Submitted by Marieke on September 1, 2010 - 8:22am.
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In my August 24, 2010, blog, we explored a dilemma for sustainable companies: growth. This week we will discuss its Siamese twin: over-consumption. It’s the second undiscussable elephant in the board rooms of companies aspiring to be sustainable enterprises.
This article in the Global Footprint Network's newsletter captures our attention at The Natural Step. It was a reminder to all of us that there is still a long road ahead of us.
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It has taken humanity less than nine months to exhaust its ecological budget for the year, according to Global Footprint Network calculations.
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In today’s business model, growth is a given—an imperative. “Grow or die” is the undisputed maxim of business leaders. The stock market punishes companies that do not meet growth expectations. Growth is good. However, continuous growth appears to be at odds with sustainability principles. Growth is the ‘un-discussable’ elephant in the board rooms of companies aspiring to a sustainable business model.
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Is it really possible for a company to become a sustainable enterprise? Yes, it is. But, it requires a significant transformation. No company will undertake such a significant metamorphosis unless it increases its value. In fact, each step must benefit the company or it will be difficult to convince shareholders and other important stakeholders that it should go further on the sustainability journey. The four stepping-stones from an unsustainable company to a sustainable business model are designed to ensure that each step produces real business benefits.
The Natural Step Exchange wants to let you know about an upcoming workshop presented by Dr. McKenzie-Mohr. Find a description and more information below.
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The cornerstone of sustainability is behavior change. If we are to move toward a sustainable future we must encourage individuals and businesses to engage in a multitude of actions (e.g., waste reduction, water and energy efficiency, pollution prevention, etc.). To date, most programs to encourage such activities have relied upon disseminating information.
The town of Canmore is continuing on the road to sustainability after adopting The Natural Step Framework in 2008. Canmore was the second Canadian community to implement The Natural Step’s community-wide engagement program. Read more about their journey in the case study here.
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By Hamish Maclean, The Canmore Leader. August 18, 2010.
Special events in Canmore will be moving towards zero waste.
Submitted by Marieke on August 12, 2010 - 10:47am.
By Alyssa Burnham, The High River Times. August 10, 2010.
High River is in the process of exploring how it might move toward increased sustainability as a municipality.
The Town has contracted The Natural Step, an organization that helps businesses and municipalities develop sustainable practices and systems, to survey the community on its environmental practices and views in order to provide staff and council with an idea as to where improvements can be made.
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It’s one thing to critically assess how today’s dominant business model is not sustainable; it’s another thing to design one that is. As sustainability champions, we need to have a positive vision of the pot of gold at end of the sustainability rainbow. We need to be able to respond to a “put up or shut up” challenge with a description of a sustainable business model that is better for the environment, society, and the company.
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Sooner or later, there is a tough message that sustainability champions need to deliver to harried business leaders—the business game they are playing can’t continue. It’s been fun, but if they keep playing the game the way they are, everyone will lose. The rules need to be updated— quickly. That contention is probably not the best conversation-opener with a senior business leader. But, at some point along the line, sustainability champions should be ready to gently help them see that their current model of doing business is not sustainable.
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As companies progress toward being sustainable enterprises, we can position them on a five-stage sustainability continuum. They evolve from an unsustainable model of business in Stages 1, 2 and 3, to a sustainable business framework in Stages 4 or 5. Executive mindsets also evolve from thinking of “green,” “environmental,” and “sustainable” initiatives as expensive and bureaucratic threats in the early stages, to recognizing them as catalysts for strategic growth in the later stages.
