The business case for sustainability is (shockingly) still either not recognised strategically (i.e. it is understood as an additive factor for operational efficiency or marketing/PR but not as a strategic value creation/destruction factor), or in many cases it is little understood at all.
A sustainable financial system requires both rethinking the very nature of value, as well as creativity in how we would project that value over time.
Sustainability is a strategic issue but might require a longer-term perspective than is normally taken. How can you navigate your sustainability context?
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Valuing multiple capitals....the monetisation of social and environmental capacity is an approach gathering momentum but what are the pros and cons?
If you are a sustainability practitioner and attend events on the topic – do you know how those events recruit speakers? Do speakers have to pay-to-play?
Unless we ask the big questions, we won't find the answers which meet the scale of the challenge we face.
A sustainable future depends upon our ability to perceive the limits of certainty, and to embrace the uncertainty that has always been there.
The motivation behind multi-capitals approaches is to highlight their value to the economy. Why not focus upon the value of the planet as a going concern?
Defining and delivering true social utility requires a fundamental perspective and approach to assessing the purpose of enterprise in the first place.