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RAPPORT

The X Factor

Competitive agility

Anheuser-Busch InBev (AB InBev), one of the largest and most agile consumer goods companies, made big headlines with an announcement that by 2025, all its purchased electricity will come from renewable sources—cutting its operational carbon footprint by 30 percent. It’s a move with positive consequences for pro t and the planet.

It’s just one example of how new technologies have given rise to powerful opportunities to reduce cost in a way that’s good for growth and society. But it requires a C-suite-led enterprise change that aims for agility over austerity. And insightful and intentional level-setting across the enterprise over one-off cost reduction efforts. It’s a new approach, more holistic than ZBB.

We call it ZBx, (a zero-based mindset), a new way to look at pro tability through four zero- based approaches—zero-based spend (ZBS), zero-based organization (ZBO), zero-based front of ce (ZBFO), and zero-based supply chain (ZBSC). (See sidebar, “Zero-ing in on agility,” on page 4.) The impact on pro t, growth and trust are nothing short of electrifying.

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