The Loyal Opposition
The Loyal Opposition
I wrote an article for this month’s CR magazine on the trend I am seeing amongst CR practitioners to validate all sustainability programs within the framework of the CFO’s view of the world. And that worries me. The article, which came out online yesterday explores why I think this is a troubling trend.
Business looks to us to set the CR agenda. And we need to talk the language of business. But, far from falling into line with offering a single perspective, no matter how important it might be to operate using business tools and terms, CR and sustainability professionals should be there to provide alternative perspective. In other words, we should be there to be a balancing force, not a subservient one.
To read the entire article, take a visit to the CR Magazine site. To let me know what you think of my perspective, leave me a comment below. I look forward to a lively debate.
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Thank you for sharing Kevin. Your insights are always thought-provoking!
Part of the challenge is in how the business case is framed. True, sticking to ROI’s and other traditional business measures is unlikely to drive innovation. Rather, developing a business case that solidly — and in business terms — factors in the long terms risks and opportunities inherent in sustainability issues is needed with new ways of measuring success that can break us free of business-as-usual. Understanding these trends can strengthen the business case. Many sustainability practitioners however struggle to understand which long-term factors will be material and how to integrate them into a business case for sustainability innovations.
Moving sustainability issues forward – and at scale – is challenging and the business case is indeed one of the tools in the toolbox. What arguably makes it most important is that it is the most likely tool to drive change. While most of us in the sustainability field don’t want to see environmental and societal needs come second, few in business will address environmental and societal needs without a business case. Many times the environmental and societal value of a sustainability initiative can be quite apparent but the business case may be less clear, or less well articulated, or simply not as strong as the case for non-sustainability focused initiatives. The result is that many good sustainability projects remain on the shelf.
Developing a strong business case requires leadership and example. To ensure these examples see the light of day, sustainability practitioners will need the ear of the CFO. With enough successful, bold and business-savvy examples of sustainability, it becomes more possible to talk about the environmental and societal value of sustainability initiatives on equal terms with financial metrics.
Thanks Samantha, great insights and I agree. Works well when sustainability imperatives align with shareholder priorities, but I am also keen to ensure that we don’t lose sight of the challenges presented, to the CFO in particular, if they don’t align.