Archive for the ‘Business & Economics’ Category
The sustainable virtues of slow brand
This may be the first and only time you see the words “cathedral thinking” and “slow brand” used in the same sentence. Allow me to explain.
Last week I heard New York Times journalist Andrew Revkin refer to cathedral thinking as he spoke of his reporting on the daunting ecological challenges that confront us all. The effort needed to prevent the worst from happening will take enormous long-term commitment. The kind that compelled generations of humans past to build great religious monuments over decades, even centuries, knowing they would never experience the full fruits of their labor.
Gaudi Cathedral
I think of the Gaudi Cathedral in Barcelona, whose construction began in 1882 and continues today — 127 years later and 83 years after the death of its famed architect Antoni Gaudi.
I suppose only someone like me would ponder branding as Revkin spoke. I jotted down on my notepad the words slow brand. I had never seen or heard those two words used together, although a subsequent web search shows at least one blog by the name.
There are emerging slow food and slow money movements, but no slow brand movement. That’s understandable. Who in business wants “slow” to describe anything about them?
Painstakingly constructing a cathedral is no metaphor for how most companies and their brands are built. In the hyper-competitive world of business, speed is of the essence. We don’t know where we’re going, but we’re going there fast. We want a brand — stat!
Fast brand, slow brand
Companies that embrace the principles of sustainability will quite naturally take their foot off the accelerator. Sustainability requires a fundamental restructuring in how we conduct business. By holding itself accountable for the environmental and social impacts of its actions, a sustainable business doesn’t take shortcuts to success.
How we build our company brand matters. Weak ones are little more than facades. At best their value is aesthetic. Good ones are strong foundations. They allow businesses to stand the test of time because they’re solid, substantial, dependable, built with a sense of purpose and a whole lot of sweat equity. For me this describes slow brand — not a type of brand, but an approach to building a brand that gains strength over time.
How does slow brand compare with fast brand? Let me take a crack at drawing some distinctions:
- Fast brand is led by marketing. Slow brand is led by mission. Fast brand is isolated to marketing. The rest of the company pays it little or no attention. Slow brand supports the mission of a company, its reason for being. Just as a mission’s accomplishment requires an entire company, so does the building of a brand.
- Fast brand is how we look. Slow brand is who we are. Fast brand is obsessed with appearance: cool, innovative, powerful, smart. Slow brand is committed to substance. Integrity matters above all.
- Fast brand is a promise communicated. Slow brand is a promise fulfilled. Fast brand reduces itself to messages delivered by creative marketers. Slow brand knows a company’s actions speak louder than its words.
- Fast brand is purchased. Slow brand is earned. Fast brand loves media plans: broadcast, social, print. It works inside-out. Slow brand loves satisfied customers, employees and other stakeholders. It works outside-in.
Putting the CEO in charge
The longer I work at the intersection of branding and sustainability, the more convinced I am that brand ownership cannot be left to a marketing team. Ultimate brand responsibility must rest with the CEO. This is especially important for a business that’s making sustainability a brand cornerstone — a so-called sustainable brand. Stating a commitment to sustainability heightens the expectations of a company’s practices. And only the CEO is positioned to ensure every employee fulfills the promise of sustainability inherent in the mission and brand.
If your business is striving for sustainability, you know the transition won’t happen overnight. It will take concentrated effort over a long period of time. You may not be building a cathedral, but it may help to think you are.
Tags: Andrew Revkin, cathedral thinking, fast brand, Slow brand, slow money, Sustainability, sustainable brand
Posted in Business & Economics, Climate Change, Communications, Marketing, Sustainability, Uncategorized | 1 Comment »
A question we’re not trained to ask
What is enough?
Good question. And one businesspeople rarely consider. I asked Massachusetts-based consultant Jen Cohen why.
Because you are trained to ask ‘How do I get more?’ You are not trained to ask the question (of enough). Success in business has historically meant constant accumulation. So why would you ask ‘What is enough?’ It is a heretical question, in the frame of Wall Street or the current business model. We need a model where there is room for that question.
