Category: Sustainability

Using Three Horizons for climate resilience

Using Three Horizons for climate resilience

Carolina Moeller

Solutions to long-term threats, such as climate change, require business leaders to think beyond the typical two or three-year planning time horizon. But, how is it possible to look further into the future when there is so much uncertainty about what the world will look like in 10 — or even 20 — years’ time? 

The Three Horizons framework is one of the tools we use at Leaders’ Quest to help business leaders have better conversations about the future and move from short-term to long-term decision-making. In this article, we share the example of how Leaders’ Quest worked with the World Business Council for Sustainable Development (WBCSD) to facilitate a Three Horizons conversation with its member companies to explore adaptation, climate resilience and new mindsets.  

What is the Three Horizons Framework?

Three Horizons is a framework that helps leaders to extend the standard two-to-three-year decision-making horizon to 10, 20, or even 30 years into the future by using three perspectives (or simply say three horizons) which are:

  • The first horizon is the dominant system at present, or, ‘business as usual’.  We rely on these systems being stable and reliable. But as our world changes, aspects of business as usual begin to feel no longer fit for purpose. 
  • The second horizon is a pattern of transition activities and innovations; people trying things out in response to the ways in which the landscape is changing. 
  • The third horizon is the long-term successor to business as usual.  It grows from activity in the present that introduces completely new ways of doing things which turn out to be much better fitted to the world that is emerging.

At Leaders’ Quest we work with the second and third horizon. In the ‘messy middle’ of the second horizon, we help leaders figure out the gap between what’s not working today and how to win in the future. In the third horizon, we unlock inspiration, mindsets and culture shifts required to create a bold ambition for the future. 

How does it work?

Leaders’ Quest recently hosted a hybrid Three Horizons workshop for WBCSD and its member organisations. The topic was climate resilience, and the purpose of the workshop was to help leaders expand their thinking from mitigating against climate change (H1) towards adapting to climate change (H3). 

What’s the difference between mitigation against, and adaptation to, climate change? 

We need to recognize that we’re in a climate emergency — and that business needs to act urgently in providing solutions and accelerating a clean transition. 

Climate mitigation can be viewed as removing harm. For instance, mitigation involves reducing emissions or enhancing sinks of greenhouse gases (GHGs), so as to limit future climate change. 

Adaptation is how businesses can survive the impacts of climate change. For example, a manufacturing business may see an emerging risk of not being able to use as much water in its manufacturing process in the future and so it needs to change. 

Mitigation and adaptation are not binary choices. We know that climate change is happening now–we see the effects all around us. It is crucial for businesses to set and achieve their net-zero targets and also take the leap to adapt their business models as needed.

Applying Three Horizons to climate resilience for businesses

In our workshop, it was widely accepted that businesses need a climate change mitigation strategy, however, many find it difficult to prioritise adaptation due to the uncertainty of climate risks and a lack of understanding about the likely return on investment.  

We used Three Horizons to work through emerging threats to the participants’ businesses and to create pathways towards adaptation. A pathways approach allows for flexible progress towards a visionary goal and a shift in thinking that empowers leaders to create strategies that unlock long-term value creation – not just mitigation. 

For example, food companies might think about shifting to seeds that require less water or acquiring climate-resistant land. Companies reliant on large amounts of data storage could consider climate-ready data centres, and companies with physical offices in coastal areas might consider partnerships with cities to build resilient infrastructure.  

The impact that adaptation could have on climate resilience is sizeable: A study from the Economics of Climate Adaptation estimates that 40-70% of losses expected by 2030 as a result of climate change could be avoided through adaptation. 

Helping leaders prepare for the future

Three Horizons helps teams and multi-stakeholder groups to move beyond incremental action to systemic change that supports long-term value creation. 

Any leadership team can apply Three Horizons to any challenge or emerging risk.

Leaders’ Quest regularly hosts Three Horizons Facilitator Trainings. Join a growing global network of change-makers, including policymakers, researchers, business leaders, consultants, conservationists, philanthropists, activists, and community leaders who are using this transformative framework to drive positive change. Register for the trainings.

