Mixed Greens: Green Giants, Green Shoots, Green Lions and Green Whisperers

Two different views of corporate sustainability collided in my inbox last week.

One email said that Freya Williams will speak at the US BCSD/WBCSD/Yale meeting next month. Freya Williams’ Green Giants book argues persuasively that business sustainability and business strategy have to be one and the same, not two competing directions.  She details seven businesses which have created great “win-win” outcomes, companies growing their business by integrating sustainability issues into core business strategy. She offers great examples and lessons, describing these leaders’ “epiphanies” and how those translated into business strategy and process.

A second email came from a friend and former client who now works for a regional service company nearing $1b in annual revenue. The email said:

I am trying to locate an article … directed at the executive level, indicating why they should care about sustainability.  This should probably be old news but in [this] sector that is where we are.  We use a lot of water but are recycling and the conversation about climate change doesn’t have a day-to-day impact (at least not yet)…. [T]he Harvard Business stuff and other articles would almost certainly leave our executives shaking their heads.

That friend is a Green Whisperer, helping to nudge business leaders toward awareness and progress.  That company’s leaders are unlikely to be Green Giants in any foreseeable future.  They are not likely to make game-changing transformational leaps requiring career-threatening courage, unyielding commitment and contrarian tendencies (characteristics Williams cites).

Green Giants are great exceptions but not the norm.  Let’s use reporting as an example.  I certainly don’t think reporting is the definition of sustainability progress but it is an indicator of effort.  Freya Williams points out that “95 percent of the largest 250 companies in the world now [produce] a sustainability report,” but:

Beyond that group, though, the news is less good. First-generation sustainability reporting— the process of reporting on employee turnover, energy, greenhouse gases, lost-time injury rate, payroll, waste, and water is still limited to just 3 percent of the world’s largest 3,972 listed companies and 0.04 percent of the world’s small listed companies.

Thyme_and_Goat_Cheese_Tart_With_Mixed_Tender_Greens_in_Champagne_VinaigretteThe reality of corporate sustainability is that we have to have a lot of different types of “greens”.  We certainly need the leaders, the disrupters, the Green Giants. Let’s recognize, applaud and learn from them. We also need the Green Whisperers. They are not blessed with Green Giants as bosses. They toil in the trenches, trying to move the majority of companies in the right direction.  They deal with the hard truth that epiphany is not an easily-reproducible management process.

We also need Green Lions, who take the lead and charge ahead, leading from the middle.  GM’s John Bradburn is a great example, leading his company’s zero waste effort, driving innovation and material reuse and cost savings all at once.

And we need to nurture the Green Shoots, the game-changing ideas that may take years of hard work, nurturing and perseverance before they start to sprout.  The US BCSD’s Materials Marketplace is a great example. After more than a decade of small experiments in making the circular economy real, the Materials Marketplace is now sprouting in Austin and other locations around the US and winning international attention.

We’re bringing a lot of these different greens together in one big salad bowl, a hands-on session in New Haven next month (June 14-15 2016). We’ll have the perspectives of Green Giants and Green Lions, Green Whisperers and Green Shoots.  We’ll see what they can learn from each other, and what they can create together.  Come join us there, and see what you can get from – and add to – the mix.

[Opinions on this site are solely those of Scott Nadler and do not necessarily represent views of Nadler Strategy’s clients or partners, or those cited in blogs. To share this post, see additional posts on Scott’s blog or subscribe please go to nadlerstrategy.com.]

New home: Nadler Strategy LLC

Dec 2015 LogoI am pleased to announce that my full-time professional home is now Nadler Strategy LLC.

A few years ago, I viewed this possibility with fear and dread.  The idea of “going out on my own” after turning 60 seemed daunting, if not outright crazy.

A great friend helped me focus on what I feared: the risk of no corporate employer, and the loneliness of truly being alone professionally. He helped me look at the opportunities instead of the fears. By managing my projects and platforms as a portfolio, I could reduce the risk substantially.  With the chance to work more flexibly and choose my projects, I could become more closely connected with great colleagues, both old and new.

Now, this is something I’m approaching with excitement. With the turning of the year, I wrapped up a great 20-year run with ERM.  I launched this stage almost a year ago, when I began to work from multiple platforms. Much of 2015 was spent testing, learning and developing new approaches and connections. I found a number of intriguing opportunities beyond the corporate consulting model.  I found I was better connected and less alone than before.

