How behaviors are defining a sustainable future of work

Our goal is to highlight the balance between tangible work elements and intangible behaviors to create a truly sustainable organization.

In brief

• The future of work emphasizes behavioral change for sustainability, balancing physical workspaces, tech enablement and cultural dynamics.
• Organizations that will thrive are those that turn their sustainability intentions into actions by actively supporting employees in changing their behaviors.
• Leadership is key in driving sustainable behaviors, requiring skills to sense, understand and act on organizational challenges.
  

The behavioral transformation shaping sustainability and the future of work. The future of work is not just about technological advancements or innovative business models; it's also about the fundamental behavioral shifts that are necessary to support a sustainable future. These shifts are not merely about adopting new practices but involve a deep transformation in how we think, act and find purpose in work.

As we delve deeper into the future of modern work and its intrinsic link to sustainability, our focus shifts to a pivotal yet nuanced aspect: behaviors. Our objective is to underscore the vital balance between the "tangible" elements of work — the physical environment (bricks) and the technological enablement (bytes) — and the more "intangible" element of behaviors, to develop a truly sustainable organization.

Previously, we dissected the future of work through the lenses of bricks — the evolving physical workspace — and bytes — the technological tools that empower contemporary work practices. These tangible components, while measurable, set the stage for the more intangible aspect of behaviors, which encompasses the cultural, interpersonal and procedural dynamics that guide daily operations within the workplace.

Bridging the gap between purpose and practice

The businesses that will thrive in the coming decades are those that broaden their purpose from profit only, to also considering their people, the communities they work in and society at large. This holistic approach demands a significant behavior change within organizations: where the wellbeing of employees, the health of the environment and the financial success, as well as negative impacts of the company, are seen as interconnected and equally important.

• According to the EY CEO Outlook Pulse Survey from April 2024, 54% of global CEOs consider sustainability matters more crucial in 2024 than they did a year ago.

However, while the importance of this expanded purpose is widely acknowledged, many organizations still grapple with the challenge of turning intentions into actions. Without a strong connection between purpose and practice, efforts can become disjointed, and the transformative potential of sustainability initiatives may be undermined. To truly embed this broader purpose into the fabric of operations, organizations must not only articulate their commitment to social and environmental responsibility but also demonstrate it through actionable strategies and transparent, consistent messaging that galvanizes the entire workforce. This alignment is crucial for fostering a culture of sustainability that empowers employees to contribute to the organization's sustainable future, ensuring that the company's aspirations for people, profit and planet are not just stated but are actively pursued and realized.

• According to the EY Europe Long-Term Value and Corporate Governance Survey, only 24% of global CSOs are "completely satisfied" that they have a clear strategic view, supported by credible analysis, of how addressing their material environmental, social, and governance (ESG) priorities will achieve their value-creating objectives.

Beginning with purpose and having a clear “North Star” is crucial in creating a culture where sustainability is not an afterthought but a fundamental aspect of every decision and action.

Adapting to new behaviors and quitting old habits

The transition to a sustainable future requires employees to adapt to new behaviors and unlearn and quit old habits and practices. This can be challenging, as it often involves stepping out of comfort zones, leaving behind activities that have served us well and embracing change and experimentation. For instance, avoiding unnecessary business travel, conserving energy and opting for sustainable materials are activities that need to become second nature within the workplace.

Unlearning old habits is equally important. Practices that were once considered standard, such as unnecessary business travel or working from an office five days a week, must be re-evaluated considering their environmental and social impact. Employees and leaders must be willing to let go of these entrenched behaviors and adopt more sustainable alternatives, and they need to be supported by the organization, its leaders and the systems to do so. Leaving the choice to the individual is not enough; the norms regarding why and how we do things in daily operations are far too strong. 

The role of leadership in driving and supporting behavioral change

We all know that behavior change is hard, especially when we look at it from an individual perspective. However, to realize our sustainability ambitions, organizations need to harness the power of its people by recognizing that they are at the heart of transformation. Leaders must be the visionaries who continue to champion the changing way of working and provide clear direction to inspire their teams to adopt sustainable behaviors.

The path forward 

The nexus between sustainability and the future of work is about striking the right balance between bricks, bytes and behaviors. While the physical and digital infrastructures are essential, it is the behaviors within these frameworks that will ultimately determine the success of a sustainable organization. 

The balancing of bricks, bytes and behaviors will need to be driven by: 

• Connecting organizational purpose to its sustainability aspirations
• Articulating the expected behaviors of the organization and reinforcing through systems and leadership to override social norms
• Equipping leaders with a diverse array of skills, capable of sensing the subtle shifts in their organizations, making sense of complex challenges collaboratively and acting decisively to foster a culture of sustainability

By embracing the mindset of sustainability as a transformation, leaders can ensure that their organizations do more than just survive; they can thrive, creating value that extends beyond the boardroom to benefit society and the environment for generations to come.

Contact us today to learn how you can successfully integrate sustainability into your culture and Future of Work strategy.