Post by account_disabled on Mar 11, 2024 4:57:04 GMT -5
Take on the journey that would take his company from one driven solely by profits to one in which purpose fueled profitability. He explained to me when we spoke that “it's not because we want to change things that we do it; we do it because it is the only thing we can do in the future, there is no other Spain Mobile Number List alternative. This journey from real-world epiphany to questioning a company's purpose is one that many of the senior executives I interviewed have encountered. Personal experience often has more impact on a person's behavior than a rational argument or abstract concept. Working in communities affected by climate change, going to the front lines to see firsthand how employees are affected by a company's safety standards, and talking to employees about their future and the future of their children and grandchildren, all of these they are time-tested ways.
Crossing an emotional barrier, as starace did in the 1980s, and identifying with a company's purpose in a new and very personal way allows leaders to develop their sense of sustainability ownership and address critical issues in our world. In the end, as starace told me, "You have to face the facts about why you do what you do." that process is continuous for leaders with an ownership mindset. When I recently asked starace about the turbulence enel is facing from covid-19, he proclaimed that this is not the time to move away from renewables, but rather to double down and focus the recovery on the right set of tools going forward. He believes the pandemic has been “a big accelerator of a trend that already existed: the trend to shift energy supply to electricity, a form of energy that can be decarbonized.
actions speak louder than words: ceo of coca-cola enterprises john brock, then ceo of coca-cola enterprises (cce, now coca-cola european partners), told me in 2015: "If you go back ten years, the question was, 'what the hell is a carbon footprint?' ten years ago, it wasn't even on the radar except in limited circles." nowadays, calculating carbon footprints is not only popular for companies, but has also gained popularity among people. Brock describes his sustainability journey as a long personal commitment that morphed and changed over time starting in the 1980s while he was at cadbury-schweppes in london. It's fair to say that my definition of sustainability at the time was significantly narrower than it is today. John brock, ex ceo de coca-cola enterprises. Previously focused on simply making good decisions for the future of the planet, brock describes his evolution of thinking to incorporate social issues such as gender and ethnic diversity and community service and well-being : be responsible and relevant to the communities in which we operate.