What now?Resources vs. resourcefulness—Part 1/3

Welcome to The Road to Sustainability Weekly Reviews—Sustainability approaches and strategies #14: "What now?Resources vs. resourcefulness—Part 1/3"

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Dear friends and colleagues,

This is the first part of a series I wanted to publish for a long time: "Now what?".

A little more than a year ago, I wrote the successful series "Build a resilient and responsive organization " that led me to launch the Road to Sustainability initiative.

It included three interconnected phases to reach the innovation loop: priorities and perspectives, sustainability and adoption, and performance and outputs.

This special series is the subject of an upcoming playbook that will be released by the summer. But before and for this month, I'd like to explore the feedback from the reality we are witnessing:?the various conflicts around the world, people's strength, and courage over the last month have inspired me to re-investigate the nature of sustainability, resilience, and the confusion we are evolving in.

As insecurity is here to stay, and the complex and unprecedented brew of environmental, social, and governance market, and technological trends, we ought to focus on the setbacks that are happening and define the ways out:

• It is never a question of resources, it is always a question of resourcefulness: investing in sustainability can serve as a risk management tool as well as a driver of innovation. Redesigning products to meet environmental or social standards opens up new business opportunities. Now what?—Part 1/3, this week’s edition.
• We should study what causes sustainability, not instability. Instability is the default:?traditional business models seek to maximize shareholder value, often at the expense of other stakeholders. Sustainable businesses are redefining the corporate ecosystem by creating value for all stakeholders, including employees, shareholders, supply chains, civil society, and the environment. Now what?—Part 2/3
• Companies can’t imitate other ways to sustainability because they can only copy the effects, not the causes: much of the strategic value of sustainability stems from the need to communicate with and learn from key stakeholders regularly. A company with a sustainability agenda is better positioned to anticipate and respond to economic, social, environmental, and regulatory changes as they occur through regular dialogue with stakeholders and continuous iteration. Now what?—Part 3/3

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?? Summary

1. Weekly commentary, The Problem As I See It “Now what?—Part 1/3: resources vs. resourcefulness” April 03, 2022 week #14
2. This week by the numbers: climate change highlights and critical data
3. Clara Miller on the invisible architecture and rules of the economy, podcast series, resources, and archives
4. Get updates : Join over 21,000 investors, founders, policy-makers, and academics.
5. Information

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1. Weekly commentary, “Now what?—Part 1/3:?resources vs. resourcefulness”?April 2022 week #14

“As organizations move from an initial pandemic response to a sustainable game plan, they increasingly need to anticipate, strategize, plan, and execute at startup speed.”—Yael ?

Preamble

We must all move together on the road to sustainability transformation. And if you're reading this, you've already taken the first steps on that journey.

[Extract from our “Build a resilient and responsive organization”, Part 1]—The imperative is to build more resilient, flexible, and responsive organizations where resources, operations, and processes can sense and accompany change. The imperative is to start with a flexible organization and operational excellence.

Yet, we’ve learned that elevated risks essentially drive uncertainty on many fronts. We can organize the current critical situation into these categories:

1. Technology, including cybersecurity,?AI governance, data privacy, and trust.
2. Economy, including policy risks, international challenges, the political landscape, uncertainty, trade, productivity, and growth.
3. Society, including increasing inequality in many countries, the future of work, cohesion, diversity, and inclusion.
4. The planet?including global challenges such as warming, clean water, and plastics.

Resources vs. resourcefulness: focusing on increasing the system's overall efficiency

[Continue reading on Sustainability Insights ].

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2. This week by the numbers: climate change highlights and critical data

2.1—Recommended articles of April 2022, week #14

• Decision-making:?“Effective directors. The Right Questions to Ask” by Tony Fish + comments in threads below the post—[Read it on LinkedIn ].
• Sustainable finance:?“The Triple B Framework: A Lever of Change” by Gillian Marcelle + comments in threads below the post—[Read it on Linkedin ].
• Climate change:?The ISSB delivers proposals that create a comprehensive global baseline of sustainability disclosures—[Read it on ISSB ].

???Get the weekly curated list of news and highlights about climate change, sustainable finance, regulation, ESG, and more?in your inbox every Wednesday .?To make sure you receive this upcoming Wednesday's lead topic:?“A crucial transition, insecurity, snafus, and?a new series of insights—Now what?”—Week 14, 2022. Subscribe?here .

2.2—Data of the world, and?CO2

World Population Clock: 7.9 Billion People (2022):

• About 9.2% of the world, or 689 million people, live in extreme poverty on less than $1.90 a day, according to the World Bank. In the United States, 10.5% of the population — 34 million people — live in poverty as of 2019—[More on Worldvision ].
• Nearly one in three people in the world (2.37 billion) did not have access to adequate food in 2020?– that's an increase of almost 320 million people in just one year—[More on U.N ].

CO2 levels as of?April 3, 2022 = 420.63 ppm, a year ago = 421.21 ppm CO2 in air,?—[More info here] .

? Please consider sharing climate change critical data with your community by forwarding this email or tweeting?this .

? Please consider sharing climate change critical data with your community by forwarding this email or tweeting?this .

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3. Our media channels, resources, and archives

Every week, I share a newsletter, a blog, or an article of friends and colleagues that I think is worthful. Glad to get your feedback.

3.1—Clara Miller on the invisible architecture and rules of the economy

Clara Miller on addressing what public companies should be telling investors about their operations and their products and the shared responsibility.

Thank you Clara Miller for this great conversation and for providing such meaningful insights.

Clara Miller speaks, writes, and advises on investing and finance in the social sector. She is President Emerita of the Heron Foundation, which she led from 2011-2017. Prior to assuming Heron’s presidency, Miller founded and was President and CEO of Nonprofit Finance Fund from 1984 through 2010. Miller was a board member and on the Executive Committee of the Sustainability Accounting Standards Board (SASB) from 2014 to 2019 and now serves as an outside committee member.

? Please view the discussion with Clara on our YouTube channel:?“Ask the experts .”

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3.2—Our media series, stay updated

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5. Information

???The IEEE Global Artificial Intelligence Systems (AIS) Well-being Initiative ?is an IEEE program whose purpose is to ensure every technologist is educated, trained, and empowered to prioritize ethical considerations in the design and development of autonomous and intelligent systems. The Initiative is global, open, and inclusive, welcoming all individuals or representatives of organizations dedicated to advancing technology for humanity. Please reach out to me directly to learn how to join the Global Artificial Intelligence Systems (AIS) Well-being Initiative team.

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Disclaimer

The Road to Sustainability? is an initiative by?Nevelab Technologies ?and is circulated for informational and educational purposes only.

Nevelab Technologies Research utilizes data and information from the public, private and internal sources, including data from actual Nevelab open data access. While we consider information from external sources reliable, we do not assume responsibility for its accuracy.

The views expressed herein are solely those of Nevelab Technologies as of this report's date and are subject to change without notice. Nevelab Technologies may have a significant financial interest in one or more of the positions, securities, or derivatives discussed. Those responsible for preparing this report receive compensation based upon various factors, including, among other things, the quality of their work and firm revenues.