This manual was originally drafted when I was astonished by the way how ‘doublespeak’ is being used in organisations to prevent change. Any change. Including – but not limited to – sustainability related ones.
It is a cynic-sarcastic-semi-realistic manual on how to be reasonably successful in disempowering an organisation. It is applicable to all areas that encompass change including innovation, sustainability, internationalisation, digitalisation and so forth.
Over the last couple of years a plethora of pledges has arisen in the sustainability/ESG space.
The weird thing: Pledges intend to drive change the wrong way around. Commit people (read: companies) publicly, then hope they will actually move in accordance to the pledge/commitment, and then only hold them to account if and when they do not delivery. If anyone remembers that is.
Do we need all these pledges? Do they really make a difference?
Data says: probably not ...
Shouldn't hence the Lemma simply be:
Actions before words.
Impact before messaging.
Walk before talk.
Science before marketing.
Can marketing be ethical? Far too many times I am asked this question or come across people who strongly believe that marketing simply cannot. Actually, still today, for many, marketing is evil. I think that this conviction is the result of two main factors.
It’s that time of the year again when plans and aspirations are big, time capacity is scarce, budgets already set – and the old routine is just about to take over again.
It is also the time of the year where there is that untypical window of opportunity. THE window of opportunity one could argue: introduce a small change. Small enough not to be overly tough to uphold. But big enough that, if repeated times and over again, at the very least 365 times a year, starts to make a difference.
The journey starts with the first step. Here a few ideas.
Most boards are composed of former or present CEOs, CFO and other C-suite executives.
People, hence, with a long track record of ‘getting stuff’ done. A board’s role however is very different from that of an executive: digging deep by asking those overly simple questions that give interesting answers, digging deep into rationales, values, hopes, expectations, shut up doubts, and personal agendas. Which is what good coaches typically do. Are coaches the better board directors?
Detox has been a repeat topic on this blog. Most recently after my visit in May to Performance Days, but also previously.
While slowly but surely more and more brands (17 at the time of writing) – and retailers – have signed a Detox Solution Commitment with Greenpeace, and hence work in some way or other with ZHDC (Road map to Zero), a key threshold was passed event most recently: With the Italian fabric mill Canepa, the first manufacturer has taken the pledge.
Litigation, going to court, is by definition not a fun business. And yet, in this 2023 several Climate Litigation cases have already caught the headline – and many more are in the makes.
Among all the court cases, one particular case sticks out like – depending on the political viewpoint – either a lighthouse of hope, or a sore thumb: Urgenda vs Government of the Netherlands.
In this blog post we dig deeper into this case:
Who was going to court against whom? And why exactly? How come the plaintiffs won? And: is this just a one off local phenomenon in the Netherlands?
COP28 yielded mixed results, featuring some historic 'firsts' such as a fossil fuel phase-out commitment, a $700 million loss and damage fund, the recognition of nuclear energy, and (this is huge!) a pointed spotlight on food systems' role in adaption.
Most of the old challenges though remain: It's all carrots and no sticks. Which shows in the continued absence of enforcement of Climate Targets or their stringency, and the eye-level conversation with Global South nations.
Digital tools and IT systems are a great enabler for more data, more stringent channels of how to communicate what the different players in the chain do, and how they do it, over large distances and across operations and organizations.Yet – digital tools are more human than we think they are … because they, in the end, are representatives of the values and the world view of those that have built them.
Reducing humanity’s footprint on this planet is a journey of decisions.
Some of them tough, some of them very clear. And some of them – let’s just say: with very limited available data.
The journey we’re on, is the proverbial Designer’s Paradox. More scientifically speaking of course, we are faced with the ever lasting conundrum of Regrettable Substitutions.
So: Is there a best possible AND least bad option (combined) at this very moment?
Research has known for a while that when someone in your presence is trying to think, much of what you are hearing and seeing is your effect on them. That is also the case for boards.
