Allowing Value to Focus the Sustainability Conversation

With an extremely wide range of perspectives and view points of the world, it might seem crazy to think a common definition or framework of ‘sustainability’ could ever be defined. Add to that, personal beliefs and business operating philosophies, and the conversation continues to expand.   However, our sustainability consulting believes that the point of convergence in the personal and business sustainability conversation begins and ends with value.

From a business context, the realities of increased business risk, increased cost or the loss of revenue, often narrows the discussion of business sustainability pursuits. When sustainability concepts are directly applied to specific areas of concern in current business processes and practices, the value of sustainable action is then seen in tangible results.

The ability to transcend lagging business sustainability measures to a pursued value can often differentiate an innovative organization from the rest of the pack. This forward looking definition of value can:

•    Define the company as a sustainable and profitable business.
•    Define the company as a sought after business partner.
•    Define the company as a stable investment opportunity.
•    Define the company in the marketplace as a technological or business sustainability thought leader.
•    Define the company as an adaptive organization and a facilitator of business sustainability change.

By taking proactive measures, companies like Wal-Mart and IBM are already addressing the future business sustainability risks and market changes that will directly impact business profitability. But, what can small businesses do without the broad based supplier relationships of the larger organizations?

Most of the companies we work within our sustainability consulting practice represent the larger population of businesses that lack the supply chain stroke of a large buyer like Wal-Mart. Without this tremendous influence to modify supplier behavior through pure necessity, we find many businesses have to bring their supplier stakeholders to the table before setting supplier guidelines and procurement policy. The trick to getting all parties on board? Creating mutual value.