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US INSIGHTS
The objective: Embed sustainability into the core of business strategy and operations
US Insights Introduction All Local Insights Global Insights
Lay the Foundations Set the Plan Enable the Change
Sustainability must be a critical strand of business strategy, motivating the transformation of operations and business models, and ensuring all opportunities are evaluated through a sustainability lens. We set out the key areas of action that leaders should focus on to accelerate their sustainability journey.
01. Lay the Foundations: Embed sustainability into leadership capability and culture
Making progress on sustainability is in large part a matter of leadership capability and culture. To drive sustained action, organizations must build a robust talent management framework that embeds sustainability into how leadership talent and reward decisions are made as well as how the leadership team operates.
Selection and Succession |
Rewards |
Development |
Disruptive Talent Investments |
Team Effectiveness |
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Ensure boards and CEOs apply sustainable leadership potential and track records as key criteria when selecting leaders. |
Integrate sustainability into the objectives, incentives, and remuneration of CEOs and other executives. |
Make sustainable mindset and leadership attributes a core focus of leadership development and crucible experiences. |
Make long-term disruptive investments in talent and leadership. This may require creating new positions or investing in new tools. |
Invest in understanding the expectations, priorities, and personalities of your leadership team to harness their collective capabilities in service of sustainability. |
02. Set the Plan: Connect sustainability priorities to the core
Who is on your board matters. Having board members with experience in driving sustainability-related transformations is hugely valuable. Not all board members need to be experts in the space, but a diversity of perspectives across the group that is relevant to the sustainability issues at hand, is a must.
Connect to the core |
Drive for value creation |
Engage the board |
Get specific |
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Orient your sustainability strategy around your company’s core business and areas of current or future competitive advantage. |
Begin with impact reduction but strive for goals that create added value both commercially and environmentally or socially by offering new solutions for entrenched problems. |
Ensure the board has an active stake in setting priorities and a clear role in achieving them. |
Translate enterprise-wide sustainability goals into concrete actions and measurable objectives that leaders and employees alike can feel in their day-to-day work |
03. Enable the Change: Communicate and build employee engagement
The sustainable mindset: purpose-driven belief that business is not a commercial activity divorced from the wider societal and environmental context in which it operates. Culture analytics are crucial: Traditional engagement and culture survey methodologies often produce flawed results which are overly positive and unable to reveal substantive, high-impact issues. New and more sophisticated culture analytics are able to reveal beliefs, experiences, and behaviors at a much sharper level of contrast. To drive a sustainable transformation, this level of clarity is crucial for leaders.
Measure culture and engagement |
Center on your people |
Tap into employees for innovation |
Engage employees strategically |
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Go beyond typical engagement surveys and use advanced culture analytics tools to get a deep scan of how connected employees really are to the organization’s purpose and whether the right behaviors are manifesting in the organization. |
Make “people” central to communications and engagement strategies; consider bottom-up not top-down approaches to mobilizing employees. |
Ensure you are leveraging the diversity of perspectives and solutions that employees of all backgrounds, and across the networks, can provide. |
Achieving strategic goals (sustainable or otherwise) is significantly harder without an engaged workforce. Pay particular attention to issues of diversity, equity, and fairness – and don’t fall into the trap of managing perception; instead, identify and tackle the root causes. |
Survey Results for Viewing and Downloading
Survey Results for Viewing and Downloading
Macro, micro and “me” priorities
What are the most-critical environmental, social and economic divides that leaders should solve?
Leadership + Culture = Impact
Do leaders have the skills they need to pivot their organizations towards a more sustainable future?
Macro, micro and “me” priorities
What are the most-critical environmental, social and economic divides that leaders should solve?
Leadership + Culture = Impact
Do leaders have the skills they need to pivot their organizations towards a more sustainable future?
About the Study
The business case for sustainability is undeniable. Leaders who bridge the divides that threaten our global societies will yield significant triple-line dividends.
In a major global survey C-suite executives, next-gen leaders and employees, we reveal how leaders can grasp this opportunity:
- What are the environmental, social and economic divides that leaders should solve?
- How ready are leaders to advance the sustainability agenda?
- What actions should leaders take to deliver lasting value for people, planet and profit.
In the United States, study was conducted with 1,162 employees and next-generation leaders and 92 C-suite leaders from April 16 to May 12, 2021.
