The Problem with the Old View
The traditional sustainability model focuses on minimising negative impacts: use less, emit less, waste less. It operates in a linear framework; an input-process-output mindset (Meadows et al. 2004). While this has driven some positive change, it often treats sustainability as a constraint or compliance issue, not a value driver.
This model also assumes a level of predictability that simply doesn’t exist anymore. Climate variability, evolving social dynamics, AI disruption, and global talent shortages are not isolated variables. They are interlinked forces that affect each other, often in unpredictable ways.
As Meadows et al. (2004) highlighted in Thinking in Systems, linear thinking leads to short-term fixes that often worsen long-term outcomes. Whether it’s carbon offsetting without genuine reduction, or circular economy initiatives that ignore labour ethics, siloed thinking limits our ability to respond to the scale and complexity of today’s challenges.
A Fresh Look: Enter Systems Thinking
Systems thinking is the ability to see patterns, relationships, and feedback loops across an entire system rather than focusing on individual parts in isolation (Meadows, 2008). In a sustainability context, it means looking beyond the supply chain or energy use in narrow ways, and understanding how environmental, economic, technological, and social systems interact.
Take electric vehicles as an example. On paper, they reduce emissions and are often cited as sustainable. But when we apply a systems lens, considering rare earth mining, battery lifecycle, grid impact, and recycling infrastructure, we see a far more complex picture. The goal is not to discourage innovation, but to understand its full impact and design better responses. As Sterman (2001) argues, systems thinking equips decision-makers with tools to explore dynamic complexity, unintended consequences, and time delays - factors often overlooked in linear problem-solving approaches.
As Peter Senge explains in the classic text The Fifth Discipline (1990), systems thinking “is a discipline for seeing wholes. It is a framework for seeing interrelationships rather than things, for seeing patterns of change rather than static snapshots.” This shift in perspective enables organisations to make decisions that are not only responsible but resilient. In addition, Fiksel (2006) also highlights that sustainability and resilience are best achieved when we move from siloed thinking to integrated systems approaches; recognising that environmental and organisational performance are deeply interdependent.
From Compliance to Strategy
This approach repositions sustainability from a corporate responsibility issue to a strategic business capability. It’s not just about meeting ESG benchmarks or writing sustainability statements; it’s about building a business that can succeed in a volatile, complex future.
Research from McKinsey (2023) found that companies with advanced sustainability strategies, those integrating systems thinking and innovation, are outperforming peers on profitability and talent retention. Meanwhile, Deloitte’s 2024 Global Sustainability Report highlights that over 70% of business leaders now see sustainability as central to long-term competitiveness, not a cost centre.
This fresh look is already playing out in leading organisations:
- Patagonia applies systems thinking to its entire value chain, considering biodiversity, social impact, and regenerative practices; not just carbon reduction.
- Microsoft links sustainability with its digital transformation strategy, investing in green AI, sustainable cloud infrastructure, and skills training to drive systemic change.
Skills for a Sustainable Future
Crucially, a fresh look also requires new skills. As technology continues to accelerate, businesses must ensure their people are not only digitally fluent but systems literate. According to the World Economic Forum’s Future of Jobs Report (2023), “systems thinking” and “sustainability literacy” are among the top ten emerging skills for the next decade.
This isn’t just about hiring sustainability officers - it’s about equipping everyone, from leaders to frontline staff, with the mindset to navigate complexity. Apprenticeship programmes, micro-credentials, and lifelong learning are essential tools in building this capability.
Furthermore, it’s not just technical. Emotional intelligence, ethical reasoning, and collaboration are key components of systemic thinking. They help leaders to weigh trade-offs, engage stakeholders, and build inclusive solutions that reflect the complexity of real-world systems (Senge, 2006; Arnold and Wade, 2015).
Why This Matters More Than Ever
Some may argue that global progress on sustainability has slowed, or even regressed, in recent years. For example, on climate, today’s political picture is mixed, with live arguments in many countries about the desirability, direction, and pace of change. But this is precisely why a fresh, business-led perspective is needed. Can organisations afford to wait for global consensus and political unity before acting? Many forward-thinking organisations, and business leaders are continuing to drive progress independently. For example, Kingspan Group, a leading building materials manufacturer, has committed to net-zero carbon manufacturing and has already achieved a 61% reduction in Scope 1 and 2 greenhouse gas emissions since 2020; demonstrating how sustainability ambition can remain strong despite shifting political landscapes (Kingspan Group, 2024). This momentum reflects a broader recognition that sustainability is not only a moral imperative but also a strategic advantage (Mousseau, 2025).
The businesses that thrive in this new era will be those that:
- View sustainability as a strategic opportunity, not a regulatory burden.
- Embed systems thinking into their decision-making processes.
- Invest in technology and people together, recognising that true sustainability is human-centred.
- Design for long-term, regenerative impact; not just short-term gain.
Final Thought
Sustainability still matters - to people, to the planet, and to profit. But the lens we use to view it must change. A systems perspective reveals that sustainability is not a separate function; it’s the context in which all business now operates.
The question for leaders is no longer: Can we afford to invest in sustainability?
It’s: Can we afford not to reimagine it?
Action Point
Choose one sustainability challenge in your team or organisation. Reframe it as a strategic opportunity using systems thinking. Look for the connections, not just the symptoms.
Bring together voices from across functions, map out the system (tools like Miro’s System Mapping Toolkit can support this process) and identify one high-impact area to improve.
Think big, start small; but start now.