Over the past ten years, an awareness of ecological issues has emerged and grown in public opinion.
This underlying trend, which probably anchors a profound change of era, is characterized in one word: “sustainability”.
But what exactly does this word mean?
It is agreed to say that it is about taking into account environmental, social and economic considerations, to a degree of equitable importance.
But could it be so much more?
In any case, it is a question of lasting, and therefore of endurance.
Endurance, since that is what it is all about, is therefore made up of a complex composition of internal and external factors, more or less predictable, which determines, for any organizational model, its ability to endure over time. beyond fashions, beyond times, beyond material constraints and resource limits.
The sustainability strategy is the strategy for viable endurance.
A strategy in which all the others are based - hence including the digital transformation strategy - and without which any other leads to an ephemeral and perishable result.
Can another strategy ultimately be a good strategy (for good)?
Could a strategy that does not allow to last and endure, or that would allow to do so in an unsustainable way, that is to say in an irresponsible and unfair way, be (for) good?
This word of sustainability is the seed of a profound change that finally gives an unprecedented depth to business ethics that digital technology may be empowered or jeopardized.
Having a sustainability strategy is simply having a strategy.
It is a strategy on which rests the foundations of foolproof sustainability, that of wars, that of natural disasters, that of the scarcity of resources, that of economic instability, all this while contributing to maintain, regenerate or grow which contributes to creating the value that the company sells.
In fact, the strategy never was and never should have been to do anything but serve such a purpose.