DOING MORE GOOD 

Moving from 'doing less harm' to 'doing more good'

We have crossed seven out of nine planetary boundaries. The result is a growing planetary polycrisis — one that is no longer a distant threat, but a lived reality in parts of the world today. To address this, legislators, cities, and businesses must integrate sustainability as a core driver of strategy. This requires a fundamental paradigm shift: from merely doing less harm to actively doing more good.

We must rethink the role of business in society and begin to repair the damage inflicted over the past 200 years. Sustainability is not enough, because less harm is still harm.

My vision is a society that thrives within the safe and just space defined by the planetary boundaries framework — where people, communities, and ecosystems flourish together.

My mission is to help bring that vision to life — in organisations, cities, and the built environment.

I support organisations at every stage of their sustainability journey. By identifying leadership gaps and offering strategic guidance, I help embed sustainability and regenerative thinking into strategy, operations, performance management systems and organisational culture. 

Sustainability is a driver of long-term value creation 

But sustainability inaction is no longer neutral - it can lead to significant risks in relation to regulatory pressures, reputational loss, loss of market share, reduced access to capital and customer segments, workforce disengagement, and stranded assets.  It is therefore imperative to take strategic action on sustainability to reduce those risks by quantifying them and embedding actions deeply into business models and governance systems. This can be done by:

• Aligning sustainability with enterprise value creation by fully integrating it into core business strategies instead of seeing it as a compliance- or communication exercise.
• Prioritising systematic transformation of business models over incremental changes. Review core products and services and deselect those that harm the planet. Move from linear to circular, integrate nature as a partner.  Ensure both resilience and ethical integrity and embed carbon, biodiversity, and social impact considerations into every investment decision.
• Developing risk models that assign monetary values to potential sustainability risks and manage these risks with the same governance that is applied to financial or IT-risks.
• Building internal accountability and governance. Set direction from board level and leadership team, establish clear lines of responsibilities across all functions, and define clear and holistic KPI's that reflect your ambitions. 
• Review and update role descriptions, career pathways, bonus models, sales and project execution processes, and training programs to integrate sustainability into every function and system in the organisation. 

True leadership will come from those willing to reimagine their businesses not just as less harmful but as fundamentally value-creating for society and nature. Aiming for Doing More Good. 

Strategy is not a slidedeck.

It is what happens when you leave the room. 
The direction people move in – without being told.

Many companies struggle with strategy implementation

There are many silent killers of strategy. Among these are:

• Weak definition of the challenge and lack of prioritisation. Everything is important.
• A weak narrative and/or lack of communication and sensemaking activities on lower levels
• Top-down process only. No involvement of middle-managers or employees, who often have a different perception of reality
• Weak definition of roles and responsibilities. It is nobodys job to deliver on the new targets
• Underestimation of the complexity and scale of change 
• No resources to drive change in the organisation
• No feedback culture or identification of key leverage points across systems
• Lack of definition of tangible actions - what should we do differently tomorrow?
• Lack of relevant and holistic KPI's and incentives to deliver on the new targets. Why should employees change and take risks - if they are still measured on old KPIs? 

I help companies analyse these pitfalls and get back on track, using this simple, four step model: