Real Sustainability

SFor years, the narrative of the ecological footprint has shaped the discourse and our actions in the sustainability transformation. It describes the negative impacts of our activities on the environment and helps make clear which actions are particularly harmful to our planet and future generations.

It’s clear: the way we do business significantly contributes to the threat to our life-support systems. Regulatory pressure on organizations is increasing. Companies are responsible for making their CO₂ emissions, resource consumption, and associated social impacts transparent and reducing them in accordance with CSRD, EU Taxonomy, and ESG criteria.

Compliance with these regulations is a huge challenge for many organizations. New structures and processes must be created in a short time, and governance must be adapted. Even producing sustainability reports alone is complex and costly. All of this often consumes the majority of the resources available for sustainability.

But simply measuring and reducing harm does not take us far enough. Yes, it is essential to understand and minimize our own impact. But in a world that urgently needs sustainable and regenerative solutions, it is not enough to merely cause less harm. This is where the handprint comes into play.ichten. Hier kommt der Handabdruck ins Spiel.

The handprint represents the positive changes companies can create—whether through their corporate social responsibility (CSR) initiatives, redesigning business models and ecosystems, or creating new conditions that make it easier for others to act more sustainably. While the footprint focuses on measuring and reducing harm, the handprint is about active creation. It expresses the sum of positive impact on the environment and society.

Focusing on sustainability reporting is undoubtedly important for creating transparency and reducing the footprint. It’s a first, essential step. But alongside this, we must ask: how can we develop truly sustainable solutions that contribute positively to the regeneration of our life-support systems?

What becomes clear is that, similar to digital transformation, sustainability transformation is not something that one department can accomplish alone. It requires distributed knowledge across the organization so that sustainable and regenerative practices can truly become embedded in the business. And it requires an accompanying cultural shift that runs through every level and department of the company.

To remain future-ready, companies must act with two hands. Yes, they need to reduce their footprint—but at the same time they must also grow their handprint. This ambidexterity is the key to a successful sustainability transformation: on one hand, compliance and reporting obligations; on the other, the active pursuit of regenerative solutions that create real value for society and the environment.

Innovation does not happen on its own. Companies must actively work to build these new competencies. Agile methods, cross-functional teams, and iterative ways of working can help kick-start the necessary innovation processes. But at the same time, regenerative mindsets and skills must be established across the entire organization. Companies that take this first step will have a decisive advantage in the coming years.

How can regenerative innovation competence be built across an organization? There are several pathways to achieve this: targeted team development programs that go beyond classic sustainability initiatives and enable employees to identify innovation potential for positive impact in their daily work. Building a network of innovation coaches who promote and support regenerative processes within organizations—similar to the role of Agile Coaches in digital transformation. And of course, HR departments are needed to support these measures and ensure that the necessary competencies are embedded throughout the organization.

Only with these future skills will companies be able not only to meet their reporting obligations, but also to make a relevant contribution and remain competitive in the future. Companies that begin building these competencies now will have a decisive head start.

Text: Simon Berkler, Sue Sarikaya, and Theresa Sauter