Positive Impact Blog

Thought provoking insights for change makers


Reimagining capitalism – Three concrete options for business

Rebeccca Henderson is a University Professor at Harvard Business School in the area of sustainable business. In her passionate new book “Reimagining capitalism” she looks at a world on fire and develops a model of what sustainable business in a fundamentally transformed capitalism would require and look like.  She distinguishes three strategy levels for business, which I find very helpful and which I link to my experiences in Switzerland.

Massive environmental degradation, skyrocketing economic inequality, and institutional collapse (by looking at the USA and other nations turning increasingly autocratic, but also at multilateral organizations like the WHO or the WTO) grow more important by the day. She argues convincingly that this is something that cannot be left to governments and civil society alone, as classical economic thinking declares, while companies continue with business-as-usual. If we fail in transforming capitalism and putting its significant power and resources to better use, we will not be able to effectively address these problems. And business will put its own – but also our future at risk.

What can be done in such a situation? What are the available options for business?

Three different progressively more far reaching but also more demanding strategy levels can be found in the book, although in a somewhat different logic and argumentation as presented here.

Creating Shared Value

A first strategy level is based on the idea of creating shared value, a concept championed by Michael Porter and Mark Kramer. They define shared value creation as creating economic value in a way that also creates value for society by addressing its needs and challenges. “In today’s world, reimagining capitalism requires embracing the idea that while firms must be profitable if they are to thrive, their purpose must be not only to make money but also to build prosperity and freedom in the context of a livable planet and a healthy society.” (R. Henderson) However, as long as shared values are defined by business looking from the inside out, their perspective will focus on reducing the bads of their existing activities. They will reduce waste, resources, or risks and happily report on newly created shared values. This cannot be sufficient. Only when they start to look from the outside in, starting from the problems society is facing and finding economic solutions for them, will their contributions address problems of real social relevance. Only then, they may be approaching what Katrin Muff and I call “true business sustainability”. For this, they clearly will have to follow a larger purpose than simply maximizing their profits.

Cooperative Self-Regulation

A second strategy level is based on cooperative self-regulation. It engages firms with each other, with the third sector, and with government partners in the pursuit of solutions to common problems, which cannot be solved by any of the partners alone, often prototyping solutions that prove to be a model for subsequent practice. Famous examples are Nike trying to get child labor out of its supply chain by creating the Sustainable Apparel Coalition or WWF and Unilever which spearheaded the creation of the Round Table on Sustainable Palm Oil, both as a response to the massive critique by NGOs. A current example on a national level, where the author is personally engaged, is PRISMA, an inter-industry cooperation of major companies in the food production, retailing, and packaging sector engaged in bringing about a circular economy solution in Switzerland for consumer goods packaging. While the existing system of materially separated collection systems has been working well in the past, it has reached its limits of including new packaging materials and of demanding an increasingly difficult contribution from the consumers to separate and collect the different materials. The new model developed and promoted by the PRISMA-coalition is an innovative One-For-All collection and recycling system. It consists of a blueprint for a future collection system, prototypes of different elements of a practical solution, and a roadmap for developing and promoting an industry agreement.

Supporting Inclusive Political Action

Cooperative self-regulation is a powerful new way to mobilize the business community in support of promoting collective goods. The increased reach, however, comes at a price. It is hard to achieve and even harder to sustain over time. It needs to be carefully managed. To create more stability and to counter market deficiencies, we need to turn to the third strategy level which is supporting inclusive  political action. Environmental degradation, climate collapse, inequality, and public health are systemic problems that cannot be solved without government action. Free markets need democratic, transparent and effective governments, if they are to survive, as well as the other institutions of an open, inclusive society including the rule of law, shared respect for the truth, and a commitment to vigorous free media. Free markets need free and effective politics to continuously balance and rebalance the evolving rules of the market in light of changing conditions and challenges.

The challenges are huge

Energy demand is projected to double over the next 50 years. Stopping global warming will mean ensuring that every new plant that’s built is carbon-free. It also means shutting down or decarbonizing the world’s existing fossil fuel infrastructure. Inequality, poverty, and migration present a similarly tough set of intertwined systemic problems that can only be fully addressed through government action. Most of these challenges are beyond the reach of individual countries and need international political cooperation. A good example is the Montreal Protocol, an international agreement to phase out ozone-destroying chemicals which became effective 1989. It has been remarkably successful. It proved to be possible to find CFC substitutes relatively quickly, despite strong opposition from major business players, and the Antarctic ozone hole is expected to return to its 1980 status by 2030. It has also reduced global Green House Gas emissions by about 5,5%.