We mean everyone: Bringing adversaries into the climate action conversation

We mean everyone: Bringing adversaries into the climate action conversation

Lindsay Clinton

New York Climate Week is upon us and it’s hitting like a stack of bricks (which, incidentally, is what my schedule looks like this week).  

Everyone is buzzing about Apple’s new sustainability video, and kudos to Apple — the production quality, Octavia as Mother Nature, Tim Cook front and center on this topic — so much of it is brilliant (what’s not so brilliant is a business model based on planned obsolescence).

There’s also buzz — or is there a word for a bunch of simultaneous sighs? — about the Global Stocktake, one focus of this year’s COP, which is an effort to evaluate the progress that each country has made since the Paris Agreement. Adam Elman at Google assembled helpful summaries for you to review. TLDR: We’re not meeting the emissions goals set and there is a fast-closing window to avert the humanitarian crisis.

And then there’s COP28 itself — who’s going, who’s boycotting, whether it’s been co-opted, whether there’s any value for civil society to attend anymore, etc.

So, lots of buzzing and hemming and hawing. And, yet I also hear crickets. Pause, quiet. Do you hear them too?

That tinnitus is the sound, or lack thereof, of all the people who could care less about Climate Week, who don’t even know it’s happening, who are probably busy making deals to advance the continued use of fossil fuels, while we sit and talk about the intricacies of regenerative agriculture.

Breaking through to the other side

Can we reach those on the outside? Is there any chance of converting them? Admittedly, I liked Apple’s video because it was (finally) something I could share with friends in media and tech who would never read a sustainability report, but who saw Octavia Spencer+Apple and were intrigued to watch something sleek and smart. These folks are starting to wake up to the sustainability opportunity. They are ripe for full-scale conversion. They are ready to be persuaded that working on climate, and creating new solutions is the right thing to do — and it can be fun and shiny and beautiful too.

What we’re not doing well enough yet is engaging on the margins. Which people hold the power but aren’t “awakened” to the cause? Lately I hear frustration from some of the veterans in the climate sphere — who are so fed up that they are refusing to engage at COP, refusing to engage with oil and gas.

I get it. But I’m not sure it’s the right way.  

Two months ago we partnered with TED to deliver TED Countdown, a 750-person invite-only summit in Detroit focused on solutions and opportunities in climate. The convening was part of a continuing effort by Leaders’ Quest to bring in new voices and different actors who can and are contributing to progress on climate. We had some of the usual suspects, like Al Gore, who continues to impress me with his emotion and stamina on this topic, but many more unusual suspects from the world of art and oceanography, biology and shipping.

But I’m talking about going ever FARTHER out on the margins and engaging with people who REALLY aren’t there yet. Who am I talking about? The CEO who appears in the sustainability report alongside his signed statement of how important this work is — who, I come to learn, isn’t really on board when I talk to the CSO. The energy company leaders who have an occasional crisis of conscience but love a robust paycheck and want their kids to be well-set up. The folks who believe that technology will save us.

I don’t think we can give up on engaging these nodes in the system, yet.

Climate action conversations in focus

I had a prickly conversation with a peer over dinner about a month ago. This individual works as an investment banker at a major financial institution, and when the conversation shifted to climate and my work, my peer had a visceral reaction. In a group of 5-6 professionals, I spoke in a straightforward way, without drama, about the need for investments in clean energy and the phase out of fossil fuels as soon as possible. 

This person then countered, with, paraphrasing here: “That’s just unrealistic. We need oil and gas more than you know. The economy would come to a halt without it. And wind turbines aren’t recyclable anyway, and solar panels have to be changed out every two years.” 

I agree on  the need to shepherd an energy transition, but the rest of this rationale is just excuses. The climate crisis is the greatest opportunity of our time to innovate. Despite an ongoing economic reliance on fossil fuels, many companies are having their own reckonings and changing their entire product suite and business models. Governments around the world have committed to net zero, no internal combustion vehicles and no plastics within the next decade or two. We can get there. But not if we sit around saying we can’t. 