Cohen and her business partner Gina LaRoche co-founded Seven Stones Leadership to help businesses and individuals explore the question of enough. They base their practice on the principles of “sufficiency,” an emerging area of consulting that proves to be a natural complement to sustainability.
Jen Cohen
I’ve had the good fortune of working with Cohen and LaRoche, both as a branding consultant and a client. I’ve learned that sufficiency, like sustainability, defies easy definition. LaRoche comes at sufficiency from multiple perspectives: “It’s a practice. It’s an inquiry. It’s a way of life. A challenge, a business model.”
Author Lynne Twist inspired an ongoing conversation on sufficiency with her 2003 book, The Soul of Money. Writing from 20 years experience as a successful fundraiser for nonprofits, she lays bare the myths of scarcity that most of us tell ourselves: there’s not enough, more is better, that’s just the way it is.
Cohen sees these myths play out daily in her work.
There’s not one person who comes into my office and tells the story about how sufficient they are. Not one person. The story that every single person who comes into my office tells is how they are swinging on the pendulum between inadequacy, not having enough, and excess.
Gina LaRoche
LaRoche says businesspeople avoid the question of enough as they do many tough questions. It comes down to what LaRoche calls “the diffusion of responsibility” prevalent among organizations. We tell ourselves, LaRoche says, “That’s not my problem. There’s someone else in charge. Someone else who can make that decision.” All the way up to the CEO who defers to the board.
The scarcity in sustainability
The language of the sustainability movement is often couched in terms of scarcity and excess: not enough clean air and water, not enough forested land, too much carbon pollution, not enough political will.
It isn’t a myth to say we live on a planet with finite resources. But that’s not the whole story, according to Twist. “Abundance is a fact of nature,” she writes. “It is a fundamental law of nature, that there is enough and it is finite.”
Seeing the world as abundant and finite, we revere the earth’s limited resources and pledge to manage them in a way that does the most good for the most people. From a mindset of scarcity, businesses and individuals believe there’s not enough for everyone. And may the fittest survive.
In a self-fulfilling act, the scarcity mentality drives us to make and consume more to be among the survivors, ensuring there indeed won’t be enough for all.
Marketers routinely capitalize on the pervasive sense of scarcity: Act now, supplies won’t last! Harvard marketing professor John Quelch is one proponent: “Creating the illusion of scarcity can be a smart marketing strategy.”
Valuing depth in business
Many companies are struggling with the loss of revenue, customers and employees as the recession wears on. If scarcity is our default setting, most businesses are in default mode right now.
One way to flip the switch is to imagine what operating a business from a sense of abundance, of having enough, of being enough would be like. Cohen says it would be fundamentally different. You would no longer privilege breadth or expansion, or be ruled by the axiom “if you’re not growing, you’re dying.”
I would say in a sufficiency model where the infinity rests is in depth: depth of richness, depth of interdependence, depth of creativity, depth of serving people. You can stay in the infinite possibility of your work making a difference in the world, or your work reaching people or your work mattering or your business mattering.
The practice of sufficiency works hand-in-glove with sustainability. Those of us striving to operate our businesses sustainably will not succeed if our constant guide is the experience of fear, scarcity, not enough. Even if I’m wrong, what’s the point of joyless sustainability?
So what is enough? Twist answers, “Each of us determines that for ourselves, but very rarely do we let ourselves have that experience.”
What better time than now?
Tags: Gina LaRoche, Jen Cohen, Lynne Twist, scarcity, Seven Stones, sufficiency, Sustainability, The Soul of Money, what is enough
Posted in Business & Economics, Communications, Consumerism, Marketing, Sustainability | No Comments »
How to emerge green and ahead after recession
Making the business argument for going green can be tough even in the best of times. Trying to make it during the Great Recession? Forget about it.
Or so goes the conventional line of thinking.
Consultant Andrew Winston, author of the popular book “Green to Gold,” wants you to believe otherwise. He makes his case in his new book, “Green Recovery: Get Lean, Get Smart, and Emerge from the Downturn on Top.”