The systemic problems we are facing today confront us with the fact that we must build effective global institutions. Business must become an active partner in shoring up the institutions that we have and in building the new ones that we need. And to be clear, this is not about improving the framework conditions for one’s own business or industry. It is about supporting the foundations of our society and of its healthy development. It is about protecting and developing the institutions that have made business and all of us rich and free.

A current example from Switzerland is the public vote on a popular initiative holding Swiss corporations legally accountable for environmental and human rights violations outside Switzerland. While 50,7% of the people voted in favor of the initiative, the second condition for an acceptance – the majority of cantons – was not achieved. The strong lobby of multinational corporations, their business associations and political allies prevented a move that could have paved the way for a more responsible and accountable form of supply chain management in a developing world context. In this case, it was a missed chance to go beyond simply reporting good news and demonstrate real engagement in one of the current hot spots of global development, although public and political pressure in Switzerland and on an international level will not go away It demonstrates how challenging it is for business to find a new role in this profound process of social change and business transformation.

Different strategy levels – different reach – different competences

Creating shared value, cooperative self-regulation, and supporting inclusive political action – on a national or an international level, depending on the issue at case – must be seen as three crucial sustainability strategies for business. While the first strategy is located on an organizational level and allows companies to act by themselves, this is easier to do, but its reach is also limited. Cooperative self-regulations offer a wider reach, often including whole industries or multi-industry and stakeholder coalitions. But this is clearly more challenging and demands very different competences and resources in the collaborative field to practically succeed. And a strategy of supporting inclusive political action aims at the political level and needs again very different competences and resources to act effectively. Here it will need political coalitions with business being only one player among many. But this level may prove to be the most important in the years to come.


Anybody can contribute to the mindset shift that is needed to create a positive impact!

We know that it takes an enlightened leader to reposition an organization to provide also value for society and the planet. And we also know that there aren’t enough such leaders. However, latest research shows that there is hope: any engaged employee can increase their changemaker potential by inviting external stakeholders to traditionally internal decisions-making meetings. The current digital meetings are a great bridge for this. Learn here more about the magic of external stakeholders in triggering the organizational mindset shift towards creating positive value.

What lesson does COVID-19 crisis have for business?

Covid has shown us how important it is for organizations to become resilient. There is one guaranteed way to increase your resilience, and that is by orienting yourself to the burning challenges that society and the world face today. Pioneering organizations do this by matching their core competencies with these challenges in order to develop new business models and revenue streams for their business. This requires you to create value, no longer just for your shareholder, or even stakeholders, but to think beyond the existing markets and clients to think broader. The question becomes: How can you as an organization with all the competencies, resources, and capacities you have contribute to solving societal and environmental challenges that are out there?

How do leading positive impact organizations accomplish this?

The pioneers show that in order to transform from a traditional organization to a positive impact organization, there are two predictors of success:

  1. an enlightened leader, meaning somebody who gets the benefits of contributing value to society beyond just looking for creating value for your business, and
  2. an organization that is capable to work outside of its business boundaries, as effectively as internally. I call this the co-creative organization. In addition to managing your business internally, you need to learn how to be co-creative outside, and not just the CEO, but actually many people in your organization.

So that’s why I talk about two mindset shifts: 1) one of the leader who needs to shift somehow the purpose of the organization to want to create more value than just for shareholders. And 2) the mindset shift of the organization where suddenly a sufficient number of employees in the organization learn how to work creatively outside of their boundaries and make sense for their own organization out of it. This external fluency is an entirely new expertise that typically doesn’t get developed in business schools.

But there aren’t enough such leaders, are there?

Indeed, there are unfortunately there aren’t enough leaders. But our research offers great hope. Since it takes two things, the leader, and a co-creative organization, I have some ways to make sure that your organization can become co-creative. Even if you don’t have an enlightened leader, at least you now have one of the two success factors. And we have seen that process of becoming co creative co creative becomes a mindset shift trigger for the CEO. By engaging in the practices to become co-creative, there is a transformation. Even with the leader so you may have initially a leader who doesn’t get it.

Are you saying anybody can bring about change?