My finance friend’s paychecks come from pushing through more and more mainstream energy and chemical deals. And I doubt that anyone has ever incentivized my peer to do otherwise. 

Insights from New York Climate Week

I attended one of the first sessions at New York Climate Week, which featured the former president of Colombia, and Nobel Prize recipient, Juan Manuel Santos, speaking about his own climate  “enlightenment” moment when he had the opportunity to engage with one of the indigenous tribes in Central America. Engaging with the group inspired him to learn more, and the more he learned, the more passionate he became. 

We have to equip people to change their perspective. And I think this friend will with time. Just like we have to believe that we can win the climate challenge, we also have to continue to try to shift hearts and minds, and we can do so by holding space for complex, thoughtful and non-confrontational conversations. For enlightenment, for awakening, and for learning. 

We have been hosting these complex conversations for several years, and will continue to do so next week and at COP. If you’d like to talk about hosting a complex conversation, please reach out directly.

Who wants to be a Chief Sustainability Officer?

Who wants to be a Chief Sustainability Officer?

Lindsay Clinton

My husband asked me if I planned to take our girls to see the Barbie movie. My kids have never had Barbie fever, so honestly, I don’t even think they’re aware of the movie. And yet, I’m curious. Barbie and her manifestations are a symbol of how our society thinks about women, femininity, and even leadership.

Full disclosure, our family didn’t own a single Barbie until late last year, when Mattel debuted a new set of four environmentally-themed dolls. Given my background in sustainability, I was intrigued. What is Mattel up to? 

In Barbie’s long life, she has been many things, but I think it’s not a reach to say that most of us tend to think of her as an unrealistically proportioned woman whose feet seem like they might cramp up at any moment.  Yet, she’s transformed into an astronaut, a dentist, a fashion designer, a floral designer, a rapper, and more. 

Well, did you know that now, she can even be a Chief Sustainability Officer (CSO)?

CSO Barbie is one of a set of four Eco-Leadership Team dolls that Mattel released last last year: “Do you like collaborating and working with a team to help the environment? You Can Be a Chief Sustainability Officer!” Says the recycled cardboard packaging. 

Yes, you can! 👏 It’s a hugely positive aspiration, and one is incredible to see, not just because these skills are in-demand from employers, but because they’re highlighting career fields where women can come into their own power.  

In my role at Leaders’ Quest I frequently work with CSOs and their CEOs, and so Eco-Leadership Barbie and the Barbie movie have me thinking about the responsibilities of quickly evolving roles like the CSO, and those of the other dolls that Mattel has marketed recently: a conservation scientist with binoculars and a notebook; a renewable energy engineer with hard hat, safety vest, solar panel, and tablet; and an environmental advocate with camera and sign.  

Whichever you are, or aspire to be, these valuable roles are full of paradoxes–just like Barbie! 

Taking the CSO as an example, the common challenges I see in my work with Leaders’ Quest include: 

Five paradoxes of the CSO 

  1. Making the business case when success isn’t always measurable in conventional terms. This is a common challenge for CSOs who are looking long-term and holistically, but being measured on quarterly or annual results.   
  2. Balancing great stories with hard work. I often work with CSOs who are able to garner support for highly visible activity that is good for PR and for the brand, but not for the hard work that happens in the background that makes an incremental but meaningful difference.  
  3. Aligning the priorities of shareholders and consumers. While this isn’t a direct responsibility of the CSO, they keenly feel the pressure that the CEO is getting from the Board, shareholders, and consumers.  
  4. Running too fast or too slow. It’s a balancing act for the CSO to make enough change that stakeholders see and value, but not to go so fast that they lose buy-in from key figures like the Board and CEO. 
  5. Beating the drum, but not too loudly. Because of the economic importance of corporate environmental and social governance (ESG), the agenda has become politicized and risks distracting people from the mission of the CSO.

