New research from EdenLab Leo Rayman finds 61% of sustainability professionals do not believe their C-Suite is sufficiently focused on sustainable transformation, with their time overwhelmingly taken up by reporting.
Now, this is not to diss legislation, we need it. We need a clear, consistent minimum underpin for the marketplace so voluntary leaders are not left at a disadvantage and so we scale, rapidly decarbonization across the economy, and in doing so secure early mover advantage in an emerging new economy – something China seems to be winning at currently.
Rather, it is to highlight the much bigger issue, that today’s high carbon ‘system’ is perpetuating itself through a veneer of respectable box ticking – ‘look over here folks at my shiny new report, not over there at my business as usual, long-term corporate strategy.’
Of course, there’s a sweeping generalization in this diatribe – all companies, all leaders are on a spectrum of understanding and commitment. There are a number that are mendacious, a few that are truly committed, but the vast bulk hover somewhere betwixt and between, waiting for a clear signal, that now is the time ‘to go for it.’
That signal will come, over the next decade spiralling extreme weather events will have a shattering impact on lives and livelihoods, on societal and economic stability. But, by then it’s too late, irretrievable damage done.
C-Suites need to ‘look up’ and start to transform. Not quixotically. Not alone. But, with level head certainty, granular planning and mass colleague, supplier and customer engagement. Give your sustainability team permission to be transformation agents, not just compliance officers.
And, a final word for sustainability professionals too. If you want to be seen as a transformation agent act like one. We, collectively, sometimes cling to the ‘comfort blanket’ of the ‘alphabet soup’ of sustainable business making it too easy for our leaders to dismiss us as commercially irrelevant. Immerse yourself in every aspect of your value chain, understand why it is like it is, build a value case for sustainable transformation, use data not just to report but to optimize your transformation journey and support your colleagues in delivering it.
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