Boost Your Business with Insights from The Adventure of Sustainable Performance by Dean Sanders and Stuart McLachlan

Beyond ESG Compliance to Leadership in the New Era. Discover the transformative power of sustainable performance in “The Adventure of Sustainable Performance” by Dean Sanders and Stuart McLachlan. This groundbreaking book unveils the secrets to achieving long-term success while navigating the challenges of today’s dynamic business landscape.

Dive into this comprehensive summary and review to learn how you can apply the principles of sustainable performance to your organization and unlock its true potential.

Genres

Business, Management, Leadership, Sustainability, Performance Improvement, Organizational Development, Strategy, Innovation, Self-Help, Personal Development

“The Adventure of Sustainable Performance” by Dean Sanders and Stuart McLachlan is a comprehensive guide to achieving long-term success in business through sustainable performance. The authors draw upon their extensive experience in leadership and organizational development to provide readers with a roadmap for navigating the complexities of the modern business world.

The book begins by exploring the concept of sustainable performance and its importance in today’s rapidly changing business environment. Sanders and McLachlan argue that organizations must adopt a holistic approach to performance, one that considers the long-term implications of their actions and decisions.

Throughout the book, the authors present a framework for developing and implementing a sustainable performance strategy. They emphasize the importance of aligning organizational values, culture, and processes with the principles of sustainability. By doing so, organizations can create a strong foundation for long-term success.

Sanders and McLachlan also delve into the role of leadership in driving sustainable performance. They highlight the need for leaders to embrace a growth mindset, foster a culture of innovation, and empower their teams to take ownership of their work. The authors provide practical guidance on how leaders can effectively communicate their vision and inspire their teams to achieve extraordinary results.

One of the key themes of the book is the importance of continuous learning and adaptation. The authors stress that organizations must be agile and responsive to change, constantly seeking out new opportunities for growth and improvement. They provide tools and techniques for fostering a learning culture and encouraging experimentation and risk-taking.

Throughout the book, Sanders and McLachlan draw upon real-world examples and case studies to illustrate their points. They share inspiring stories of organizations that have successfully embraced sustainable performance and achieved remarkable results.

The final chapters of the book focus on the practical application of sustainable performance principles. The authors provide a step-by-step guide to developing and implementing a sustainable performance strategy, including how to measure progress and adjust course as needed.

Overall, “The Adventure of Sustainable Performance” is a comprehensive and engaging guide to achieving long-term success in business. Sanders and McLachlan provide readers with a clear and actionable framework for developing a sustainable performance strategy, along with practical tools and techniques for bringing that strategy to life.

Review

“The Adventure of Sustainable Performance” is a must-read for anyone looking to achieve long-term success in today’s complex and rapidly changing business world. Dean Sanders and Stuart McLachlan have crafted a compelling and insightful guide that challenges conventional thinking about performance and offers a fresh perspective on what it takes to succeed.

One of the strengths of the book is its holistic approach to performance. The authors recognize that sustainable success requires more than just short-term gains and quick fixes. Instead, they argue for a long-term, values-driven approach that considers the needs of all stakeholders, including employees, customers, and the wider community.

The book is well-structured and easy to follow, with clear and concise chapters that build upon each other to create a comprehensive framework for sustainable performance. The authors’ writing style is engaging and accessible, making complex concepts easy to understand and apply.

Another highlight of the book is its emphasis on leadership and culture. Sanders and McLachlan recognize that sustainable performance requires strong leadership and a supportive organizational culture. They provide practical guidance on how leaders can foster a culture of innovation, empowerment, and continuous learning.

The real-world examples and case studies throughout the book are particularly valuable, providing readers with concrete examples of how sustainable performance principles can be applied in practice. The authors have done an excellent job of selecting diverse and inspiring stories that illustrate the power of sustainable performance.

One potential weakness of the book is that it may be too broad in scope for some readers. The authors cover a wide range of topics, from organizational culture to leadership to innovation, and some readers may find that certain sections are less relevant to their specific needs.

Overall, however, “The Adventure of Sustainable Performance” is an excellent resource for anyone looking to achieve long-term success in business. Sanders and McLachlan have created a comprehensive and actionable guide that is both inspiring and practical. Whether you are a seasoned executive or a new leader just starting out, this book is sure to provide valuable insights and guidance on your journey to sustainable performance.

