Transformational Corporate Sustainability – The Salon

Every few months, we invite ‘friends of GlobeScan’ - clients, fellow consultants and members of our network from across the world of business, NGOs, media and government - to join us for a Salon. These are informed but informal discussion evenings on one of the issues we regularly research, over organic beer and snacks at our offices in London. On Tuesday, speakers from GSK, Fairtrade, InterfaceFLOR and SustainAbility shared their thoughts about transformational leadership in sustainability.

This time last year our Salon’s focus had been on ‘the great disruption’ - the ongoing financial meltdown then at the forefront of everyone’s minds. Would it prove to be a turning point and the herald of the birth of a more sustainable global economic system, or merely a hiccup in business as usual? As SustainAbility’s Mark Lee, the evening’s moderator and co-host, pointed out, even if the crisis had had a profound impact on the pace and nature of the sustainability debate, the fact that a year later we were now able to meet and discuss the further transformational leadership needed could be construed as reason to be cheerful.

GlobeScan’s Chris Coulter opened with some findings from The Sustainability Survey – our regular study of experts opinion across business, NGOs, academia and government conducted as a joint venture with SustainAbility. This highlighted the growing sense of urgency surrounding sustainability, and also the ‘changing of the guard’ we’ve noted here before in terms of perceived leaders in sustainable business, with new names like GE and Walmart starting to emerge alongside the established names.
The two companies on the panel, both leading lights in their respective industries, symbolised this shift, with Interface having made the leap in 1995, but GSK’s renewed commitment coming more recently with the arrival of a new CEO.

Much of the discussion, indeed, focused on the role of CEOs in driving sustainable change. Thanks to some live polling with our audience, while we knew that 75% of our audience were optimistic that most FTSE100 companies would embrace sustainability at the core of their operations in the next decade, many saw CEOs as a major barrier to doing so. Not all agreed, though - few CEOs these days, we heard, are actively hostile to sustainability. Others stressed that CEOs leadership was indispensable – they were often uniquely able within a company to decide to take a longer-term view of an issue and override targets that other staff were subject to. The two corporate panellists both highlighted the central role of Interface’s Founder and Chairman, Ray Anderson and GSK’s CEO, Andrew Witty – had played in their company’s sustainability efforts.

Most seemed to feel that companies now best positioned to lead on sustainability and become transformational leaders were those that had integrated it into their activities before the recession took hold. InterfaceFLOR Europe CEO Lindsey Parnell said he thought that sustainability was now so embedded within his company and so much a part of how its people saw themselves that the culture would survive any change at the top. In contrast, the feeling was those companies that hadn’t already embraced sustainability so were now too preoccupied with survival to contemplate major culture changes.

But there were felt to be other barriers preventing transformational leadership by companies. GSK’s Duncan Learmouth questioned whether the short-term focus of financial markets was a major obstacle to transformation and a limit to companies’ ability to act on their own. He also highlighted the lack of reliable data and analytical tools available to corporate leaders, without which the adoption of a fundamentally new business model was just too much of a risk. Fairtrade’s Barbara Crowther stressed that market mechanisms still failed to adequately price in ‘externalities’ – environmental and social harm – and that greater regulation was needed. A more responsible approach to marketing, she thought, was also key, with less messaging focusing solely on tempting consumers with too-low prices.

So, was the tipping point coming soon? Most of the panellists thought it was, even if greater consumer impetus was needed to push companies over the edge. And meanwhile, perhaps sustainability as a professional discipline has come of age – as Chris Coulter pointed out, many of those involved in the development of CSR have now racked up the ’10,000 hours’ supposedly required to become an expert in any field. Maybe in 2010 we’ll start to see the fruits of that expertise.