It’s now time to move into that world full-time. I’m looking forward to offering strategy, sustainability, facilitation and coaching services through the Nadler Strategy platform.

I will continue to work from other platforms as well:

Other opportunities and collaborations are taking shape.  I’ll explore those in future blogs and as they ripen. Until then, please feel free to follow me on Twitter or Facebook or visit my web site.

Best wishes for a happy healthy and productive new year.

[Opinions on this site are solely those of Scott Nadler and do not necessarily represent views of Nadler Strategy’s clients or partners. To share this post, see additional posts on Scott’s blog or subscribe please go to nadlerstrategy.com.]

Making connections, missing connections

Coming back from a meeting in New Haven last weekend, I spent several fun-filled hours at O’Hare trying to make my connection. At different times, we had a plane. We had a gate. We had a crew. We had fuel. But it took two hours of delays (and multiple gate changes) to get them all together, along with the passengers, before we finally took off.

The airline hadn’t run out of planes. Or gates. Or fuel – they didn’t go drilling for oil and then refine it; they just finally got the right truck to the right plane at the right gate. The problem was connections: the airline (and airport) making their connections so we could make our connections.

That was the same message I took away from the New Haven meeting, a unique collaboration of the US Business Council for Sustainable Development (US BCSD), the World Business Council for Sustainable Development (WBCSD) and the Center for Business and the Environment at Yale (CBEY). The meeting was about “Collaborating to Achieve Scale” in business and sustainability. Over 100 leaders from business, NGOs, academia and government had intense discussions around substantive issues like water, coastal wetlands, materials and the circular economy, climate-smart agriculture and forestry.

In session after session, the theme of making and missing connections came through. We are not short of challenges, obviously, but we’re not short of technology, ideas, data, enthusiasm or even capital either. What we’re all still learning to do is to connect them up so that the solutions can really take off.

In some areas, there is real progress. The Materials Marketplace platform is designed specifically to make connections, in this case between businesses with waste streams and businesses who can use those wastes as feedstock. The Water Synergy Projects are designed to connect entities who use water, those who depend on it, those who regulate it, all within a cohesive geographic area. Sustainable Forestry is bringing together partners from up and down the value chain. Energy Efficiency in Buildings is moving into a second phase, focusing on more replicability to achieve scale. Emerging projects like Climate Smart Agriculture are all about making the right connections across multiple industry sectors as well as government and NGOs.

In those and other areas, there’s still a lot to do. Finance is a particular challenge. The people with capital to invest, the people with capital already at risk, and the people impacted by both problems and solutions are just beginning to find ways to connect. And we’re learning that in some cases, we may be chasing the wrong people, trying to connect with sectors that may not be ready to participate in solutions yet. So there are delays and missed connections and frustrations.

There’s a lot to harvest and share, both about content areas and around cross-cutting issues of finance, technology, communications and policy. But above all, great platforms like last week’s meeting provide real hope about making more of the right connections.

Scott Nadler is a Senior Partner at ERM and Program Director at US BCSD. Opinions on this site are solely those of Scott Nadler and do not necessarily represent views of those quoted or cited, ERM or its partners or clients, or US BCSD, its members or partners.

To share this post, see additional posts on Scott’s blog or subscribe please go to snadler.com. I also invite you to follow me on Facebook or Twitter.

The better-than-Circular Economy: The Spiraling Economy

The circular economy is all the rage. It’s a great concept that’s been evolving for years. It even got a shout-out last week in the Pope’s encyclical letter on climate change and the environment, which noted the need for “a circular model of production capable of preserving resources for present and future generations.”

Ironically, the powerful “circular economy” label obscures one of the most crucial potential benefits of the concept: you don’t have to end up back where you started.

From an environmental perspective, a circle is a powerful metaphor: a closed loop, in which resources are not spewed out as waste or pollution, and new resources don’t need to be dragged in. The notion that one company’s waste can be another’s feedstock is hard to argue with. It’s a great way to reduce waste, and hopefully energy, toxics and water use as well.

From an economic perspective, though, a closed loop is a stagnant mess, unlikely to survive for long. And from a social perspective, a closed loop is a disaster, a fixed-sum game which creates only the dismal choices of either retaining locked-in inequities between the rich and poor, or seeing disruptive redistribution of that fixed sum.

