Perspectives from Capgemini
Cyril Garcia Head of Global Sustainability Services and Corporate Responsibility, Capgemini
Florent AndrillonClimate Tech global lead, Capgemini
Elisa FarriVice President and Co- lead of Capgemini Invent’s Management Lab
Gabriele RosanIDirector of Content and Research at Capgemini Invent’s Management Lab
Pascal BrierGroup Chief Innovation Officer and member of the Group Executive Committee
Incremental innovation and behavioral changes are mandatory but will not be enough to get us there. We need systemic changes in technologies, institutions and practices at a scale comparable with the ones experienced in past industrial revolutions."
There’s no single answer to help us stay within planetary boundaries, and Climate Tech players are working on the challenge from multiple angles."
We have less than seven years to halve global greenhouse gas (GHG) emissions and reduce methane emissions by a third if we are to limit global warming to 1.5°C.
To get there by 2030, we need to go beyond incremental innovations and behavior change.
We must make systemic changes in technologies, institutions, and practices on a huge scale. We need a new industrial revolution.
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We are all the time asking more of a planet that will soon have no more to give.”
The struggle for sustainability is a game with high stakes. Global targets to reduce carbon emissions are being set against the backdrop of a fast-growing global population and untenable pressure on our finite natural resources.
We believe the only answer to this seemingly impossible equation is to innovate. Let’s consider the equation in more detail, beginning with carbon-reduction targets.
To limit global warming to no more than 2°C – and avert the worst impacts of climate change, as called for in the Paris Agreement – global greenhouse-gas emissions would need to be cut by 45% by 2030 and reach net zero by 2050.
Sustainability requires a different management style and a new set of behaviours. Changing people’s hearts and minds is the biggest challenge—and it must start with the C-suite.“
Whatever its history, whether stretching back centuries or just a handful of years, every organization comes with its own set of expectations based on that history.
To date, sustainability has very rarely featured in this. Put simply, the vast majority of organizations were not built with sustainability as the keystone, or even one of the pillars supporting their vision.
Given this, it is unsurprising that, when it comes to organizational culture and leadership, there exists what can be described as a “sustainability deficit.”
The majority of today’s senior executives were educated at prestigious business schools; gained professional experience via a well-worn, traditional path; and built their careers within a profit-only paradigm based on hitting quarterly and annual financial targets.