Recommendation

The world is facing multifaceted crises as “business as usual” pushes the global environment to the breaking point. With a bracing blend of stark realism and buoyant optimism, Stuart McLachlan and Dean Sanders of the green consultancy Anthesis set out a powerful argument for urgent, bold action to address the simultaneous challenges of climate change, social justice, and economic transformation. The authors offer interviews with courageous business leaders and case studies of pioneering companies that are showing the way — beyond mere ESG compliance — to achieve both sustainability and performance. An absorbing, vital, and timely contribution.

Take-Aways

• The world is in crisis, and business leaders must take bold, rapid action.
• The world’s strongholds – its entrenched social, economic, and political structures – are weakening, necessitating a transformative leadership response.
• Organizations must take immediate and transformative actions to mitigate existential risks.
• Leaders face a binary choice: survive through compliance or thrive by innovating toward sustainable performance.
• Businesses must shift from outdated, exploitative practices to sustainable, adaptable models that respect planetary boundaries.
• To move beyond compliance, leaders will need to embrace purpose and values.
• Business leaders should redefine value creation to integrate sustainability.
• New enterprises are thriving by focusing on purpose and sustainability.
• Large, established companies need to pivot and redeploy their assets for sustainable, inclusive value creation.
• Leaders must make courageous and responsible choices to address the climate crisis and ensure a sustainable future for coming generations.

Summary

The world is in crisis, and business leaders must take bold, rapid action.

The world is undergoing profound changes, pushing humanity beyond the comfortable boundaries of “business as usual.” Once-reliable social and economic foundations are crumbling, and nature, humanity’s indispensable partner, is showing signs of stress and collapse. Exploitation has taken its toll, and the future has become uncertain. The world approaches the end of an era, and change is no longer optional — it is inevitable.

“Let us be in no doubt our planetary systems are breaking.”

Business models built on endless resource extraction and consumption have led to significant environmental degradation. The impacts on nature and humanity demand immediate and accelerated action. Unfortunately, the collective response has been constrained by outdated growth models and a reluctance to embrace the necessary speed of change. The urgency of the situation cannot be overstated.

The world’s strongholds — its entrenched social, economic, and political structures — are weakening, necessitating a transformative leadership response.

Strongholds are human structures created instinctively in the social, economic, and political realms to ensure stability and security. In times of change, these strongholds must adapt or they will become liabilities. Leaders must navigate this transitional phase with courage. The loss of traditional bastions of security will prompt anxiety and denial for many, but visionary leaders have an opportunity to forge new, inclusive strongholds for the future.

“This journey should be fueled less by anxiety and more by excitement, ambition, and hope.”

Strongholds under threat today include modern capitalism and the consumerism that fuels it. The linear “take, make, dispose” model is unsustainable. Companies must adopt circular models, taking responsibility for product lifecycle and waste, and aligning with emerging regulatory and consumer demands. Stakeholder capitalism, emphasizing responsibility and sustainability, presents a path forward that integrates long-term value creation with ethical considerations. The fossil fuel industry, another stronghold, is also under threat. Studies indicate that to avoid severe climate impacts, most fossil fuels must remain untapped. This challenge signals an inevitable shift in the industry.

Denying the truth of climate science and clinging to outdated strongholds will only delay necessary change. To thrive in the new era, leaders must embrace the complexity of the transition and take their guidance from truth and scientific evidence.

Organizations must take immediate and transformative actions to mitigate existential risks.

Climate impact, unlike other disruptions, demands a complete shift from old economic models to sustainable ones within strict timeframes. The climate transition is forcing leaders to take immediate actions to decarbonize the environment, develop alternative food sources, and bring humanity’s footprint within planetary boundaries. At the same time, other disruptions affecting regulatory landscapes, capital access, and consumer behavior are also forcing leaders to react swiftly. Technological advances demand new decision-making approaches, and younger generations are demanding genuine sustainability efforts. Sustainability has become integral to corporate strategy.

“This transition is inevitable…. There is no choice but to step out of the walled fortresses, built in the last era, into a transition zone.”

