Self-learner Resource:
Corporate Sustainability Ambition Levels:
[the Spectrum]
Select Your Access Type
“Once you learn about SWoN, most of the current frameworks you're working on will seem obsolete!”Michela Paolicelli
Sustainability and Innovation Manager
Portugal, Germany, Italy
About the Self-learner Resource
This resource contains full details from the Corporate Sustainability Ambition Levels: [the Spectrum] resource, sliced into a 10-page PDF document.
The Self-Learner resource is intended as an affordable option for those who wish to develop a grasp of the dynamics and dependencies of various ambition levels in Corporate Sustainability, for their own personal development or awareness building with peers.
Upon purchasing access, you will receive an email with a hyperlink to download the PDF.
About the Spectrum
The Spectrum is a sense-making Tool that can be used for:
Planning a roadmap towards engaging with corporate sustainability, including planning for adopting the Sustainability-as-the-World-Needs Agenda
Diagnosing causes of lack of progress vis-a-vis corporate sustainability
Recalibrating towards a more relevant ambition level, including when in the Big Trap of Sustainability-as-usual
Awareness building
The Spectrum captures the high level dynamics and dependencies inherent to each corporate sustainability ambition level:
The guiding principles and objectives
Their strategic and operational implications
Their implications for shareholder value
Requirements for internal stakeholder buy-in
Prerequisites on the level of internal awareness that are necessary in order to adopt an ambition level
Limitations of each approach
Relevance of non-financial reporting instruments such as standards, frameworks and guidelines for each ambition level
Learn more about the resource and its benefits for organisations and individuals in our short video here.
Resource Limitations
This is a static PDF without the option of toggling (expanding and collapsing) content in order to zoom in to detail or zoom out to big picture. This means users may find it easiest to assimilate the insights on a large computer screen, and should expect scrolling up and down the document in the process of ascertaining the relationships covered in the Spectrum.
As such, this version is not very practical for use in high-stakes meetings with your stakeholders, where the Digital Resource will prove more user friendly.
Unlike the Digital Resource, the Self-learner Resource does not come with further guidance on how to deploy the insights in a company setting, against typical scenarios conducive for planning or revisiting organisational ambition levels.
Pricing
The Self-learner resource is available in 3 equitable price tiers:
Tier 1 Self-Payer Access: This price tier is intended for:
Self-payers earning in the Global North, except for those of limited financial means, who should opt for Tier 2 (rule of thumb: if you have savings, you are not of limited means)
Tier 2 Self-Payer Access: This price tier is intended for:
Self-payers earning in the Global South
Self-payers earning in the Global North who are of limited means (rule of thumb: if you have savings, you are not of limited means).
Company-sponsored Self-learners
For self-learners where the expense is covered by one’s employer or business, whether the purchase is made directly by the company is reimbursed later.
Licence & Permitted Use
This version of [the Spectrum] resource is intended for self-learners, such as for personal sense-making purposes and/or to deliver insights to one's current or future parent organisation (as employee, partner, owner…), in non-commercial contexts.
The contents of this document, unless specifically otherwise attributed, are original and intellectual property of arkH3.
Sharing: Sharing the full document is not permitted. Further distributing any substantial parts of this document, which have not been made public by arkH3, is not permitted. If you would like to share this Resource with anyone, please direct them to arkh3.com/resources, where they will be able to purchase their own licence.
Adaptations: Under this licence, building on top of the insights generated from the contents of this document is permitted for non-commercial purposes, however such adaptations must be attributed as follows: Self-learner Resource: Corporate Sustainability Ambition Levels: [the Spectrum]. Version: 2.2 © 2024 by Alice Kalro, arkH3 is licensed under Attribution-NonCommercial 4.0 International
Commercial use: If you would like to re-use any of the contents of the slides for commercial purposes, please explore available licences for the full Digital Resource, or contact us.
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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