For years, the narrative of the ecological footprint has shaped the discourse and our actions in the sustainability transformation. It describes the negative impact of our activities on the environment and makes it clear which actions are particularly harmful to our planet and future generations.
It is clear: the way we conduct business significantly contributes to the threat to our livelihoods. Regulatory pressure on organizations is growing. They are responsible for making their CO₂ emissions, resource consumption, and related social impacts transparent and reducing them in accordance with CSRD, EU taxonomy, and ESG criteria.
Compliance with these regulations poses an enormous challenge for many companies. Even just preparing sustainability reports is incredibly time-consuming and expensive. It often consumes the majority of available resources dedicated to sustainability efforts. But the footprint is only half the battle. Simply measuring and reducing harm doesn't take us far enough. Yes, it is essential to know and minimize one's own impact. However, in a world that urgently needs sustainable and regenerative solutions, it is not enough to merely cause less harm. This is where the handprint comes into play.
The handprint represents the positive changes that companies can create – whether through their Corporate Social Responsibility (CSR) initiatives, the development of sustainable business models, or by creating new frameworks that make it easier for others to act more sustainably. While the footprint focuses on measuring and reducing harm, the handprint is about active creation. It symbolizes the positive impact on the environment and society.
This approach requires a completely new way of managing sustainability. It’s about not just focusing on efficiency and compliance, but actively fostering real innovation. Companies are called upon to actively seek ways to generate regenerative effects.
The company WILDPLASTIC impressively demonstrates what it means to go beyond merely reducing its own footprint and take a pioneering role in the global fight against plastic pollution with a strong handprint system. Instead of just focusing on reducing emissions, the company collects so-called "wild plastic" – waste that lies outside recycling systems in nature – and processes it into new products. True to the motto: "We give lost material a new purpose," they contribute to a cleaner environment on our planet.
Together with local collection organizations in heavily affected regions such as India and Ghana, plastic is collected before it reaches the oceans. Through this collaboration, WILDPLASTIC strengthens existing structures and gives the collected material new value, for example, by producing the WILDBAG, the first trash bag that actively helps clean up the world. WILDPLASTIC’s handprint becomes especially visible through partnerships, such as their collaboration with OTTO, which led to the development of the first shipping bag made from wild plastic.
Focusing on sustainability reporting is undoubtedly important for creating transparency and reducing the footprint. It's a crucial first step. However, we must also ask ourselves: How can we develop truly sustainable solutions that make a positive contribution to regenerating our life-supporting systems?
What becomes clear is that, much like digital transformation, the sustainability transformation is not a task that can be left to just one department. It requires a cultural shift that permeates all levels and departments of a company.
To remain future-proof, companies must act "ambidextrously." Yes, they need to reduce their footprint, but at the same time, they must also expand their handprint. This ambidexterity is the key to a successful sustainability transformation: on one side, compliance with regulations and reporting obligations, and on the other, the active pursuit of regenerative solutions that bring real value to society and the environment.
Innovation doesn’t happen on its own. Companies need to actively work on building these new competencies. Agile methods, cross-functional teams, and iterative work can help kick-start the necessary innovation processes. At the same time, regenerative mindsets and skills must be established throughout the organization. Companies that take the first step in this direction will have a decisive advantage in the coming years.
For an organization to be truly sustainable or even regenerative, it needs sustainable and regenerative competencies across the entire breadth of the organization. Our team development approach, the Stellar Approach, helps you enhance regenerative problem-solving skills throughout your organization.
ow can regenerative innovation competencies be built across an organization? It requires targeted team development programs that go beyond traditional sustainability initiatives, empowering employees to identify innovation potential for positive impact in their daily work environment. It also needs a network of innovation coaches who promote and support regenerative processes within organizations—similar to how Agile coaches facilitate digital transformation. And, of course, HR departments must ensure that these essential competencies are embedded throughout the organization.
Only with these future skills will companies be able not only to meet their reporting obligations but also to make a relevant contribution in the future and remain competitive. Companies that start building these competencies now will be a step ahead.
You want to find out how to build innovation competence with a focus on positive impact in your organization? Simon will be happy to help you.
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