What strikes me about all of these paradoxes is that they are not about whether a business can become sustainable or regenerative. They are about mindset change:

Are the CEO and Board bought into the benefits of sustainable business and are they prepared to buy-in for a length of time sufficient for a CSO to start making a difference? 

Is the leadership team open to new language, new timeframes and new ways of measuring success?  

Is the leadership team willing to balance highly visible activity like tree planting, with the hard work of measuring and reducing carbon emissions in the background?

Often, the answer is muddled. 

Business leaders understand the rationale, but they’re in what we call the ‘messy middle’ where they’re still figuring out why and how to change. At Leaders’ Quest, this is where our work excels. As one of our recent clients said, our programming offered insights into the ‘inner game of leadership: “It gave me the tools, motivation, and energy to work with nuance within contested spaces in an increasingly polarized world, with far-reaching benefits beyond my professional life.”    

We focus on the internal aspects of change. We help leaders make the inner journey where new insights, mindsets, behaviors, and awareness can grow. This brings a whole new dimension to how we direct our energies towards regenerative business leadership. If you want to hear more, please feel free to reach out to me.

And how about Barbie? Can she also evolve? 

One of the organizations I worked for in the early aughts aimed to put a woman in the White House. The organization, The White House Project, worked closely with Mattel for several years to get a “Barbie for President” into toy stores. Culture change was just as important as training women to run for political office. When any of our young feminist colleagues asked why we were collaborating with Mattel, our co-founder reminded us, “You can’t be what you can’t see.”

In the copy that Mattel uses to describe the Eco-leadership Team Barbies, they state, “When kids play with Barbie, they imagine everything they can become.

As she launches her own corporate sustainability career, maybe Barbie offers something meaningful to women and girls after all. 

60 years and counting: The climate drumbeat goes on

60 years and counting: The climate drumbeat goes on

Lindsay Clinton

My first awareness of our changing climate dates back to Ms. Norton’s class at Mathews Elementary in Austin, Texas. I was in 3rd grade and it was a roller coaster year, as I recall. It was the year that the Challenger Shuttle exploded in front of our eyes, on live TV. Our teachers had been silent and emotional that day. So were we.

A few months later, on April 22, the vibe was more joyous. Earth Day involved tree planting and felt very Kum Ba Yah. I remember green posters in the hallways, construction paper cut-outs of children holding hands circling the round orb of planet Earth.

Perhaps the Earth-y joy was warranted back then. We were winning a major behavior change campaign around the elimination of CFCs—chlorofluorocarbons. To cut down on CFCs, my dad needed to stop using spray-on deodorant, and my mom needed to find another hairspray delivery mechanism. Doing this— and removing CFCs from refrigerators, freezers and air conditioning systems — would stop the degradation of the ozone layer.

Saving the planet in the 80s seemed pretty easy. Simple consumer choices helped us change course. By 1987, when I was in Ms. Primmer’s 4th grade class, the Montreal Protocol, a global agreement to protect the ozone layer by phasing out ozone-depleting substances, had been agreed to. Big hair had had its heyday and the ozone began to repair itself. 

Climate awakening moments

April 22, 1986 was the first day I remember being aware of the environment and the need to protect it. Perhaps you had your own climate awakening moment?

A nature walk. A beach clean-up. A documentary. A trip to a faraway place.

Whatever it was that brought your awareness to our environment, I’ve no doubt you felt a sense of concern at some point: we must act now to protect our planet. So, when did climate action begin?

It feels very much in living memory for many of us. But there has been a steady drumbeat of climate crises, research reports, policy moves, and climate action since way before I was born, and probably before many of you were born. Yes, really that long ago!

Early alarms

Silent Spring, written by Rachel Carson in 1962, was a call to action against the use of pesticides, highlighting the devastating impact they have on the natural world. Carson’s book was controversial and the chemical industry criticized her work; however it had a significant impact on public opinion and policy, and led to the formation of the Environmental Protection Agency.

