Business (Not Government or Individuals) will solve the Climate Crisis (Part 1 of 3)

Business (Not Government or Individuals) will solve the Climate Crisis (Part 1 of 3)

How does a responsible manager act in a world increasingly constrained by climate risks?  It's an interesting question.  You could be responsible for General Electric or Germany and still you couldn't hope to make an impact on the whole world.  Your actions are so small in real numbers that it seems almost reasonable to abandon hope of making any impact at all.  Instead, you think, keep energy and funds available to adapt as the situation plays out.  Be ready to nimbly move capital, assets and people on little notice.  This strategy, the thinking goes, prepares your systems by decreasing vulnerability to climate-induced crises.  Unfortunately, it's also wrong-headed and will hurt you in the long run.

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5 Steps to Communicating Sustainability to your Investors

5 Steps to Communicating Sustainability to your Investors

In the push and pull of long-term vs. short-term often sustainability and resilience programs are marginalized. Today we lay out steps an executive can use to talk about his long term goals in ways that comfort the short term demands of investors.  Here's a guide to the five tactical rules you should follow when you're introducing your sustainability program to your board and/or shareholders.

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'Carbon Footprint': What it is and 5 things you can do with it.

'Carbon Footprint': What it is and 5 things you can do with it.

"Carbon Footprint" is a term that gets used often but it's a mistake to assume that anyone in your organization knows what it means, let alone how that knowledge matters to your business model.  In this post we'll fix that, do it in terms a 3rd grader can understand and give you 5 ways to take action on that knowledge.

 

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Sustainability's Mystery Metrics

Sustainability's Mystery Metrics

Articles have been published recently making the case that for all of it's importance to corporate strategy, sustainability isn't valued yet by corporate investors and that the disconnect comes from a lack of clear metrics to report.  While it may be true that a difference in reporting will better connect financial stakeholders to sustainability's value if you drill down you'll find that the underlying assumptions are a little silly and a lot counterproductive.  Here the case will be made that there are lots of critical business functions that add value but suffer from difficult and dis-uniform metrics.

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