_______________________________________________________________________________________ Sustainable progress own C-suite executives , managers , and team leaders for direction . While this internal focus fosters alignment , it also underscores the need for robust leadership training in sustainability . An intriguing paradox did come to mind as it relates to US firms ’ leadership . While leadership perceives their companies as having advanced operational roles , those responsible for implementing the vision see things differently . Leadership was twice as likely to rate their sustainability agenda as advanced when compared to operational roles ; bridging this perception gap is essential for effective execution .
The next steps
To achieve meaningful progress , sustainability cannot be considered through the siloed view of the sustainability team – it must be a topic that more formally involves all departments of an organization . A few topics to consider as a punch list :
• Take action to quantify sustainability risks and incorporate longer term ESG macro trends like the long-term impact of global warming into their strategy . This will be essential to ensure business models are fit for purpose , allow firms to achieve sustainability goals , and ensure they have the right governance structures in place .
• Invest in technology to drive decision making . Greater automation and visibility across sustainability metrics will be crucial to inform portfolio decisions , manage external communications , ensure greater regulatory compliance , and facilitate supply chain improvements .
• Consider involving external stakeholders more effectively to drive progress and accountability . More effective stakeholder management can be maintained by actively collecting insights into customer preferences , and collaboration with suppliers can drive greater innovation .
• Acknowledge that the success of any sustainability strategy depends on the capabilities of the individuals delivering change . Continuous improvement in employee wellbeing , role-specific sustainability training , and KPIs are essential for sustained progress .
As American businesses continue their sustainability journey , understanding regional disparities and investing in training are critical . By empowering employees at all levels , fostering supplier engagement , and aligning leadership perspectives , US companies can truly shape a sustainable future , one decision at a time . As industry leaders , we have a oncein-a-lifetime opportunity to build a legacy of responsible cross-border business practices that leave our world in a better place . ■
Chetan Rangaswamy www . bearingpoint . com
Chetan Rangaswamy is a Partner at management and technology consulting firm , BearingPoint . Chetan has more than 20 years of industry and management consulting experience helping clients in developing corporate strategies , delivering complex operations and procurement optimization initiatives , implementing operating model improvements , and securing cost savings .
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