The Cuyahoga River caught fire in 1969 due to heavy pollution from industrial waste and sewage that had been dumped into the river for decades. This wasn’t the first time the river had caught fire but this time it received national attention and helped to spur the passage of the Clean Water Act in 1972.

The Chipko movement was established in India in 1973, sparked by concerns over deforestation, soil erosion, and water scarcity in the region. The movement was led by local women who were concerned about the impact of deforestation on their families’ livelihoods and the environment. Peaceful protests and literal tree-hugging campaigns helped to raise awareness and led to policies aimed at protecting forests and promoting sustainable development.

These canary in the coal mine moments happened more than 50 years ago. There are many more examples, and in a workshop that I run with Leaders’ Quest, I chart the timeline of momentum building from the 1960s to today.

Playing our part now

Still the climate emergencies keep coming. The Pakistan monsoons in 2022 affected 33 million people. The ongoing megadrought in the US is causing drinking water shortages and raising debate about how we share natural resources. The heatwave in Europe in 2022 led to the worst drought the continent has suffered since the Middle Ages.

It feels daunting as we listen to the mounting drumbeat, and particularly as we read this week’s headlines about the ticking clock with the IPCC’s warning of the need for serious and immediate action if we are to limit global warming to 1.5 degrees centigrade. How is it that Rachel Carson knew that we needed to do more to guide industry in 1963 and here we are in 2023 with scientists again sounding the alarm?

What’s it going to take?

Perhaps we thought it would be easier than it is. Did repairing the ozone layer give us a false impression of the ease of repairing our environment? The ozone issue responded to behavior change and a coordinating shift in national policy.

Our current situation is not as isolated or as simple. Changes in consumer habits just aren’t enough. This is the year, the decade even, of “everything, everywhere all at once”: consumer behavior change, business model innovation, turning our energy system upside down, and policy that actually means something.

Working in the climate sphere can be a slog. But one of my core beliefs about climate action is that we have to do the work as if it is going to save us – and then it will. Those early activists sounded the alarm, and it’s helped to build the drumbeat that we’re hearing today.

We need to keep plugging away. As the proverb goes, ‘The best time to plant a tree was 20 years ago. The second-best time is now.’ It feels messy and people can start to feel conflicted or despondent, but at Leaders’ Quest we’re happy working in this ‘messy middle’ where people are finding their way, many years after their first memories of climate change.

How about you?

What is your first memory of being aware of the environment or climate change? Did it catalyze a change in your life or even shape your career as it has done mine?

Why we need B Corps more than ever

Why we need B Corps more than ever

Kim Coupounas

From my very first encounter with the B Corp movement, I was smitten. The B Corp model drew me in.

As a founder and former CEO of one of the earliest Certified B Corps and more recently a Global Ambassador for B Lab and co-founder of the B Corp Climate Collective, I’ve always believed in the promise of the B Corp movement, that it could move companies – and even whole economies – towards being a force for good.

But what does the future hold for it? A recent article in the Financial Times important questions about B Lab and its community.

The movement, which began over a decade ago with just a handful of visionary pioneering companies now has more than 6,000. As the movement has grown, B Lab and the B Corp community have been grappling with their future.

The B Corp movement at an inflection point

Much of the recent criticism leveled at B Lab and the B Corp movement has centered around the certification of large multinationals. Understanding that plenty of large multinational and public companies are making progress on the journey but are still way off, the question has been raised whether multinationals should be aspiring (or even allowed) to be B Corps.

Critics have also argued that the B Corp standards have become too broad and bloated, and do not do enough to tackle issues like climate change or economic inequality. Others have argued that the standards focus too much on individual company practices rather than broader systemic changes.

It’s clear that the B Corp community is at an inflection point.

What do we need from B Corps and the B Corp community now?