Indeed, we are calling them intrapreneurs or change-makers. It could be the head of sustainability, the head of strategy, head of innovation, who says: «Hey, we’re going to bring in such new practices».  In addition, there is a younger generation, an amazing amount of changemakers that are already kind of intrapreneurs that are ready to bring in a lot of energy, new thinking and dynamism, to be the changemakers that can bring in that that can work on that co-creation part.

But what would such a change agent do?

There is a method for turning a traditional organization into a co-creative one. There is a specific way to bring in external stakeholders. I call them Collaboratory events. The change agent invites constructive external stakeholders and together with them the company participants develop a solution to a problem that is out there. In that one-day workshop, particularly if you have the CEO present, our research shows that something happens with people. Exposure to different thinking, arguments, ideas, perspectives opens your mind. And sometimes, the little opening that happens triggers a mindset shift. A mindset shift is nothing else than an expansion of mind. The key to the organizational mindset shift is all about creating triggering incidents where participants minds expands. There are specific proven processes for this. My book «Five Superpowers for Co-creators» is all about it.

So what do you suggest for changemakers out there?

If you have an appetite for helping your organization to identify what are the positive opportunities in there and get together with the innovators and the strategists in your business together, what you need to do is to find a professional facilitator, ideally somebody trained with the SDGXCHANGE methodology, and organize a multi-stakeholder meeting. You pick a day, invite some external stakeholders and a diverse range of your work colleagues – new and long-time serving your organization, all ages, genders, backgrounds and skills. And together with a skilled facilitator, the group has a conversation about what could be the positive role or contribution of your business to address these issues out there. This is what it would mean to put yourself on the «offense» team.

Take-away message

Even if you work in an organization that currently isn’t focused on creating a positive impact for society and the world, and your leader doesn’t necessarily get the importance of such an orientation, there is something you can do: find ways to bring in external stakeholders to your next meeting you have in your department. Any meeting that benefits from a broader perspective and new ideas will be perfect for this. With this simple act, you will start broadening the mindset of your colleagues and help position your organization for a mindset shift. Be surprised with how the positive benefits start to spread in your organization.

If you need help in how to go about this, feel free to reach out to me katrin@katrinmuff.com.


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Listening – deepening a capacity

In the spirit of continued authentic communication as initiated in my last blog, I would like to share my reflections about the competency that was in highest demand in my past two months: listening!

 

Let me provide a bit of context. Having stopped my roles at Business School Lausanne at the end of July has brought an abrupt end to the previous demand of my leadership skills. I had chosen to let go of leading already three years prior when we introduced self-organization at the school. Yet I had not been able to drop the reporting function of leadership towards the owners and was in many ways still carrying the full weight of responsibility. It took August and September for me to appreciate how much lighter I started to feel, with human interaction being simplified to the person to person contact, rather than facing the projections and expectations that people would associate with me as a holder of a institutional role. With all of that gone, there was space for something new. 

 

I have discovered listening in many forms: professionally listening was a core competency when facilitating stakeholder meetings or chairing panel sessions, and when conducting interviews of best practice companies. Personally, as I reconnected to my purpose asking myself what would come next, I listened to signs of my body to guide me in deepening my intuition. I am also learning to listening to my emotional, cognitive and physical demands when it comes to freeing myself of my cognitive restrictions when it comes to eating. Behavioral scientists have unveiled to what degree modern times have disconnected many of us from a natural and healthy sense of what our physical needs are when it comes to food and how to listen to these. A multi-layer journey as I am discovering.

 

Listening to myself and to others has been complemented with my more conscious listening to what is around me in the city and in nature. A deeper listening, I am discovering, is slowing me down, grounding me and generating an instant deep connection to the core of what unites us all: the energy field that vibrates and pulsates if only we listen. 

3 x

 active listening

  • It is in that energy field that the solutions lie when I seek a transformative turning point in a multi-stakeholder meeting. Depending on the vibration and pulse, it becomes clear what the group needs to step forward in the direction they seek. 
  • It is also in that energy field that the right question, comment or exercise emerges when coaching a person in their journey. Guiding the coachee to connect to that field allows the person to find her answers herself. 
  • It is in this energy field that I am reconnecting to my deeper purpose and my passion. Be it in nature, be it simply by taking a few slow and deep breaths, be it by feeling my feet on the ground, my mind quiets down and I am operating at the speed of my body and its sensations. 

What are your experiences with listening?

