So, is sustainability still good for business? Or has that narrative lost power?

My perspective is that the traditional approach—talking about ROI and efficiency—helped bring sustainability into boardrooms. In the past year, a lot has happened in the field. But when environmental and social efforts become politically charged, are difficult to quantify, or are seen as risky, some companies pull back.

This reveals a deeper issue: if our commitment to sustainability only holds when the numbers look good, is it truly a commitment, or just a tool for maximizing profit? If it’s the latter, it makes us vulnerable to shifts in politics or market sentiment. And when businesses retreat from their values, it undermines trust, internally and externally.

Further, if we believe that business depends on natural resources, functioning institutions, and stable societies, then “sustainability is good for business” is ironically more accurate than ever. We’re seeing the uncertainty created when those foundations are under threat, and unless we act, the pressure will only grow. That’s why I believe we must move beyond the constant need to prove the short-term financial return of sustainability. Because what if we can’t? Do we wait until society—or the planet—can no longer support business?

So, what should we do?

Well, business systems and culture have long prioritized short-term gains, which makes it hard to value sustainability, resilience, and long-term stability on their terms. We might need to reframe the question—from “How do we make sustainability profitable?” to “What kind of economy makes sustainability inevitable?”

The old model assumes a straight line: growth, returns, expansion. But it’s unrealistic to expect endless growth on a finite planet. We need to stop treating sustainability as a strategy to outgrow limits and start seeing it as a way to protect value and positioning.

That’s a big shift?

For some, it is. But I think it’s necessary. Sustainability is a company’s long-term license to operate, because businesses depend on it. And the most effective sustainability strategies also benefit the short term by reducing risk, identifying opportunities, and keeping long-term goals in focus.

Yet, it’s not easy. In 2025, sticking with sustainability is a test of knowledge, courage, and integrity. Earning a seat at the table as a commercially driven, value-oriented sustainability voice is tough, no matter how strategic or tactical you are. It’s also still a relatively new function within most companies, and it’s often shifting—from PR and communications toward finance or legal, which brings changes in language, focus, and collaboration.

We also see global supply chains becoming conduits for political tension. This reinforces the reality that sustainable business operates at the intersection of social responsibility, ethics, legal compliance, and long-term operating capacity. One clear example is that some companies in Europe have received letters from U.S. embassies requesting that they scale back their work on social sustainability in order to continue supplying to the U.S. market. Being placed in a difficult position—caught between international politics, business expectations, local laws, and their values- is, of course, challenging for institutions at multiple levels.

That sounds like a tough place for leaders to be?

It is. But we shouldn’t underestimate the capacity and focus of leaders. Good leaders can navigate challenging situations and manage multiple priorities at the same time. Short-term profit matters—in the systems we operate within, that’s a reality. But it can’t be the only measure. When sustainability doesn’t show up directly on the bottom line, it’s often seen as a cost. But that’s not just a data gap—it’s a mindset gap.

Leaders who embrace sustainability understand it’s not about optics—it’s about real resilience, real risk, and real opportunity. And it’s about collaboration, knowledge sharing, and exchange. We are operating in contexts that are overwhelming to most of us.

What’s your advice to executives right now?

Stand up for international agreements and obligations that promote sustainability and stability. Stay informed and curious - a lot is happening beyond our echo chambers and beneath the surface. Prioritize sustainability efforts that align closely with your business model and where your impact is most significant. And be honest: if your company is pulling back on its commitments, don’t sugarcoat it. Acknowledge the trade-offs.

Leaders are expected to bring clarity to a wide range of stakeholders, often with competing interests. Even when we listen deeply and co-create thoughtful solutions, tough decisions and compromises are inevitable.

Modern leadership means moving forward even without all the answers. In that context, a long-term vision is essential—it helps guide short-term decisions. What kind of future are we building? What kind of company do we want to be? Who are we here for, beyond shareholders, and what would they decide?

I like the analogy, saying a business exists only to make money is like saying a person exists only to eat. Necessary? Yes. But for most, not the reason for being.
And here’s the paradox: the companies that truly understand this may be the ones that perform best, not just this quarter, but over time.