Winston writes:
This book presents an optimistic view of what green can do for your company in hard times.
Optimistic, yes. And realistic. Winston knows the recession has knocked businesses and their customers back on their heels. There are few companies today with the financial wherewithal or stomach for large-scale sustainability initiatives.
So what’s a company to do? Winston has plenty of suggestions. His small book reads like a how-to guide for businesses, with easy-to-digest lists of pragmatic reasons and low-cost methods for becoming more sustainable.
Focusing scarce resources
He offers four broad recommendations and organizes his book around them:
- Get lean: You can generate savings fast by reducing energy costs and consumption in your buildings and facilities, data centers, distribution operations, employee travel and by reducing and recycling waste.
- Get smart: Collect data on your environmental footprint, internally and across your value chain, and make it available to the people who can best use it to create change.
- Get creative: Creativity is free. And green innovation is what will set you apart as your competitors stand still. Ask “big, heretical questions.”
- Get (your people) engaged: Winston says, “In these times of low morale, and perhaps because of the stress of harder economic conditions, many people want more meaning at work. A green focus will both engage and inspire your people to keep going through tough times.”
Reducing your environmental footprint now can create advantage over your lesser-prepared competitors. Before long, however, you and your competitors will have no choice. Powerful forces remain at work even as the current 
economy struggles and squeezes profits. Chief among them are climate change and constraints on natural resources and nonrenewable energy.
In his conclusion, Winston writes:
As hard as it may be to imagine, green pressures will force even larger, more sustained changes in business than current economic pressures. We’re talking about a fundamental shift in how the world works.
Application to smaller businesses
Most of Winston’s examples are from larger companies. I asked Winston in an email whether his recommendations work equally well for smaller businesses.
In short, yes, all of these strategies and tactics apply very well for smaller companies. In fact, smaller enterprises may feel more strain on cash flows and need to get lean even faster. The one caveat is whether any capital is available for investment in environmental improvements.
Winston recommends setting aside a portion of planned capital expenditures for environmental priorities, such as energy reduction. He also says smaller businesses may have the advantage when asking the heretical question. “Arguably smaller companies will be less tied to the status quo and more able to foment disruptive change,” he told me.
And what about Social Recovery?
I also asked Winston why he only briefly mentions the social dimension of sustainability.
Part of the answer is based in my expertise and focus. Another is that the ideas for getting lean as a way to fund a Green Recovery need to be focused on quick paybacks, and those types of initiatives tend to be more environmental: saving money on facilities, on IT, etc. It’s harder to pursue the social agenda as a cost-saving path…That said, many companies are building strong brands by hitting themes of transparency, responsibility and corporate citizenship.
Winston comes off as a pragmatist with deep concerns about the environment and the readiness of business to deal with what’s ahead. And for good reason. A new study of 1,500 corporate executives finds only 30 percent of companies have developed a clear business case for sustainability. Another recent study of major U.S. businesses concludes:
The current state of corporate environmental policy and management is surprising, perhaps even shocking.
Seizing the opportunity
Looking past the woeful business response to our environmental challenges lies a classic business opportunity. Iconic environmental businessman Paul Hawken, speaking in Portland, Ore. this month, asserted: “There’s no such thing as bad news about the environment, only information.” And in that information lies the makings of commercial success for those paying attention.
Winston sounds a similar theme.
Some companies that had a weak commitment to sustainability may be pulling back now. What a great opportunity to lead.
Tags: Andrew Winston, Great Recession, Green Recovery, Paul Hawken, Sustainability
Posted in Books, Business & Economics, Climate Change, Sustainability | No Comments »
Don’t wait on triple-bottom-line accounting standard
Brian Setzler is a staunch advocate of triple-bottom-line (TBL) business practices. He’s also a realistic CPA in Portland, Ore. who knows we’re years away from internationally recognized and adopted rules for TBL accounting.