 

For me, my core insight of these past two months of deep listening have let me to ponder the following question: “Why would I not live a life that follows the rhythm of my body, rather than racing through life at the speed of my thoughts always dragging my body behind?” I don’t yet have an answer and for the moment my courage is limited to sharing this question with you. 


Personal Change Challenges Leaders

I have been in the change agent business for many years. As an organizational psychologist, I have assisted companies in identifying and addressing obstacles to their organizational success. Recently my work has turned towards companies that wish to redefine and broaden their definitions of success. These companies are examining their purpose beyond profits. They have not abandoned the desire to make a profit and they are certainly still committed to delivering financial returns to their shareholders. However, they are looking for ways to succeed financially by pursuing solutions to societal challenges – the wicked problems that I discussed in my April blog. The question that I would ask the formal leaders of these companies is whether they are ready for the personal changes that this journey will require.

This quest for purpose really picked up steam after Larry Fink, the CEO of the global investment management corporation Blackrock, said the following in his annual letter to CEOs: “To prosper over time, every company must not only deliver financial performance, but also show how it makes a positive contribution to society.” While his proclamation has been controversial, many have heeded his warning by examining their own companies’ purpose beyond profits. By and large I consider this to be very good news indeed. Our societal challenges necessitate looking for solutions from all corners of our world. However, I fear many in formal positions of leadership are unaware of how the pursuit of purpose beyond profits will affect them personally. As Katrin Muff pointed out in her May blog, only exceptional individuals are able and willing to embrace their own roles as global citizens.

Katrin and I agree that the term “leader” should not be limited to those who are in formal positions of authority. Still, successful company transformations do compel those who fill these roles to undergo personal changes. In my role as an advisor to companies undergoing change, I have observed a remarkable lack of awareness of how the desired transformations will necessitate personal changes in those at the top. My educated guess is that many are completely unaware of the need for personal change and others are unwilling to live with the inevitable discomfort that change always brings.

Change is hard. Indeed, global consultancy Bain and Company reports that only 12% of corporate transformation programs succeed in reaching or exceeding the goals. Furthermore, only 2% achieve their goals when the transformation is focused on sustainability. This low level of success can be attributed to many factors including resistant cultures, shifting priorities and lack of a vision that inspires and engages employees. However, my own experiences, both personal and professional, have led me to conclude that leaders’ resistance to personal change is a major stumbling block to successful organizational transformation. Often leaders of our client companies take the position that everyone and everything can and should change as long as they, themselves, are not affected.

Many powerful individuals come to believe in their own infallibility. They assume, sometimes unconsciously, that they rose to these levels of power because of their superiority. These assumptions concerning how they got where they are may be accurate. Nevertheless, as the game changes, so do the rules for how to play it.

When leaders commit to moving their organizations towards purpose beyond profits, they are very likely to find that to succeed, they must give up some of the power that they have enjoyed. Wicked problems require collaborative solutions. Likewise, leaders are likely to be confronted with world views different from their own cherished beliefs. And all must live with ambiguity that may be foreign to them in roles where they have had complete power to make unilateral judgments and act decisively.

These personal challenges are not easy to confront. Some leaders will be up to the tests while others won’t even try. Katrin wrote about the difficulty of overcoming defense mechanisms that blind us to the need for personal change and cushion us from its discomfort. To illustrate this point, a friend and colleague reminded me a few years ago that a person who wants to quit smoking may still be unwilling to give up cigarettes. So too, leaders who want their organizations to transform may not be willing to take on the personal challenges that will lead to success.

I have experienced this resistance myself when I have slammed into my own defenses. As I have worked collaboratively with colleagues from across the globe, I have become very aware of my own limitations when my world views and power are challenged. I work diligently to push through my discomfort as I realize that I must change personally if I am to become a global citizen. Some days I am up to the challenge and other times I dig in and refuse to budge. Nevertheless, I know that my personal journey to overcome my own defenses is worth the effort. I truly want to contribute to addressing our collective global challenges. And to do so requires me to seek awareness of ways that I must change. I must learn to live with the discomfort that I experience as a result. I take one step at a time. Sometimes I fall back a few steps but overall, I keep moving forward. Gradually I am making progress in my own change journey.


