Executives engage in conversations with me on topics high on their agenda because of the 10,000s of hours of consulting experience I bring to the table. They value the fact that I have seen literally hundreds of businesses, worked with literally hundreds of managers, and observed literally hundreds of organizations in their specific ways of functioning – or dysfunctioing.
In my last post, I defeated the view that there could be any truth(s) about sustainability. In closing, I also conceded that it would be disheartening to conclude from this that nothing can be done. Indeed: Practically everyone who’s ever felt a whiff of the magic of sustainability also intuitively feels that something needs to be done, urgently and with vigour. If we accept that people (and by consequence, organisations) do feel this urge, it is also acceptable to look for answers to how people (and organisations) can best achieve what they want with regard to sustainability
The current edition of Harvard Business Review features an article with the heavy title “The truth about CSR”. I disagree with many arguments in this article. I’m also generally skeptical about any claim to “the truth”, no matter about what. More importantly, however, I think that sustainability – and, by consequence, it’s organisational manifestation as CSR (Corporate Social Responsibility) – is an area in which it is particularly unlikely that any truth(s) can be asserted for good.