Sustainability: The Corporate Challenge Ahead

When Sustainability Gets Sidelined

We are living in an age of polycrisis. This is not just about multiple problems erupting at the same time. It is a web of interconnected crises. These crises trigger, fuel, and deepen one another. Economic, political, social, and environmental issues are now inextricably linked.

The corporate world is trying to navigate this chaotic landscape. On one side, there are short-term profit pressures; on the other, the climate crisis, technological leaps, and geopolitical tensions… 

As strategic priorities jostle for supremacy, one issue is consistently pushed to the back burner: sustainability.

The Alarm Bells Are Ringing

The science is clear: the world has already overshot the 1.5°C target set for 2030. Only about one-third of the Sustainable Development Goals are on track. The UN Global Compact – Accenture CEO Study 2025 reveals the stark reflections of this trajectory in the corporate world.

First, the good news! 99% of CEOs say they will keep or even increase their sustainability commitments. That’s a high level of intention. But when you scratch beneath the surface, a stark reality emerges: a lack of preparedness.

Only a quarter of CEOs are conducting scenario planning. Fewer than 15% feel prepared for inflation, trade regulations, or the climate crisis.

In short, leaders affirm that ‘sustainability is essential,’ yet they remain confused about the ‘how’ of preparation.

The Silent Progress

In 2024, half the world’s population voted in elections. In many countries, leaders skeptical of, or even hostile to, sustainability were elected. The US is the most striking example of this. Political pressure and societal polarization have also shifted corporate rhetoric on the global stage.

The exit of 14 major banks from the Net-Zero Banking Alliance (NZBA) is a key case in point. A “talk less, attract less backlash” approach is spreading through the corporate world. Still, behind the scenes, companies continue their investments. Projects for carbon accounting, digital monitoring systems, supply chain transformation, and low-carbon product development continue, albeit at a slower pace.

So, companies are continuing their preparations in the background. But they are doing so more quietly and invisibly. This, in turn, weakens public support. Because where there is no public pressure, financing and scaling inevitably slow down.

The Technology Readiness Gap

96% of CEOs see technology and innovation as critical for sustainability. Artificial intelligence offers immense opportunities in areas like supply chain transparency, climate risk modeling, and energy optimization.

But here, too, a chasm exists between intent and implementation. Only 26% of CEOs see this as a strategic priority. The critical issue, once again, is preparedness. A mere 27% of CEOs state they are prepared to handle the pace of technological change.

The Capital Chasm

Another major obstacle to transformation is financing. The transition requires $4.3 trillion in annual investment. The Global South is particularly vulnerable due to high borrowing costs and low investment. The regions most affected by climate change are being left out of the transformation.

Capital is flowing to developed nations and technology. This is not just a financing gap; it signals a profound crisis of justice. A warning in the report is particularly striking. “The global business community is accountable not just to investors. It is accountable to society at large.”

Conclusion: A Time for Courage and Trust

Over the next five years, the strongest pressure on sustainability will come from consumers and regulators. While investor influence wanes, suppliers will become more decisive across the entire production chain. Employee expectations will also continue to rise.

In summary, CEO awareness is high. But preparedness is weak. Political polarization is silencing the business world. Energy demand is overshadowing the fossil fuel transition. Technology is both a solution and a risk. Capital inequality and a lack of trust remain massive obstacles.

Where we stand today is clear: Sustainability is no longer a window-dressing slogan, but the backbone of corporate strategy. The era of big words, abstract visions, distant and vague targets like 2050, and advertising rhetoric is over.

We have only two paths ahead. The first is fragmented adoption—trying to get by with disjointed, insufficient, risk-averse steps that lack global governance. This is the chaotic picture we see today, and this path would make it permanent.

The second is coordinated acceleration. This means speaking with the clarity needed to convince politics and society. We should use technology not just for efficiency but for justice. We must chart a roadmap that builds trust with all stakeholders.

History will record which path we choose. This time, investors and regulators will not be our only judges. Future generations will judge us. The harsh reality of our climate will judge us. The conscience of our societies will also judge us.

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