By Daniel Aronson. While there are myriad perspectives on sustainability and corporate responsibility, each with its own unique value, I often find myself focusing on sustainability’s operational aspects: what can we do to increase the pace at which belief in sustainability translates into concrete actions that benefit the environment, society, and business? To me, a key question is how we get more done, how we "hard wire" sustainability into the way businesses operates.

There was a hole in the system. We needed a standard. A universal standard makes it easier to focus on real impact; to allow everyone to get on with manufacturing their next generations of goods and services. To allow the whole industry to move forward.

Robert K. Merton, the giant of modern sociology, coined the term the Law of Unanticipated Consequences. He identified two types of consequences: intended, or what he called […]

Over twenty years ago, I was talking to a pharma VP who was in charge of their medicine donation programs in Africa. He was lamenting that […]

Previously, we discussed Submerged Value and made a point of noting how significant a chunk of the total value of sustainable actions it represented. We closed […]

Intelligence, Issue #19. A laser focus on what works: that's what we need in our sustainability leaders. There's no time for low-value actions. The powerful forces determined to hold the status quo on climate have found what works for them. We are the white hats and we must do the same.  To win we need leaders using scientific rigor and method to find what is most likely to actually work, then to drive only those actions forward. We're the posse and they have a head start. Finding what works is possible and nothing less will do. Here's my take on approaching sustainability projects and problems with rigor. Please let me know what you think.

From Valutus Sustainability R.O.I. #18 Rigor: Part 1 Consider that the first Econ laureates, in 1969, were recognized for “applied dynamic models for the analysis of economic […]