Brian and I have been each other’s client: I helped him define the brand of his new firm TriLibrium and his firm did my taxes. I figured he’d be the perfect person to give me a read on where TBL stands in the accounting profession. Not surprisingly, there’s much work to be done, starting with general awareness.
“Half or more of accountants today don’t even know what ‘triple bottom line’ means,” Brian says. Having recently completed an MBA in sustainability, Brian sees business schools increasingly doing their parts to introduce and teach the concept. But a good understanding of TBL principles among professional accountants is uncommon. Even more rare are accountants such as Brian who make TBL practices the cornerstone of their business.
Brian believes it could be 15-20 years or more before governing bodies in accounting expand rules to include environmental and social performance reporting, in addition to financial. He points to the years it took the U.S. Financial Accounting Services Board (FASB) and SEC to agree on moving from Generally Accepted Accounting Practices (GAAP) to International Financial Reporting Standards (IFRS). The official move to IFRS in the U.S. is still five years off. The point being, the wheels of accounting governance move slowly. Getting to a TBL version of IFRS is years down the road.
Taking matters into your own hands
That doesn’t mean individual businesses shouldn’t take matters into their own hands when it comes to accounting for their environmental footprint and social impact. There are plenty of sustainability consultants and tools that can help.
Brian and his firm aren’t waiting for the world to converge on international TBL standards. “We hold a very high bar for ourselves.” Despite being a small business, TriLibrium is making a significant investment in producing a sustainability report based on the Global Reporting Initiative guidelines. “It’s one of the things that separates the real deal from the wannabes in sustainability,” he says.
For Brian, adopting the triple bottom line is akin to the move to PC-based business systems 25 years ago. “It’s just the way business is going. It’s the future of business.” And as more companies such as Wal-Mart push their sustainability standards down into their supply chain, it will no longer be enough to say you’re green. “In the future it will be, ‘Prove it. Show me, don’t just tell me.’ If you’re not doing this today, you’re missing the boat.”
Tags: accounting, Brian Setzler, CPA, Global Reporting Initiative, Sustainability, TriLibrium, triple bottom line
Posted in Business & Economics, Sustainability | No Comments »
As sustainability spreads, customers want numbers
After years on the business fringe, life cycle assessments are moving closer to the mainstream as sustainable practices spread. The trend signals a growing customer desire to see and compare the numbers behind marketers’ claims of sustainability.
Last week Deloitte Consulting, a decidedly mainstream business, released a new whitepaper, “Lifecycle Assessment: Where is it on your sustainability agenda?” Joel Makower refers to the paper in an excellent article on the “renaissance of lifecyle thinking.” An LCA, Deloitte says, “charts the course of all inputs and outputs, and their resulting environmental impacts for a given product system throughout its lifecycle.” The paper’s authors write:
Sustainability is now widely accepted as a core business issue rather than a passing fad. However, particularly in light of the current downturn, many stakeholder groups are no longer satisfied with vague assertions that green is really ‘gold,’ or that green products are in fact better for the environment. Customers (both businesses and consumers), investors, environmental interest groups, and governments are pressuring companies for enhanced quantification of environmental impacts.
This increased external demand is fueling the use of LCAs. Clearly, Deloitte sees a business opportunity in helping its clients produce them. Nevertheless, Deloitte’s paper echos the themes of author Daniel Goleman in his new book, “Ecological Intelligence,” which I wrote about in a previous post. Goleman cites LCAs as the data backbone for emerging online services that enable businesses and consumers to make purchase decisions based on hard numbers for the environmental (and in some cases, social) impacts of a product.
Although the early LCAs date back to the 1960s, Goleman describes how far they have come in sophistication and detail:
Never before have we had the methodology at hand to track, organize, and display the complex interrelationships among all the steps from extraction to manufacture of goods through their use to their disposal—and summarize how each step matters for ecosystems, whether in the environment or in our body.
