We live in a time of great uncertainty, complexity, and unprecedented systemic challenges. Addressing complex sustainability challenges requires unprecedented collaboration and new ways of working across sectors and across scales.

We have a long track record of working with organizations to help them become sustainability leaders. Our effort to support the emergence of role model organizations that can inspire others is a key part of our mission.

We are a highly respected provider of learning programs based both on a big-picture, science-based understanding of sustainability and an understanding of the hands-on skills needed by today’s leaders.

  Blog

A Message from Chad Park, Executive Director:

The past year has been one of intense development for The Natural Step Canada. 2014 was the second year of a five year strategic plan focused on shifting our approach from working mostly one organization at a time, to multi-organizational collaborative interventions aimed at catalyzing profound change in larger systems.

The centrepiece of this focus is the Sustainability Transition Lab (STL), which blends our backcasting approach and experience enabling sustainability-driven change within organizations, with best and emerging practice in multi-stakeholder change processes. We’ve spent the last couple of years developing the STL program and methodology, and 2014 was when we really began to put it into practice.

Could the Future-Fit Business Benchmark be about to Shake up the World of Green Business Ratings?

Part 1: How we Measure Business Sustainability

“Wind the clock forward and imagine that we are now in a sustainable economy. What would we be able to say about all companies in that economy? What would be true of the performance of these companies in order for that economy to go on forever?”

Tim’s Top 4 Characteristics of Innovation Ecosystems

Last fall, The Natural Step gathered a group of Canadian leaders in sustainability and social innovation in Wakefield, Quebec. Surrounded by the turbulent beauty of the MacLaren Falls we came to share experiences and resources, and to address the need for a qualitatively different approach to the way we work.

We affirmed our commitment that to affect change greater than our individual mandates, we need many more points of connectivity into the very systems we are trying to shift. In order to identify the sort of strategic interventions that lead to breakthrough outcomes we need to be informed by a depth of understanding that can only be acquired through diverse and sometimes uncomfortable alliances.

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