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Strategic transformation to sustilience: learning from COVID-19

John Grant (Sustainability Advisor, Fort Collins, Colorado, USA)
Thomas Wunder (Neu-Ulm University of Applied Sciences, Neu-Ulm, Germany)

Journal of Strategy and Management

ISSN: 1755-425X

Article publication date: 23 September 2021

Issue publication date: 13 October 2021

1052

Abstract

Purpose

The authors seek to stimulate and strengthen learning for both institutional and corporate leadership to transform society toward sustainability and resilience. The authors use sustainability in the broader socioecological sense, rather than meaning merely financial survival. Based upon experiences by various parties in dealing with coronavirus disease 2019 (COVID-19) or (C-19) during 2020 and into 2021, we are all driven to ask, “Which lessons shall we learn?”

Design/methodology/approach

Based upon a brief review of environmental and management literature, the authors compare experiences with C-19 and those of socio-ecological sustainability to-date and distill both sources for optimism as well as pessimism in the face of technical and socio-political challenges.

Findings

Historical experiences are not particularly encouraging, but there are many opportunities for great improvements if institutional and corporate leaders choose to learn from both C-19 experiences and earlier efforts toward sustainability.

Practical implications

Procrastination by major industrialized economies in not taking major positive actions to control and reduce carbon pollution and other environmental damage is leading to human crises–hunger and thirst followed by migration, conflicts and healthcare system collapses. Organizational executives need to develop flexibility and embrace precautionary principles regarding many stakeholders if humanity is going to have a good chance of flourishing in the future.

Originality/value

The authors adapt the “wedding cake” model of Sustainability Development Goals (SDGs) and their relationships to the concept of “dynamic materiality” in both an organizational as well as a macro perspective. In addition, the authors introduce the word sustilience to describe an organization's combined ability to achieve “sustainability” through relatively stable conditions as well as the “resilience” to rebound after major external shocks.

Keywords

Acknowledgements

Funding: No funding to report for support of this paper.

Citation

Grant, J. and Wunder, T. (2021), "Strategic transformation to sustilience: learning from COVID-19", Journal of Strategy and Management, Vol. 14 No. 3, pp. 331-351. https://doi.org/10.1108/JSMA-07-2021-0151

Publisher

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Emerald Publishing Limited

Copyright © 2021, Emerald Publishing Limited

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