Change for good represents a shift in thinking and practice across all business, and involves a ‘systems’ as well as ‘personal’ transformation.

Sustainable Business, A One Planet Approach powerfully illustrates the shifts needed for a company to work towards becoming a more ethical and sustainable business.

Mindsets:

A shift in consciousness, from silos to systems, and from ego to eco.

Values:

A shift from top-down, competitive culture, to a more egalitarian one of caring, sharing, collaborating and serving the community. From ‘me’ to ‘we’.

Purpose:

A shift from an exclusive focus on making profits for shareholders, to achieving profits with a social purpose. The recognition that doing good and making money are not incompatible.

Governance:

A shift from 20thcentury models of shareholder capitalism to new models of stakeholder capitalism.

Nature:

A shift from ‘conquering nature’ to ‘celebrating diversity’ and ‘learning from the natural world’.

Capital:

A shift from an exclusive focus on financial and manufactured capital to one that includes human, social and natural capital.

Labour:

A shift from the logic that sees labour merely as a factor of production in which work is exchanged for money, to one which fosters entrepreneurship and encourages creative and purposeful work.

Production:

A shift from sourcing the cheapest supplies possible, to sustainable supply chain management.

Consumption:

A shift from a culture of individual hyper-consumerism to one of mindful consumption.

Technology:

A shift from the mass production, stockpiling and global transportation of goods, to decentralised production on demand at a local level.

Advertising:

A shift from creating consumer demand and fuelling consumerism, to accountable and responsible advertising which discloses product origin, content, life span, and disposal.

Energy:

A shift from a reliance on fossil fuels and power supplies managed by big utilities companies to renewable energy resources.

Ownership:

A shift from shareholder models of ownership to different ownership models with alternative power and authority structures, pay scales and metrics of performance, such as locally-owned or employee-owned enterprises.

Innovation:

A shift from centrally controlled, incremental, inward-looking innovation processes, to building innovation ecosystems.

Leadership:

A shift from individual ‘heroic’ leadership styles, to leading through building commitment and engagement, and encouraging dispersed forms of leadership.

Relationships:

A shift from exclusive focus on competition, to working in long-term alliances, and collaborating with investors, consumers and policy-makers.

Place:

A shift from a focus on globalisation of trade, to building local living economies.

Metrics:

A shift from a focus on the financial bottom line and quarterly reporting, to measuring what matters and new metrics of success – such as the Triple Bottom Line.

Self:

A shift from an exclusive focus on sustainability problems ‘out there’, to involving the personal and inner dimensions of social change ‘in here’, or change from the ‘inside out’.