Focusing on the financial
performance only depicts a
transactional approach, and the
resultant growth will only be short
term before it stalls and reverses
altogether. Nokia is a case in point.
Amidst changing fortunes, its
smartphone division was acquired
by Microsoft. The Nokia CEO,
amidst serious waterworks, bawled,
‘… We didn’t do anything wrong,
but somehow, we lost.’ Really!
To be admired in its full glory
and splendor, and rise up to its
full stature, sustainability must be
transformational. The implications
are that business growth targets
must be on serious steroids.
How about doubling revenue year
on year as opposed to the timid
5-10% incrementals that dot the
corporate scene and are applauded
as excellent performance?
Hrrrrmph! How about a cement
manufacturer setting a bold revenue
outlook and donating cement
to Keja Poa, (a social housing
project for the youth to curb the
rise of slums) with every revenue
milestone? Who wouldn’t rally to
support them in such a noble quest?
How about an ICT company
forging strategic partnerships
with programs such as i-Like
Africa digital generation, in
an endeavor towards linking
millions of youth to ICT for real,
long lasting transformational
effect? The resultant marketing
communications would simply
stir hearts. Explosive brand equity
ratings..., soaring revenues...,
indeed a beautiful picture is painted
here.
re-calibrating.
Rallying all the stakeholders
towards the organization’s mission
is no child’s play. The need for a
visible, visionary, energetic, resilient
and inspirational leadership cannot
be over-emphasized.
Sustainability drives the vitals
of any organization. It is rapidly
becoming a universal truth that
sustainability and growth strategy
are one and the same. They cannot
be separated. It is the new frontier
for business growth.
Coca-Cola’s CEO, Muhtar Kent,
additionally and adamantly wore
the hat of the ‘Sustainability
Driver’ for a long time. He was
acutely aware of the critical nature
sustainability plays in corporate
innovation.
I recen tly opined on social media
that Sustainability is not... and
must not be silo’d as a business
function. It must however, be the
foundation upon which the core of
the business model is anchored.
Only after firmly embedding
sustainability in the organization
did he have the heart to delegate
this responsibility by appointing a
Chief Sustainability Officer.
Unilever is an excellent study
of a sustainability-anchored
revenue model and the impressive
business performance. This is one
organization that has transitioned
sustainability from a noun to a
‘doing word’.
It is an illusion to believe that
choosing to tread the sustainability
route will automatically deliver the
desired results. For sustainability
to yield, one cannot afford to let
the foot off the acceleration pedal.
It is not an overnight success
story. Rather, it calls for consistent
hard work, monomaniacal focus,
constant re-adjusting, swerving and
Given that business growth
and performance depend on
sustainability, the next wave of
corporate leaders across the globe
and especially in Africa will be
those who are sustainability-savvy.
Most of the seats are currently
vacant. Waiting to be filled by
leaders who are adept at weaving
sustainability into the organization’s
fabric. Develop that skill set.
Sheida A. Mutambi is a Business
Owner, Philanthropist and a
Corporate Sustainability Advisor.
You can reach her on this or
related issues via mail at: Sheida@
corporatecitizensofafrica.com.