The severity of the environmental crisis calls for bold, collaborative actions. The rapid response to the COVID-19 pandemic demonstrated what can be achieved with a compelling purpose and collective effort. Humanity must now channel that same energy and commitment into addressing the climate crisis. Incremental changes are insufficient; we need transformative action to ensure a sustainable future.

Leaders face a binary choice: survive through compliance or thrive by innovating toward sustainable performance.

The author’s experience in Africa illustrates the choice before leaders today. On Day 1, the author and his wife encountered an elephant that charged them. To survive the charge, they had to obey a guide’s strict commands. On Day 2, the pair set off for another elephant encounter, this time by canoe on the river. Their initial fear resurfaced as they paddled toward a group of elephants standing along the riverbank. The small, open canoe felt incredibly vulnerable, but their guide reassured them that the elephants would not perceive the canoe as a threat.

As they gently approached, their fear transformed into wonder. They drifted quietly beneath the elephants, who were peacefully feeding and unaware of any danger. The close proximity to these majestic creatures in such a serene setting provided a profound sense of connection and peace, turning a moment of fear into an unforgettable experience of harmony with nature.

“Hunkering down against the charge and manning the barricades of the stronghold will only save you in the short term.”

Organizations often face binary choices in strategy, balancing short-term, risk-averse options against more innovative, risky ones. Today, mere compliance with environmental, social, and corporate governance (ESG) goals will prove inadequate; compliance gives a false sense of security and fails to address the full scale of climate disruptions, risking the erosion of organizational assets. Today’s crisis demands proactive, transformative actions. In the context of sustainability, this means moving from mere compliance to proactive sustainable performance. Compliance resembles surviving an elephant charge by following rules, while sustainable performance transforms sustainability challenges into opportunities to thrive.

Businesses must shift from outdated, exploitative practices to sustainable, adaptable models that respect planetary boundaries.

The Earth and its resources aren’t infinite. Scientists led by Johan Rockström have defined the concept of planetary boundaries — thresholds for key Earth system processes within which humanity can safely operate. These processes include climate change, biodiversity loss, ocean acidification, and freshwater use, among others. In many of these areas, humanity is operating beyond the Earth’s ability to maintain balance, risking severe environmental disruption.

“The carrying capacity of planet Earth is determined by the value we place on protecting and conserving the assets of nature.”

Like Charles Darwin’s finches, which adapted their beaks to available food sources in their environment, businesses also must adapt to their environments to thrive. Adaptation will involve transitioning from a competitive, zero-sum mindset to one of collaboration, nurturing, and respect for finite planetary boundaries.

Technology and AI are playing crucial roles in addressing sustainability challenges, enabling innovative solutions and efficiencies in the circular economy, where products are designed for reuse and recycling. Clothing maker Rapanui, for example, reduces waste by producing clothes to order, within seconds of an order being placed, using technology to manage the process; each piece includes a QR code to enable easy returns for recycling or reuse. And AI’s data-processing capabilities make possible the complex modeling necessary for sustainable urban planning and disaster prevention.

To move beyond compliance, leaders will need to embrace purpose and values.

Purpose-driven entrepreneurs demonstrate how businesses can impact society positively while achieving commercial success. Ben Cohen and Jerry Greenfield, founders of the ice cream maker Ben & Jerry’s, integrated their values into the company by adopting a progressive social agenda, prioritizing human rights, social justice, and environmental sustainability. They used their brand to advocate for causes, sourced ingredients ethically, and treated their employees well. Ben & Jerry’s remains an inspiring example of how integrating personal values into business can lead to both social impact and commercial success.

“We need adaptive leaders who are dynamic enough to seek catalytic sources of activation, operating in a complex system that is non‐linear, and where courageous decisions are made at a frontier that is defined by truth.”

To drive meaningful change, leaders must adopt an authentic purpose aligning organizational actions with sustainability goals. Values must guide decisions that meet societal norms and stakeholders’ expectations. Success in the transformation journey will require leaders to possess humility, resilience, open-mindedness, and a pioneering and entrepreneurial spirit.

Business leaders should redefine value creation to integrate sustainability.