Fortunately, the circular economy is really a misnomer – a great concept “brand” but inaccurate. Much of the work on circular economy shows the potential to generate more economic value and growth without increasing environmental burden (hopefully even reducing environmental burden). Reuse is spawning innovation in both materials and design. More value is generated from a given unit of mass.

From an environmental perspective, the flow is circular. From an economic and potentially social perspective, the flow is upward. The result? You have a spiral, not a circle. Each time you close the loop, the accumulated net value has gone up.

That’s what we really want: an upward spiral, where each environmental cycle creates more value.

How do you create a spiraling economy? By encouraging:

  • Efficient markets that can quickly match generators of “available materials” (formerly known as waste) and potential productive users of those materials
  • Broader markets that can draw in a much wider range of both generators and users, creating more opportunities for higher-value reuse, even when partners are physically distant
  • Colocation of generators and users, creating both environmental and economic leverage through reduced transportation and increased local economic multiplier effects

That all takes hard work. Fortunately, a lot of people are doing that hard work. It’s happening at the local level, in projects like the Austin Materials Marketplace and ROC Detroit. It’s being scaled up to the national level through the National Materials Marketplace jointly sponsored by the US Business Council for Sustainable Development (US BCSD), the World Business Council for Sustainable Development (WBCSD) and the Corporate Eco Forum.

Want to know more, share what you know, catch up with latest and help figure out next steps? Join the US BCSD, WBCSD and the Yale Center for Business and the Environment for a unique working meeting in New Haven July 16-17.

[Scott Nadler is a Senior Partner at ERM and Program Director at US BCSD. To share this post, see additional posts on Scott’s blog or subscribe please go to snadler.com. Opinions on this site are solely those of Scott Nadler and do not necessarily represent views of those quoted or cited, ERM or its partners or clients, or US BCSD, its members or partners.]

Sustainable Platforms: Launching the next stage

Welcome to our new world of multiple platforms. One professional platform no longer needs to fill every need.

Many of us working in sustainability at this stage (I’m 60) find ourselves with lots of experience and interests – more than fit in any one role. My friend Chuck Bennett and sustainability recruiter Ellen Weinreb explored this challenge well in two articles last fall talking with a half-dozen of us “sustainability veterans”, including tips for “sustainability veterans who won’t quit”. There are other things we want to do professionally. At this point in our lives, we don’t want to delay getting on with them. I’ve gotten a lot of signals in my personal life recently that have reminded me forcefully not to put this off.

US BCSD logoSo effective today, I have a new platform. I am Program Director (part time) with the US Business Council for Sustainable Development. US BCSD is “an action-oriented and member-led nonprofit business association that harnesses the power of collaborative projects, platforms and partnerships to develop, deploy and scale solutions to ecosystems, energy, materials and water challenges.“

Oversize logoBut today I am also delighted to remain a Partner at ERM, a leading global provider of environmental, health, safety, risk and sustainability services. In fact, that remains my day job and my main platform. I will continue to provide corporate clients with help in strategy and management for environment, health and safety (EHS); and in linking sustainability issues more closely and effectively with their business. I look forward to continuing to serve my clients there.

And today I continue a lively conversation with a number of close friends and respected colleagues working in academia, in the investment community, and elsewhere using private means to achieve public ends. They are creating fascinating and hopefully sustainable platforms like Gastameco and its “innovative projects in the field of social housing” such as its We Crociferi development; or Co-Creation Ventures and its Stock Pot Malden “culinary incubator and commercial kitchen”.

I want this next stage to be the culmination of my professional life, not an epilog. For 40 years I’ve worked in the public-private frontier, in one way or another. For 40 years, I’ve helped drive change, hopefully in productive and constructive ways. For 40 years, I’ve worked in different aspects of strategy and management, economic development, and sustainability. Now, I want to pick and choose more of how I work on those issues. I want to apply everything I’ve learned. I want to keep learning.

In the long run, will this strategy of multiple platforms help drive more progress in sustainability? Will this mix of multiple platforms prove sustainable, personally and professionally?

I invite you to learn with me, by following these organizations, or following my journey on this blog or on Twitter.

[Scott Nadler is a Senior Partner at ERM and Program Director at US BCSD. To share this post, see additional posts on Scott’s blog or subscribe please go to snadler.com. Opinions on this site are solely those of Scott Nadler and do not necessarily represent views of those quoted or cited, ERM or its partners or clients, or US BCSD, its members or partners.]