Instead of slow, incremental change from the business community, we need to fundamentally reorder the entire system.
And right now may be the only opportunity.
But where is all of this on business radar screens? Still often just winking at the edges, it seems. When Accenture and the UN Global Compact polled 766 CEOs a couple of years back, we were delighted to see 93% saying that they understood that the “sustainability” agenda would be key for their businesses in future, encouraged to see 88% saying they understood new requirements and specifications had to be pushed through their value chains, and outraged to see 81% reporting they had already “embedded” the new agenda in their businesses.
Whatever it is that they think they have embedded, it definitely isn’t system change. It’s now blindingly clear that the global C-suite mindset needs rebooting. So that’s what we set out to do late last year, shifting the focus from what we dub Change-as-Usual approaches–typified by old models of citizenship, CSR and philanthropy–to genuinely breakthrough strategies.
The B-word is used often, but for us Breakthrough is about making the sort of bets that got astronauts to the Moon in 1969, or that created the Internet. Now in its fifth year, Volans took its own, smaller gamble late in 2011, betting heavily on the need to convene unusual suspects to work on ways to break out of the trap we have created for ourselves and in May 2012 we held a Breakthrough Capitalism Forumin London. The language derives from three scenarios informing our work:
- Breakdown is the unremittingly bleak scenario, a world in which early experiments and enthusiasm fade in the face of wider incomprehension and resistance to change. Our businesses, cities and economies overshoot ecological limits, bringing the planetary roof down on our heads.
- Change-as-Usual is the scenario where change does happen, but political leaders, investors, and the global C-suite proceed at a dangerously relaxed, incremental pace. There are plenty of projects designed to boost efficiency and effectiveness, to satisfy and even exceed customer needs and wants; but the need for system change is largely ignored.
- The Breakthrough scenario, by contrast, assumes that with the usual ups and downs and ins and outs, the trajectory of our societies and economies is pointed toward a very different set of outcomes–in fields as disparate, but still intimately interlinked, as population growth, pandemics, poverty, pollution, and evolution of new forms of global governance.
The epic nature of the challenges we face are outlined by two Volans co-founders,John Elkington (one of the co-authors) and Pamela Hartigan. A former managing director of the World Economic Forum and now director of the Skoll Centre for Social Entrepreneurship at Oxford University’s Saïd Business School, Hartigan underscores the power of narrative, of effective storytelling. In that spirit, she characterizes our current task as taking a “Humpty-Dumpty economy” that can’t be put back together in the old way–and rendering it fit for purpose in a world of nine to 10 billion people.
via FastCoExist – John Elkington and Charmian Love
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