 1
Sustainability could be deprioritized from time to time.

Change trap 2
The organization is not fully aligned for the change.

Change trap 3
The sustainability is not fully integrate into the daily business process and incentives.

In order to avoid the above traps, Shu suggested the manufactures and the technical providers should embrace the partnership at this moment, make joint efforts and develop win-win cooperation.