Planetary Boundaries - and so what?
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Links to recommended next steps
Explore our Blog…
Grasping the Big Trap of Sustainability-as-Usual: 7 Myths to let go
In this article, we focus on dispelling the first two of the seven key myths of Sustainability-as-usual. Before we do that, as a means of introduction, we will:
Define Sustainability-as-usual, and why it is a trap
Briefly describe why companies fall into the Big Trap
Touch on what their best available strategies are
List the four key challenges in corporate sustainability that this concept can help us address
The 7 Myths we cover in this series are:
Myth 1: In order to drive transformational sustainability, we need a profound change in worldview
Myth 2: Incrementalism is a step in the right direction
Myth 3: Shared value creation is a valid guiding principle for corporate sustainability
Myth 4: Being sustainable enough is about “doing our fair share”
Myth 5: Every large organisation needs a Chief sustainability officer
Myth 6: Adopting as many reporting instruments as possible is a the way to go
Myth 7: Large, mainstream consulting firms are a safe bet for sustainability strategy work
A liveable future and wellbeing for all cannot be achieved without an immediate radical systems change, with specific urgent milestones attained by 2030, before mass-extinction outcomes are locked-in (become unavoidable later this century).
Big Business CEOs and Board Members possess unique privileges and predispositions that enable them to play a leading and critical role in co-delivering this transformation. Even more so, without their active “Systemic Leadership”, attaining the necessary 2030 milestones may not be at all feasible.
Co-delivering a systems change and the 2030 milestones is in fact a matter of business imperative and fiduciary duty - as future conditions conducive to shareholder value retention fully depend on this swift transformation.
Once provided with relevant insights and information flows, Big Business CEOs and Board Members will recognise this business imperative and form a Cohort of First-Movers, to begin actively intervening in the system, towards the 2030 milestones, in multi-stakeholder alliances with other actors.
These relevant insights and information flows therefore play the role of building a bridge across paradigms - enabling the potential to transcend paradigms.
We invite you to read more below, and share your thoughts with us, so we can continue improving the theory of change.
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