B Lab announced a review of the B Corp Certification requirements in December 2020. The new standards, expected to go live in 2024, emphasize 10 universally applicable topics and define non-negotiable requirements for achieving certification. These include taking concrete climate action, paying workers a living wage, and using a business’ brand voice and power for collective action and advocacy.

The original standards put forward a set of good/better/best practices that enable a company to take a holistic approach to using its business for good. The new standard provides a set of non-negotiable requirements for achieving certification. My view is that these new expectations are long overdue and will keep the B Corp movement relevant into the next decade. In the world of ESG and sustainability, there’s no perfect standard. Despite my impatience for the new B Corp requirements to “go live,” I still believe the B Impact Assessment – both the old and the new versions – is the closest thing that exists today to a roadmap for businesses of any size to transition to a regenerative business model. 

Just like no standard is perfect, no company is perfect. We need companies of all sizes to make progress towards a better future. I believe that we need B Corps now more than ever. We need more of them, and we need them in ALL shapes and sizes.

As part of my work with Leaders’ Quest, I have the privilege of working closely with a wide range of large multinational and public companies. Last week, a multinational client asked me whether the B Corp path is something they should still pursue in light of the Financial Times article. My answer was an unequivocal yes.

The inner game of leadership: Why it’s key to unleashing action for a healthy, sustainable world

The inner game of leadership: Why it’s key to unleashing action for a healthy, sustainable world

Melanie Jamieson

In May, I attended ChangeNOW, the world’s largest conference for the planet aimed at spotlighting 1,000 innovative solutions over three days. It was a hive of activity. A glimpse into a fast-growing ecosystem of initiatives with the aim to reach a healthy, sustainable world with speed, scale and justice.

I was asked to share my thoughts on what’s needed to turn these creative solutions — alongside myriad commitments, pathways, and partnerships that are announced every day — into collective action at scale. 

I think we need an upgrade in our human software — in the way we lead, and how we collaborate. 

For millennia, human beings have evolved at a slow and steady rate that’s served us well. We’ve become good at working with people who look like us and think like us; on local issues that we can see, touch, and experience.

But this pace of evolution is out of sync with the rapid change we’re now grappling with in the Anthropocene — the period in which human activity is the dominant force of change on Earth’s ecosystems.

To limit global warming to 1.5°C, we need an unprecedented level of collaboration across countries, citizens, corporations, industries, and civil society. This kind of radical collaboration is hard because it involves working across divides — borders, sectors and communities — with people who see and experience the world very differently from each other.

This ability to work effectively with difference is a leadership muscle that human beings need to evolve — and fast. So how can we speed up our own evolution?

At Leaders’ Quest, we’ve learned over the last 21 years that the fastest way to grow as adults is through experiential learning. Based on this philosophy, we take leaders on ‘Quests’ to immerse them in unfamiliar environments, and spend time engaging with inspiring changemakers driving impact across business and society.

We think of a Quest as a window to the world, and a mirror for oneself. Exposure to the forces shaping the future, coupled with time for deep reflection, opens the doorway to personal insight. It creates the chance to reflect on our ‘inner game of leadership’, as Bill Adams and Bob Anderson describe it.

Our ‘inner game’ is what we hold in our consciousness. In other words, it is our interior operating system — what drives us, how we define ourselves, what we believe. It’s what we use to make sense of the world. It informs how we act, and how we shape life around us. 

“Great leadership transcends skill, capability, and competence. It includes integrity, honesty, passion, vision, risk-taking, compassion, courage, authenticity, collaboration, self-awareness, selflessness, endurance, humility, intuition, and wisdom. These are qualities of the inner game.” Bill Adams & Bob Anderson

However, in a fast-changing world, there are fierce demands on our ‘outer game’ — our knowledge, skills and technical expertise. It’s the dimension that we spend much of our lives honing in education, training and leadership development. It’s also the one that leaders in sustainability typically focus on as they come to grips with how to transform their companies, cities and communities.

Yet our inner game RUNS our outer game. What’s happening on the inside shapes how we experience the world, and the actions we choose to take. This means that innovative technical solutions won’t solve the climate crisis alone. We must put equal focus on how we lead and collaborate (our ‘inner game’), so we can turn powerful ideas into implementation at scale.

For me, this means evolving our inner game in two key ways:

Firstly, we need to shift our mindsets to a regenerative worldview that puts life at the centre of all decision-making. Becoming regenerative is about asking ourselves how we can leave things better than we found them. It means “reimagining a world where the human economy and the natural economy work in harmony with each other”, as Futures Practitioner Bill Sharpe says. In practical terms, it means leading from a mindset of ‘doing more good’ (instead of ‘doing less bad’) in our companies, cities and communities.

Secondly, we need to develop inner qualities to work more effectively across divides. Adam Kahane, in his book ‘Collaborating with the Enemy: How to Work with People You Don’t Agree With or Like or Trust’ says effective collaboration alternates between the polarities of engaging and asserting. 

Through this lens, I see radical collaboration as a dance between building human connection and driving bold action. In practice, this means flexing our inner game across a spectrum of qualities that build empathy (respect, humility, generosity) and propel action (courage, purpose, resilience) to help people move forward together. It’s these ‘inner game’ qualities that we need to scale if we are going to step up to the challenges humanity is facing. 

So, as I looked out across the ChangeNOW conference, I was asked what small (or big) action everyone should take. The 1% change that scales if we all do it. 

My invitation is that we each build a bridge with someone who sees the world differently — perhaps even someone we don’t agree with, like or trust. Take the time to listen deeply, build empathy by sharing stories, and spend time seeing life through their eyes. Build a foundation of respect and connection — even if you don’t agree with everything you hear.

Climate action at scale requires wise leadership… and only by maturing our inner game can we build the radical collaboration skills to get us to a healthy, sustainable future for all.

Carbon credits should be one of our best tools to fight climate change — if we use them right

Carbon credits should be one of our best tools to fight climate change — if we use them right

The market for carbon offsets is booming, and a series of efforts have sprung up to define rules and standards that will tackle their often dodgy reputation. Global agreement on those rules is crucial to achieving a net-zero future and essential to helping avert the looming climate catastrophe.

In an Op-Ed for TIME Ideas, TED Global Curator and TED Countdown co-founder Bruno Giussani and Gabrielle Walker, founder of the climate consultancy Valence Solutions, highlight how carbon markets can bring about meaningful climate action.

Read the full article.

What is Regenerative?

What is Regenerative?

Each of us has a vital role to play in ensuring society can thrive at every level.

But what if each of us could actively engage in behaviors that put life at the center of everything – where individuals only contribute to activities that have a positive effect on the patterns and systems of which they are a part?

In this video, we explain what Regenerative means, and the steps we can take toward leaving things even better than we found them.

For more information on Three Horizons, visit and download our 10 Tools for Systems Change.

Three Horizons: the three voices

Three Horizons: the three voices

In any conversation about the future, you’ll probably notice three voices showing up: the manager, who is responsible for the success of the current system and keeping things going as they are; the visionary who speaks for a radically different world; and the entrepreneur who is impatient with all the talk and just wants to put new ideas into action right now.

We call these the voices of the Three Horizons.

In this video, we explain how to recognize these voices and see the value each one brings, and how they might work together to navigate conversations about the future.

For more information on Three Horizons, visit and download our 10 Tools for Systems Change.

Three Horizons: an introduction

Three Horizons: an introduction

Three Horizons (3H) is a simple framework to help guide conversations about the future towards meaningful action.

The framework acts like a map, helping us work out where we are, where we want to be, and how to get there.

It charts Horizon 1, the dominant way things are done today that show signs of strain and lack of fit to the future; Horizon 3, our visions for how we want things to be in the future; and Horizon 2, the innovations we can establish to help make our desired future a reality. This introductory video explains Three Horizons using the food system as an example but you can apply this framework to any topic of concern.

For more information on Three Horizons, visit and download our 10 Tools for Systems Change.