Business Schools finally involved in the World Economic Forum

A blog by Katrin Muff at Business School Lausanne in collaboration with Julia Christensen Hughes of the College of Business & Economics at the University of Guelph and Mette Morsing of Copenhagen Business School and the Stockholm School of Economics

You may wonder why business schools should be present at a global economic event. Well, some leaders have received their education from business schools and there is great pressure from civil society and business that business schools do a better job in educating the future generation of leaders. Leaders that can deal with the complexity of a volatile, uncertain, complex and ambiguous (short VUCA) world, that have a solid values-based inner compass, can work effectively both inside and outside of their organizations, fluent in systems thinking and capable of leading multi-stakeholder initiatives that address the complex issues that the world is facing. At Business School Lausanne, we call such people “Responsible leaders for a sustainable and just world”. We are dedicated to developing such leaders across all of our programs, from bachelor to doctoral degrees and substantiate our learning space with world-leading research in the areas of sustainability, responsibility and transformation.

We are not the only ones! Toby Heaps, CEO of Corporate Knights and Jonas Haertle, Head of U.N. PRME jointly invited 40 business school Deans who are championing responsible management education for a better world. So, for the first time at the World Economic Forum in Davos, a comprehensive cohort of Deans from such disrupting schools were present to discuss how to strengthen our initiatives and collaborate with like-minded business leaders. There are 13’000 business schools around the world, and while there are 700 signatories to the PRME principles, it is high time to disrupt the 20th century curriculum built on flawed assumptions about the economy, the purpose of business and the role of a leader. These 40 champions offer inspirational ideas for providing a 21st century education and research focus that provides the foundation to receive a “licence to educate” as expected by society (source www.50plus20.org).

Celebration dinner of the 40 champion business schools appointed by United Nations PRME, in collaboration with Corporate Knights. Lisa Kingo, Head of the UN Global Compact, addressing the champions

I had the privilege to spend time with Julia Christensen Hughes, Dean of the College of Business And Economics at the University of Guelph in Canada and Mette Morsing who created possibly the largest CSR center in business at Copenhagen Business School and who is now creating a similar new sustainability research center at the Stockholm School of Economics. Being roommates in a rustic (AirBnB) apartment in Klosters has allowed not only great late night and early morning talks around the kitchen table, but also deepened a human connection that results from the bonding experience when three women have to make do with one bathroom and make it out of the door by 6am. My coffee capsules helped a bit, and Julia’s tea bags did magic, as did the wine we shared. The celebration dinner hosted by Corporate Knights and PRME allowed us to deepen connections with fellow Deans who have been partners on our transformative journey such as Philip O’Regan who last year hosted an unforgettable joint PRME and GRLI conference in Ireland. It also allowed us to make new connections with delegates from around the world including Africa, and new faces such as AIM in the Philippines, Berkeley in the USA and Insead in France.

Mette Morsing, Julia Christensen-Hughes and Katrin Muff

Visiting the Sustainable Impact HUB

Business schools have a long way to go. And so does business! While it may seem contradictory to participate in an event that assembles a global political and economic elite and where social entrepreneurship is possibly seen as a noteworthy phenomena, we realized how important it is for us, leading disruptors in business education, to also have our voices heard if we are to support further disruption in enabling global business to achieve the Sustainable Development Goals (SDGs) by 2030. Our input was appreciated and called for at many sessions, including those that focused on women’s leadership (and yes, there is a case suggesting that women deans can be particularly effective change agents, like women managers!). In business oriented sessions, our input and reflection was also sought and appreciated; it was heartwarming to feel how welcome our presence was. We were also challenged. Business expects significant change in education – we heard calls for breaking down silos, teaching in interdisciplinary non-linear ways, focusing on problem solving and embracing a spirit of experimentation and co-learning with our students. We also heard of how technology, applied well, is democratizing education – providing anywhere anytime access and opportunity to learn.

Participating in a breakfast meeting

Influencing and networking at the WEF in Davos happens everywhere, not just in meetings. This is the Davos magic. I talked to a successful entrepreneur who became interested in doing an MBA at BSL while queueing for my badge. Mette challenged assumptions behind the WEF competitiveness report while sitting next to its author in a shuttle bus. Julia met business leaders with an interest in supporting further curricular innovation in her business school. She also proudly participated in sessions offered by one of her alumni on block chain and crypto currencies. We got first-hand insights into the new IMF report while riding a local train and we thought of an inspiring new initiative around the Golden Rule when having lunch with Kim Polman. Julia also met renowned author of Donut Economics and HD recipient Kate Raworth while riding a late night shuttle. Kate is designing the first entire updated 21st century economics course with BSL to be launched in September 2018. The WEF demands that you are present in every single moment and that you are free to engage in the most diverse kind of conversations you can imagine at any time of the day, from the moment you open your eyes until your head hits the cushion. It is as much exhausting as it is exhilarating and if we leave this event with one shared learning it is this:

We will be back next year and we will be better prepared and better organized. We will work on the ideas that were developed this time around and announce the results next year. We will organize a house where Transformative Deans (or Deans as Agents of Change) can meet and discuss effective ways to transform not only their own schools but the management education landscape. It takes leadership, and this year’s WEF theme seems to suggest that it takes female leadership. Well, that is a currency we have plenty of!


Can companies measure the materiality of their business?

Bob Eccles and the supporters of Integrated Reporting, a global initiative attempting to measure and establish the materiality of sustainability across various industries, are making most likely one of the most important contributions in this area to date. They have just shared the report of the Dutch company Aegon, one of the world’s leading financial services organizations, providing life insurance, pensions and asset management. The “Management Board statement of materiality and significant audiences” is available on p. 12 of Aegon’s 2014 integrated report. On p. 15, the company presents a materiality matrix which clearly identifies seven material issues, along with an indication of the degree of control the company has over each one. The fact that there are only seven issues demonstrates rigor, discipline, and focus. Bob explains further: “on p. 16 the company discusses the trends for five of these issues: (1) Increased regulation of the financial services sector, (2) growing importance of new technologies, (3) changing capital requirements for the insurance industry, (4) persistently low interest rates, and (5) global aging and changing demographics. On p. 17 Aegon discusses the opportunities and risks associated with each issue and explains what the company is doing about them.  The other two material issues are customer service and product performance (discussed on pp. 30-31) and employee engagement (discussed on pp. 32-34). Aegon’s 2014 integrated report is excellent in a number of ways and one from which other companies can learn. For example, this concise 70-page document also does an excellent job in using graphics and text to explain value creation for shareholders and society and the relationships between financial and non-financial performance.”

Let me tell you, if Bob Eccles says this, there’s a good reason to read the report! It is a global premiere to have a company report on this and while this may not be perfect, the next reports will be easier to do and shared learning will occur. I am sharing hopes with Bob that other companies will follow Aegon’s lead and start to incorporate a “Statement of Significant Audiences and Materiality” in their integrated report.


Costa Rica is now running completely on renewable energy

Have you heard the news? Costa Rica has managed to shift to 100% renewable energy! And they are not alone – more and more countries are following suit, and I hope you are part of a community and a country that is also moving in this direction. Is there anything you can do to fasten the pace?

My friend Jan Arend, who I stayed with just recently, just took his family and home off the grid – he was so excited to share how much energy he is feeding into the grid and the many places he found he can save energy. Hats off!!

http://qz.com/367985/costa-rica-is-now-running-completely-on-renewable-energy/?utm_source=huffingtonpost.com&utm_medium=referral&utm_campaign=pubexchange


We are a part of something BIG. Can you feel it?

I am so pleased to share the trailer for the film “Planetary” with you which was released on EARTH DAY — 22 APRIL 2015. Here is what the film promises: “We are in the midst of a global crisis of perspective. We have forgotten the undeniable truth that everything is connected. PLANETARY is a provocative and breathtaking wakeup call, a cross continental, cinematic journey, that explores our cosmic origins as a species.”

More info: http://weareplanetary.com/ / PLANETARY COLLECTIVE

Rent the film today!

planetary


Switzerland has published its CSR Swiss Action Plan

On the 1st April, 2015, the Swiss government has produced their report and action plan for Corporate Social Responsibility, suggesting how business should embrace its societal responsibility. The action plan on Business and Human Rights and the Swiss response to Special Representative John Reggie’s framework principles on Business and Human rights is envisaged for summer 2015.  The Irish Government is already a few steps ahead, they are now working on the Business and HR plan. The question is: is the plan good enough? Will it get us to a world where 9 billion people can live well and within the limits of the planet? How will we know? What do you think?

https://www.news.admin.ch/message/index.html?lang=fr&msg-id=56760


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Is there really a business case for sustainability?

Thanks to a comprehensive, aggregate study completed by the Natural Capital folks, we have now a clear and solid answer: YES. If you need convincing or would like to see some evidence, click here to download their report for free. Happy reading!