The word strategy reminds me of another one that is hard to define but you know it when you see it.
So what kind of strategy does a company pursue in these uncertain times?
A time where the gap between opposing views has never seemed wider.
On a recent UN Global Compact webinar Susanne Stormer from PwC said something that stuck with me.
As a company, you should ask yourself two questions:
- Where are you positioned on the climate transition?
- How do you treat your people?
In a decade of talking to managers only one, maybe at a stretch two, have said that sustainability is not an issue for them.
Of these, one was privately owned and did not have to answer to shareholders, and the owner didn’t really believe this climate change thing.
And the other was buried so deeply in the supply chain that no one asked them.
In other words, you can only ignore sustainability if you are invisible.
But if you’re in the game, and the other players are looking at you, then strategy is about position and the next move.
I mean – imagine you’re building a business now.
Why would you build one that’s not sustainable, or that treats its people badly?
Does that sound like a winning strategy?
Handcrafted insight 