Joining forces: Keys to successful corporate collaboration and leadership for sustainability — David Kiron

MIT Sloan Management Review Executive Editor David Kiron

MIT Sloan Management Review Executive Editor David Kiron

Once upon a time, resource-intensive industries—like paper manufacturing—faced constant criticism and public pressure from environmental groups. Attacks by Greenpeace on Asia Pulp & Paper (AP&P), for example, caused some customers to withdraw their orders.

But times are changing.

When, in 2012, AP&P wanted to remake its business model and how it acquires raw material — a significant undertaking—it waved the white flag and invited Greenpeace into the boardroom to help the company change its forestry sourcing practices.

“Never in our history had our shareholders sat in the same room with a ‘radical’ NGO like Greenpeace,” says Aida Greenbury, an AP&P managing director.  “So it’s quite groundbreaking that we now sit together in our boardroom to discuss strategy and incorporate their input.”

AP&P’s experience is just one example of the burgeoning phenomenon of companies collaborating for sustainability, with a focus on transformational, strategic results. The practice of corporate sustainability is steadily moving beyond ad hoc.

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