Deloitte cites several marketing and communications benefits for companies employing LCAs. Besides supporting marketing claims about a product’s “environmental friendliness,” it can enhance a company’s reputation:
LCA can demonstrate that a company has moved beyond surface-level sustainability window-dressing to a deeper commitment to improved environmental impact…However, as LCA becomes more common, it will no longer serve as a differentiator in itself; it is the actual results—and what they say about a company’s environmental progress—that will matter to stakeholders.
LCAs can be complex and costly to produce. This puts them out of reach of most smaller producers and manufacturers. Deloitte says these and other firms may want to consider an LCA “lite” approach that is less data intensive.
LCAs are not appropriate for every business, but there’s an underlying message for marketers in their widening use. “Becoming sustainable” and “going green” are well past the sloganeering stage. More customers and other stakeholders are asking for quantifiable progress. So before you make that next sustainability claim, you’d do well to have the numbers to back it up. Only your competitors will be unhappy to see them.
Tags: Daniel Goleman, Deloitte, Ecological Intelligence, going green, Joel Makower, LCA, life cycle assessment, Marketing, Sustainability
Posted in Business & Economics, Communications, Marketing, Sustainability | No Comments »
Five questions your business should be asking
My business inspiration today comes from an unlikely source, Palestinian Prime Minister Salam Fayyad.
Tom Friedman, in his latest New York Times column, credits Fayyad for his leadership in improving conditions in the West Bank. Here’s the part I like. Freidman quotes Fayyad about his approach to governing: “tell people who you are, what you are about and what you intend to do and then actually do it.”
Those are words to live by as a politician. I could imagine them coming just as easily from the mouth of an effective business owner or executive. Fayyad’s simple philosophy can instruct any of us in business, especially after an unforgivable period of corporate excess and ethical lapses have left so many of us staggered, angry and jaded. In this environment, opportunity lies with businesses that act with higher purpose and integrity — the ones that keep their promises.
Here are five questions every business ought to be asking (and answering) today:
- What is my business ultimately pursuing? For many companies, the honest answer to this one is maximum shareholder return or more sales or more profits. The pursuit is financial. Not that there’s anything wrong with that. But it’s worth asking, is financial success really what you want the measure of your business to be? Or is money only an enabler, making it possible to pursue a larger social or environmental vision?
- What is my business trying to accomplish? I’ve heard vision described as something to be pursued and mission as something to be accomplished. I like that distinction. For example: “We pursue clean, fresh water for all. Our contribution to this effort is producing low-cost, long-lasting water purification systems for individuals.” I also think of mission as the reason a business exists. We exist to accomplish something. What is that for your business? Is your purpose clear? Does it inspire you and your employees and customers?
- What do we promise? Ask yourself what you want every stakeholder — customer, employee, supplier, partner, investor, community citizen — to experience from your business. This is an experience you strive to create for everyone, at all times. It’s what you stand for, the essence of your business. It’s what keeps customers returning and employees staying. And it can’t be taken lightly. As Fayyad has demonstrated, doing what you say you’ll do can have profound impact.
- What makes us different? So you’re clear-eyed about the difference your business is trying to make and the experience you want others to have of your firm. The question now is where that places you versus the businesses competing directly or indirectly for the customers and other stakeholders you’re targeting. Study your competitors and what others are saying about them. Ask customers and others what makes your firm different. If you don’t like their answers, you have some work to do.
- What makes us relevant? A company may have the distinction of producing the world’s only sustainably made, solar-powered 8-track player, but, really, who cares? Sure, the business is different. It’s also irrelevant! The key is to be distinct and relevant. What do your stakeholders most value about your firm today? Do you matter to them in important ways or only superficially? Survey them to find out.
My work is helping businesses wrestle with these fundamental questions. It’s far more than a marketing or branding exercise. My clients establish their firm’s reason for being and core identity. They give purpose and direction to the decisions and actions of every individual and group within their company. Best of all they put themselves in position to make a difference — “and then actually do it.”
Tags: brand promise, business, mission, Sustainability, Tom Friedman, vision
Posted in Business & Economics, Communications, Current Affairs, Marketing, Sustainability | No Comments »