Because: under the right conditions and circumstances, people will – invariably – think for themselves. Just: is that desired?
The world ‘at the other end’ of the Corona tunnel could never be the same as before. It could be so much better than ever – with a real opportunity to put it on the rails that will make it the place we desire it to be.
Or: it could be same, but indeed worse place then ever. Where past misbehaviours is ignored at best, OK’ed at worse.
‘I feel like a fraud’. This is what employees of clients I work with often voice. It is usually at the point of time when strategy is moved to implementation. Hence: when it all gets concrete.
The statement is an expression of the feeling of overwhelm that comes with delving into sustainability issues, acquiring new knowledge and terminology, and in addition having to adapt ones habitual practice of work.It also happens once the low hanging fruits are gleaned, everything gets much more difficult.
It's the 'valley of despair'.
Why is it important to pay attention to it? And what can leaders do about it?
Governments are undoubtedly important players in this whole societal shift towards climate mitigation and adaption. Equally important though, and by the argument of some possibly even more important: companies, the corporate world.
The largest number of cases on a global level are brought forward against governments. But about a forth of all cases are filed against corporations. This is not negligible - and, maybe more importantly, a number on a brisk raising trajectory.
The question hence for this blog post is: How is this climate litigation business shaping up to affect corporate players?
Media hell broke loose when Greta Turnberg a few days ago dared to mock global politicians with her ‘blablabla’ speech. Personally, I thought it was time for celebration. I envy her boldness, her fearlessness.
Because we all know: she’s right. Very, very, right.
Sadly, in Greta’s shadow Vanessa Nakate went unappreciated: she made a very good point about social inclusion to achieve the energy transition.
I raise a glass to both of these ladies!
Watch their speech in full.
P.S: the only two note worthy responses - from Italy, strange as it may sound ...
We have a choice. We have a choice to define, to embody, to live, how we want the ‘new normal’ to be.
Because, far from perfectionism, doing, being and actioning is what makes a difference.
This is why, I herewith propose a ‘Pledge of tiny actions’.
Over a decade ago, Simon Sinek pointedly demanded: Start with Why.
Targeted at a then rather uninspiring marketing and branding industry, 10 years on is still as valid as ever.
Just now, we need to ask businesses: Why are you bothering with investing millions, and thousands of hours into sustainability?
Often the answer will be: because we have to. An answer just as uninspiring as the sales slogans Sinek was bashing a decade ago.
Because when it comes to Sustainability: Know your genuine Why. Or don't bother.
Global Goals are called ‘global’ for a reason: they apply to everyone, everything. Every business, every government, every church, charity … In case there was any doubt about it: The Sustainable Development Goals and Paris Climate Agreement are global goals. In fact, probably the Global Goals par excellence. Yet, while organisations of all different types and characteristics are making progress in translating those to their different contexts, environments, business models etc. the same does not hold true when it comes to individuals. Beyond a few platitudes. A few arbitrary and personal musings on the role of the individual in achieving the goals.
Regenerative' is really a re-packaging of traditional agro-ecological approaches, with an added notion of leaving the land better than it was found.
And yet - because lack of knowledge runs deep in companies, such lack is compensated by prescribing procedures rather than to focus on outcomes. It is a bit of a deja-vu indeed ...
This year has been a tough year. The count of lost lives alone cannot be escaped.
For me: I was made redundant shortly before Christmas 2019 - consequence of restructuring - and had wanted to set up on my own. And then ... you know the story.
And yet: there is so much to be grateful for. Parents that are healthy. Mountains that were climbed. Access to natural spaces. The snowflakes in front of my window.
And learnings along the way.
One thing that particularly stands out to me, from all the experiences in the past months: There are two types of people in this world. Those that champion the achievements of others. Who want to see them succeed and create positive change in and for the world and our global society. And then some.
I'm grateful to have learned the difference.
To 2021. To 12 more months of opportunities, to learn, to become better versions of ourselves, and to create change. For us. But more importantly, for the generations yet to come.