Is a well-crafted Purpose Statement and a sharply defined set of Values enough to catalyse change in your organization, and guide decision-making, drive behaviour and nurture a powerful culture over time?
Cross-Posted from Organizational Change.
The board of directors of any organization exists to provide vision and guidance. Ideally, they are meant to steer companies in the right direction, and keep them out of trouble.
Brands that position themselves as purpose-driven activists dedicated to using profits to further their mission carve out a competitive advantage amongst today’s conscious consumers. Lyft is an excellent example of a company distinguishing itself by building a brand around values, as well as quality.
The rideshare company is the second-largest in the sector, controlling over one-third of US market share, with Uber driving the majority. While there is tough competition, Lyft stands out with its purpose, mission and activism, which recently lead the company to celebrate 1 billion rides.
Following the analysis of over 6,000 studies, the world’s leading climate scientists at the International Panel on Climate Change (IPCC) last month released a Special Report on Global Warming of 1.5°C. The main conclusion from the report was that global warming is likely to reach 1.5°C in just 12 years if current rates of greenhouse gas (GHG) emissions continue. To halt warming at 1.5°C and thus avoid the most disastrous impacts of climate change, the IPCC states that anthropogenic GHG emissions must reach net zero by 2050. This is a monumental task and one that will require what the IPCC calls “rapid and far-reaching transitions.”
We live in the Fourth Industrial Revolution – an era with unprecedented technological advancement. This revolution has also come at a time with serious global ecological and social challenges. Thankfully, companies around the world are committing themselves to finding innovative, profitable solutions to these problems.
Levi Strauss & Co. (LS&Co.) today announced a new climate action strategy, which sets aggressive targets for reducing carbon emissions across its owned-and-operated facilities and global supply chain by 2025; among its goals are using 100 percent renewable electricity in its company-owned facilities.
Innovation in the capital goods sector is driving a low-carbon industrial revolution, according to a new report from CDP. Released today, Bridging low-carbon technologies finds that demand for transformative technologies such as electrification, digitization and automation are growing significantly.
On Thursday, June 14th, I will be with my closest family at Buckingham Palace, proudly receiving my OBE. For those outside the UK, this may not mean much (unless you’ve been watching “The Crown”), but the award is a public recognition of doing something useful — in my case, for services to sustainability.
Businesses that earned top scores on the B Impact Assessment are being celebrated today with the announcement of B Lab’s 2018 “Best for the World” lists. B Lab simultaneously released separate lists recognizing Certified B Corporations in the top 10 percent for overall score, as well as in the categories for environment, customers, governance, community and workers.
Last week, over 2,000 representatives from our global community of sustainability practitioners, brand strategists, product and service innovators, thought leaders and other change-makers converged at SB’18 Vancouver to share their latest insights on a multitude of themes pertinent to all of those committed to improving business around the world. Here, we dig into a topic at the heart of all lasting change: Transformational leadership.
On Wednesday, Caesars Entertainment Corporation, the world's most diversified casino-entertainment provider, announced it has set science-based targets to drastically reduce greenhouse gas emissions from the company and throughout its supply chain. The ambitious goals demonstrate Caesars’ ongoing commitment to fighting climate change and mitigating long-term risk.
The world is complex and interconnected. When we pull one lever in a system, it ripples throughout. Pull the right levers and you can solve some of the most complex problems, pull the wrong one and it can be disastrous. This is why it is critical to take a systems approach when solving complex, or what Sally Uren, CEO at Forum of the Future, calls “wicked” problems.