The early corporate social responsibility movement faced skepticism regarding its business case. However, today, successful companies are integrating sustainability into their operations and brand narratives. In 2022, Patagonia’s founder, Yvon Chouinard, announced he was transferring the equity and future profits of the company to a foundation, making Earth the only shareholder. This move ensured that the company’s values and environmental goals would be prioritized over short-term financial gains. Instead of going public, Patagonia chose to “go purpose,” using its wealth to protect nature and combat the environmental crisis.

“Many businesses depend on people desiring things, ‘needing’ things and buying things. In the future businesses will also depend on people returning things.”

Michael Porter and Mark Kramer’s concept of Creating Shared Value (CSV) posits that businesses can generate economic value in a way that also produces value for society by addressing social needs and challenges. CSV encourages companies to identify overlaps between their value chain and societal needs, thus focusing on material issues with significance for both the company and society. However, CSV doesn’t guarantee transformation of value chains. Under CSV, businesses may limit their effort to ensuring supply chains are sustainable enough to continue supporting their operations, while failing to transform their business models fundamentally to create new forms of value.

New enterprises are thriving by focusing on purpose and sustainability.

Enterprises are emerging that prioritize impact, purpose, and stakeholders — “Day 2 natives.” These businesses transform modern challenges into opportunities, where profitability follows impact. The Dutch confectioner Tony’s Chocolonely, for example, has a clear, impact-focused purpose: slave-free chocolate production. The company is modeling radical transparency in its supply chain, noting in one advertisement that “finding child labor is a good thing” because the discovery allows the company to take steps against it. Such clarity of purpose drives stakeholder loyalty and superior performance for Day 2 natives.

“The concept of stakeholder capitalism is straightforward. Companies should make money and use this wealth creation to generate returns for shareholders, tackle inequality, and regenerate and protect our natural assets.”

Clarity of purpose supports the implementation of a total value system — a model that embraces stakeholder capitalism, driving customer and supplier loyalty while delivering superior business performance. A total value system involves focusing on creating value for all stakeholders, including addressing socio-economic and environmental issues, rather than prioritizing profitability as the primary driver. Day 2 natives demonstrate that the pursuit of impact can inherently achieve compliance as a function of performance.

Large, established companies need to pivot and redeploy their assets for sustainable, inclusive value creation.

While new ventures can easily align with emerging technologies and purposeful intents, large corporations face the complex task of transitioning their extensive asset bases toward sustainability. Leaders must balance meticulous planning with adaptability to unexpected challenges in order to ensure a well-planned yet flexible approach to sustainable performance. For example, at Unilever, CEO Paul Polman repurposed the company’s assets to focus on sustainability, and integrated purpose and impact into brand promises, leading to significant growth in Unilever’s Sustainable Living brand portfolio.

“Sustainable Performance is a way of operating that unlocks value creation advantages by placing the organisation in the service of an environmentally sustainable and socially just future.”

Nespresso’s AAA Sustainable Quality Coffee program, launched in collaboration with the Rainforest Alliance, provides a model for addressing climate change and socio-economic issues in a supply chain. Nespresso’s Reviving Origins project, supporting coffee cultivation in post-conflict and disaster-affected regions, shows how a company can innovate to transform external risks into opportunities for value creation.

Leaders must make courageous and responsible choices to address the climate crisis and ensure a sustainable future for coming generations.

The energy transition that humanity faces requires not just moving away from fossil fuels but entirely reimagining approaches to energy production and consumption. Major companies in the fossil fuel industry must take part in the solution. Society can’t afford to demonize the fossil fuel giants; instead, all parties must work together to achieve net-zero emissions. The future of the planet depends on this collaborative effort.

“Find the reality zone, protect the truth, believe the scientists when they tell you that a lava stream is heading towards your house, and move.”

Ultimately, society must redefine success. True success lies in sustainable practices and responsible stewardship of the planet’s resources. Leaders must make choices that reflect hope and commitment to future generations. We have an opportunity to lead a heroic and historical adventure toward a sustainable future.

About the Authors

Stuart McLachlan and Dean Sanders are CEO and UK director, respectively, of Anthesis, a global consultancy helping organizations navigate the complexities of sustainability and address environmental and social challenges.