One of 2026’s most prominent trends has been a pivot to the business value of sustainability. Increasingly, that value lies in resilience. The spotlight has shifted to responding to and anticipating crises. In other words, risk management is in the driver’s seat. A recent Globe Scan survey reinforces this observation, finding that:
- “The moral case no longer moves people the way it did: Sixty-nine percent of sustainability experts say moral arguments are less effective than they were five years ago, and only 8 percent disagree, while the rest are uncertain.
- Crisis has become the engine of progress: Sixty-four percent say sustainability progress is now being driven by crisis and disruption rather than planned collective action, against 12 percent who disagree. Progress is still happening, but increasingly as a reaction to events rather than as the result of deliberate collective choices.
- Experts are divided on whether progress is now more difficult: A relatively smaller proportion of 43 percent say progress is harder now than it has ever been, with 32 percent neutral and 25 percent disagreeing, the most divisive of the three statements. The consensus is that the old arguments have stopped working, not that the work has become impossible.”
We’ve been big proponents of using business arguments to advance ESG from the very start. It’s not that we don’t care about or support moral good. To the extent that sustainability leads to a more just and equitable world, that is a great thing. However, moral good is the realm of policymakers and government. We decide that certain laws and rules should be in place because they are morally correct. The economy operates on a different set of motives. Profits, losses, and competitive advantage. Moral good is fine and well, but if it doesn’t help the business thrive, then building your argument around it is unwise.
Business leaders are never going to give weight to strictly moral arguments. To the extent that morality or perceived morality impacts the bottom line, those arguments may be persuasive. In many respects, this is because concepts of right and wrong are highly subjective. Profit is not. Take DEI, for instance. There is a portion of the population that believes DEI is a highly moral cause. There is another portion that believes DEI represents a great moral failing. However, the vast majority recognize the business value that diversity generates.
The shift to focusing on the business value of ESG is one that makes sense. The persuasiveness of moral arguments was bound to expire. However, if there’s one element that’s overlooked in the modern sustainability landscape, it is opportunity. Avoiding loss and building resilience are imperative, but ignoring opportunity leaves money on the table. ESG doesn’t just protect business value, it can also generate it.
Our members can learn more about ESG business value here.
