Author name: EMCP

By Jan-Peter Schacht, Business Advisor in change and sustainability management Why? Because sustainability, understood in all its complexity, will give every company substantial and economic security for its continued existence over the coming decades. Unfortunately, sustainability is increasingly being seen as regulatory nannying rather than as an entrepreneurial necessity. Many companies in all industries have already proven that it is possible to be economically successful as a holistically sustainably operating company. However, this requires an intensive and serious examination of sustainability from a systemic point of view. What are the success factors? Various studies have empirically identified a range of success factors. The first thing to look for is a definition of sustainability that is jointly supported by management. This exercise may sound trivial, but it is the actual “entry ticket” to the complex world of sustainability. A vision and long-term goals should then be defined on this basis. Ideally, a so-called “purpose” definition should be developed. It becomes clear that sustainability, when properly understood, manifests itself in the form of societal, social and economic relevance, which, above all, has an ecological impact. Training and developing a certain basic understanding of the broad concepts of sustainability considerations are also essential, as it is the employees and managers who must successively ensure that the company positions itself more sustainably in its processes, its products and with its stakeholders. After one or more sustainability frameworks have been selected, a roadmap is developed that describes the next few years of implementation, with relevant adjustments. A business case is described to make the change economically viable. It is imperative that this shows that the change will initially cost money in the first few years. At the management level, a management culture will have to be established that rewards and incentivizes sustainability and, above all, promotes innovation. Innovation, combined with collaboration with all stakeholders, is the key to a successful transformation. © Jan-Peter Schacht What should not be done? The change to a more sustainable company must be seen as a journey that never ends. There will never be a state of 100% sustainability in the scientific and operational sense. Patagonia, which is considered one of the most sustainable companies, announced this consideration in 2023 in a remarkable social media post, thus inspiring reflection. Haste is also to be avoided. A reference to all the colorful UN SDGs on the homepage, an electrification of the vehicle fleet, solar panels on the roof and beehives in the garden do not make a company sustainable. This is greenwashing or, as it is called in relation to the UN SDGs: green rainbowing. What can be achieved and why is it important? By gradually positioning itself to work, produce and have an impact in a more sustainable way, the company will be better prepared for the future and more stable. All parameters are currently set up in such a way – and this will not change – that only companies that are sustainably positioned will survive in the long term. These are the requirements of banks and insurers, legislators and, last but not least, all other stakeholders: employees, customers, suppliers and all social groups. All of them expect a comprehensible and well-thought-out orientation towards more sustainability in the short or, at the latest, long term. Ultimately, it should also be the motivation of every entrepreneur to position themselves more sustainably in the long term in relation to their environment and society. How should you proceed and what are the benefits? In addition to considering the success factors mentioned above, it is advisable to develop a sustainability agenda. This forms the basis for internal and external communication with all stakeholders. It is the foundation for financial reporting and ensures transparency in banking communication. After intensive discussions at the management level, the vision, purpose and long-term sustainability goals are formulated in the sustainability agenda. These are broken down operationally and governance is adapted accordingly. In addition, the communication content is formulated, which explains the change internally and externally. A sustainability agenda is thus the framework that describes the change over the next few years and details the content of the change in a comprehensible way. What should not be expected? The transformation to a sustainable company will never end and should therefore not be seen as a classic project in which success comes quickly. Success will come in stages, but these may be interrupted by setbacks. The transformation will require money, time and intensive discussion. No change in recent decades has been so complex. The many success stories of companies that have embarked on this journey show what is possible. However, the most important message is that companies that adopt a more sustainable approach can and will be economically successful. About the author: Jan-Peter Schacht is an internationally experienced consultant, project manager, interim manager and business advisor. He has been advising small companies through to major international corporations in various industries on change and sustainability management for over 28 years. Find out more about Jan-Peter Schacht here . Externe Links, die auf Seiten außerhalb des Web-Angebots von EMCP führen, sind mit dem Symbol gekennzeichnet. Weitere Informationen: Datenschutzerklärung.