But it’s not as easy as pressing a reset button (there is no sustainability CTRL-ALT-DELETE key sequence!) In a sense, what we’re talking about is systems redesign. Embedding sustainability is very difficult, not least because of the fundamental culture change that accompanies efforts to integrate and operationalize sustainable business practices. Join that with barriers to implementation ranging from existing political frameworks, lack of scale, and an entrenched system of investor valuation that excludes most social and environmental factors, and the true nature of the challenge becomes apparent.

The BSR conference reflected these hard truths, mirroring in the choice of conference topics what we as sustainability practitioners need to do to move forward. Namely, to

• engage in transparent and collaborative learning and problem-solving,
• create openness for new models and approaches, and
• incorporate a multitude of views, voices, and experiences along the way.

We’ve moved past the early stages where the “low-hanging fruit” in terms of sustainability theory and practice has been harvested. In large part, we know what has to be done—and we know that it will take sustained and considerable effort to achieve systems redesign. Perhaps Ben Verwaayen, CEO of Alcatel-Lucent said it best in his closing plenary (@ 4:09) : “CEO involvement is YOUR measure of success”.  Let’s make it happen.