Green @ Work

From 2002 to 2005 I wrote several articles for the Green@Work magazine, exploring the challenge and opportunity in incorporating sustainability into corporate strategy, global and political shifts in climate change debates adn whether fossil fuel companies could successfully adopt a sustainability agenda. Much of the content was born from the Single Bottom Line Sustainability Paper I had written in 2002, focusing primarily on implementing sustainability as part of the core business strategy. Looking back, it is both affirming and tragic that many of these issues are as relevant today, as they were over 20 years ago.

2002

  • From Safety to Sustainability

    My first article for Green@Work came from an interview where I discussed guiding DuPont towards integrating sustainability systemically, by leveraging its strong culture on safety. This partnership, based on mutual understanding, shifted DuPont from mere environmentalism to a growth-centric sustainability model. Despite challenges, significant progress has been made in corporate culture and setting ambitious environmental targets, affirming DuPont's leadership in sustainable business practices.

2003

  • Darwinian Sustainability

    This article explores why businesses should not adopt sustainability for idealogical reasons - but as a strategic advantage to outperform competitors. The traditional view of corporate social responsibility lacks a direct link to business succeess - true corporate sustainability emerges from aligning environmental goals with profit and growth as core business strategy. This approach positions sustainability as a crucial element in the survival and success of businesses in a competitive capitalist environment.

  • The Arrogant, Hard Ball Greenie

    Can ExxonMobil, often criticized for corporate arrogance, and known for its rigid, technology-driven approach, lead in sustainability? This was the provocative focus for this article. Contrasting ExxonMobil's strategy with BP’s more culturally-focused, transparent efforts, I theorised the potential for a company with a strong focus on execution, to drive substantial sustainability outcomes if it shifted its strategy. This reflection highlights a broader industry challenge: while technological innovation is essential, the ability to connect with societal values and maintain flexible open business practices is increasingly crucial to gaining a competitive edge in the complex, value-driven global market.

  • Campaigning Corporations

    This article challenged the widely held assumption that companies can only create value by ‘taking’ it from society. While given the history of corporate behaviour, this is an understandable assumption, there is nothing inherent in the corporate ‘form’ that requires this to be so. It is possible for a ‘campaigning corporation’ to exist, one that pursues value creation for its shareholders not while, but by creating societal value—and then takes a fair share of the financial benefit that results.

  • Doing Business on Purpose

    In this article I argue that companies must redefine their core purpose and success, beyond creating shareholder value - as improving societal quality of life, in turn legitimizing its profit-making. By realigning their mission with societal contributions, companies can establish trust and support, ensuring long-term prosperity. This shift is essential not just for ethical alignment but also for practical business strategy, guiding companies in decision-making and helping them capture a fair share of the value they create.

  • When Will the Citizen Mind Go Shopping?

    Here I delved into the conflicting consumer roles in market dynamics, particularly within the auto industry. I challenged automakers to address the 'citizen mind'—the part of consumers that cares about societal and environmental impacts, distinct from the 'consumer mind' that focused on personal benefits and costs. I argue that recognizing and responding to the citizen mind is crucial for long-term business survival and leadership.

2004

  • Timing is Everything

    This article explored the critical role of timing in business responses to climate change, arguing companies face commercial life-or-death decisions based on when they act on environmental issues. Moving too early may waste resources, but moving too late may miss technological advantages and damage their brand as market laggards. Highlighting the need for businesses to navigate this complex landscape intuitively, I suggested companies stay agile, aware of scientific consensus, and prepare for ‘market-driven’ solutions which could rapidly reshape the industry more effectively than regulatory approaches like Kyoto.

  • Staying in the Game

    This article discussed the evolving motivations within the corporate sector and the need to attract talent passionate about leveraging social value. I challenged traditional views that segregate profit motives from the social goals, advocating for a blended approach in corporate strategy. By recognizing that organizational form doesn't strictly determine behavior, companies can attract leaders who are driven to make a difference, not just a profit. This shift is crucial for companies to remain competitive and attract top talent who prioritize values and societal impact alongside financial success.

2005

  • Creating Sustainable Markets

    The necessity of redesigning market systems to genuinely drive sustainability was the focus of this article. Acknowledging the current failure of markets to address global challenges like climate change and waste management effectively, I proposed specific interventions like global carbon trading and environmental deposits on products. These measures aim to incentivize recycling and reduce waste by integrating sustainability directly into the economic framework, moving past corporate responsibility and into systemic change. This approach requires a fundamental shift in market design to ensure that sustainability is not just an optional corporate strategy but a core element of market functionality.

  • SRI Grows Up.

    I discussed the maturation of Socially Responsible Investing (SRI), urging a clear distinction between activism-driven investment and genuine sustainability investment. Initially, SRI combined these motives, but I argued it’s crucial to differentiate them to fully harness SRI's potential. Sustainable investing not only aligns with ethical values but also promises superior financial returns by focusing on companies proficient in managing sustainability risk.

  • The New White House - Now With Hot Air Bags and Climate Control

    The purpose of this article was to critique the Bush administration's sluggish response to climate change, highlighting a pivotal shift in the global debate marked by the Asia-Pacific Partnership on Clean Development and Climate. This initiative, while flawed, represented a crack in the previous stance of inaction. Recent developments, such as the acceptance of basic climate science by key skeptics and the growing acknowledgment of climate change as a tangible reality, suggest a nearing critical mass in public and political consciousness. These shifts could potentially accelerate action against climate change, driven by a blend of self-interest and growing societal demand.