Sustainability fragmentation is good
It’s been happening for a while.
And it’s a little disconcerting.
But we must welcome it.
As companies work out their priorities, policies, targets and plans, they are hiring, or rather creating, ever more specialist positions in their businesses.
Positions that mix managerial or operational responsibility with some sustainability or corporate responsibility function.
I meet 10-20 managers or heads of CR a month, on average over a year, at a rough guess.
They have less and less in common with each other. Unless they work in the same industry.
Except that is, that they all know a bit about reporting and understand basic climate science.
Other than that, there’s little beyond process tips (different in every company anyhow) that someone in retail can exchange with someone in oil and gas.
In a way this has always been true.
But it’s now true much more than ever before.
As a result, for folks like me, who try to maintain a broad-ish overview, things are getting really interesting.
But also harder to track, monitor and understand unless you work in that particular sector.
As I said, it’s a little disconcerting.
But it’s making the field an ever-more fascinating place, as we become more solutions oriented.
Bring on more fragmentation, or a better word to describe the above.
“Mainstreaming” is one. “Embedding” is another. Both have more positive overtones.
But had I used them previously, then the headline of this blog might not have caught your attention.