Embedding Sustainability in Organisational Action and Thought

Abstract

Sustainability of businesses has become a moot point for industrialised as well as fast industrialising economies. In the movement towards sustainability of businesses or organisations thus far, two polar positions are clearly seen:

• (a) Macroview/overall broad perspective of how the world is likely to shape up, the position an industry should take, etc. have dominated the argument space.

• (b) Action strategies for organisations by elite fora such as the World Business Council for Sustainable Development.

It is argued here that while these polar positions are useful for creating ends of the spectrum, organisations need greater clarity on what needs to be done. For an organisation to be committed to sustainability, there have to be strong internal systems in place, and the members of the organisation itself become the key stakeholders who should first accept the idea of creating a sustainable organisation. The internal requirements of an organisation and the understanding of “sustainability” as an approach towards organising would be imperative for leaders as they create and run the organisation. The idea is that internal compliance and thoughtful action by the organisation in relation to its context is more important than mere completion of activity. It would require organisations and their bosses to think in an entirely different manner—that shall not just be limited to reporting compliance. In other words, arguments will be made in favour of making “sustainability” a core value in our organisations that is deeply embedded in the culture of the organizations. The focus for organisations, thus, has to be internal as well. It is only when the organisations themselves become aware of the needs of those they influence; there is greater hope of responsible voluntary action—that could result in true sustainability throughout the life of the organisation.