Whatever you think of ClimateWeek, it is clear from both the conversation and case examples that the business of addressing climate change is advancing, even as executives responsible for strategy and execution face significant headwinds and sobering data on projected use of fossil fuels.
The energy transition is underway. Significant resources and financial investment are needed to secure and protect supply chains and make the business model more resilient. More companies are seeing competitive advantage in a long-term sustainability strategy.
But doing the work is still complicated. Sustainability leaders who stood up aspirational commitments to decarbonize a few years ago, today face whiplash as enthusiasm turns to skepticism amid economic and political tumult. The Chief Sustainability Officer may need to walk back the commitments they once embraced or be less public about achievements.
What works now?
A Climate Week conversation among 20 CSOs hosted by our partner, the sustainability team at the Brunswick Group plus dozens of other meetings and exchanges over this week illuminate the strategic choices and tactics that are paying off. Internal change agents are finding allies in new places on the org chart and testing new ways of working—albeit with less fanfare—to sustain momentum and get the work done.
Here’s what we see from the CSO playbook developing in 2025:
Reset/Reframe: Companies that have already surpassed their climate goals for 2030, as well as those who need to right size their commitments due to market reality or overreach, are engaging across business lines and functions to frame the next phase of work.
Risk analysts are natural allies, even when policy signals are weak. For example, when the sustainability team aligns with colleagues who manage the supply chain or assess risk, it opens up new ways to frame the problem, goals and ambition. “Supply chain resilience” sells better than aspirational language in the annual sustainability report.
Bottom-Up Change: Across industries, employees are becoming a more active part of the conversation. Internal champions from the rank-and-file are now recognized as important allies. They shore up enthusiasm in the C-suite and directly engage with, and even lead, the work of decarbonizing operations across markets and regions.
Working with a New CEO: In a number of companies, change in the C-suite has proved to be an opportunity to recalibrate, and to even gain ground. If the executive is new to the sustainability terrain or an industry, it is unlikely that climate goals will be at the top of the to-do list. Patience is needed; the material upside may become more apparent and investor interest in sustainability goals can emerge as the new CEO clarifies his or her strategy and understands the systems on which the company is deeply dependent.
Work the Room: Sustainability execs are becoming more intentional about planting roots in departments where making progress against goals is becoming more relevant. This year the focus might be the finance department, next year, supply chain management. These relationships help assure that the connection between sustainability and value creation are manifested in the C-suite and boardroom. They also enable a fresh lens on how sustainability intentions and strategy are communicated—as more companies ditch the format of the annual impact report in favor of web-based or integrated reporting.
IDK: Sometimes “I don’t know” is the best first answer. Confident executives take the time needed to avoid rash decisions and are transparent when off track. Clarity about what matters most to the company’s long-term success makes it easier for leaders to navigate difficult or confusing terrain, course correct, and come back stronger. As they assess a company’s prospects, boards, employees, investors and customers all want authenticity and candor. That was always the case; it is now an imperative.
These are some of the opportunities for sustainability executives to mine at this moment. We can learn from the pushback against the prior CSO playbook. This juncture is clarifying; future stability and growth depend on getting it right. We are witnessing a clear shift in how and where sustainability shows up.
Importantly, the winning strategy requires speaking plainly about aims and being specific about actions. Clarity of corporate purpose is always a good starting point. Competitive advantage follows.
This blog post was originally published on LinkedIn. Follow Judy Samuelson for more insights on business and society.