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We believed that the salvation of the world, the cure for climate change, and the end of pollution and waste, all of it, would be driven through business profits and strategic motivation. Doing good by the environment—cutting energy use with better light bulbs and boilers, reducing inefficiency through design and engineering, and adding renewable energy supply—was not only environmentally responsible, it was good for the bottom line. Win-win: green both ways.
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Corporate sustainability does have value: good design can, at no cost, accomplish great things. Take your cup of Starbucks: If you add cream second, you need a stir stick—a piece of wood harvested from forests, manufactured and transported, packaged and distributed. But if you add cream before you pour in the coffee (a design solution) you suddenly don’t need a stir stick at all. You’ve replaced a material thing with intelligence; you’ve eliminated waste through thought. What an unbelievably compelling way to view our problems!
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Systemic change is the only path to climate stability. But what the corporate sustainability movement has truly succeeded at is ensuring that everyone works within a narrowly defined playing field that leaves the one thing we need to upend—the fossil-fuel-based economy—intact and unthreatened.
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A business that pursues “sustainability” as conventionally understood becomes, in the media’s eye and in customer perception, a “green” company, absolved of doing anything else. Such firms don’t have to undertake the hard work of political activism that might actually drive down global emissions like political advocacy, use of public voice, testimony in Washington, noisy, uncomfortable coalition building and peer pressure, divestment, or public calling-out of bad behavior. Hell—they don’t even need to cut their emissions to be labeled a leader. They just need to aspire to it.
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