Finding a balance between people, planet, and profit is obligatory to ensure a sustainable future. This will end the profit first focus that created many of today’s problems. If we think about how to put this into action, we are confronted with many barriers preventing us from taking that first step. The list of reasons to keep doing what we have always done is daunting. At some point, we need to push forward. Taking that first step requires us to be brave and resist the fear of failure. Do you see this? We are knee deep in behavioural change and we haven’t measured anything yet.
But that’s not all. This is a multi-objective problem. See the image below. To balance people, planet, and profit, we need to consider Context, Systems Structures and Processes, Skills and Competencies, and…. you guessed it…. BEHAVIOURS. These elements work as a system. A system that answers the question: What do I need in order to change?
Figure 1: Based on the McKinsey Influence model and Elkingtons Triple Bottom Line Approach
If we study this image further, many of the elements are being addressed. Context is covered heavily in research, with hundreds of books written on strategies for sustainability. Reporting systems and structural changes are also heavily researched with a long list of proposed solutions. The number of training courses and certification programs are growing daily, allowing us to learn new skills and competencies. However, research on behavioural change is in its infancy, and focused primarily on behaviours to reduce our impact on the planet. We need to know more about the behavioural changes necessary to ensure that sustainability “sticks”!
Consider the People, Profit, Planet element of this image. We don’t need to talk about profit as this is likely the most researched business topic inside and outside of academia. Planet is the current “burning platform” that gets the majority of our attention when discussing sustainability. But what about people? Social enterprises are set up with the idea to use business to address societal issues, and many companies are giving back to their communities. This is wonderful. More please! At the same time, many of these initiatives are classed in the “nice to have” category and do not get their much deserved 33.3% of energy and resource. We need to consider the impact of such initiatives as a way to amplify sustainability.
Behaviours are the common thread throughout all four areas of influence, as well as the three P’s in the triple bottom line approach. It’s time to include this topic in sustainability discourse.
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