A few days ago, I took part in the Economist’s Sustainability Summit in London. As you would expect, the Economist had gathered a diverse and high-powered speaker list, including representatives of governments, international organisations, foundations, NGOs and corporates.   

Two recent books – Alice Korngold’s A Better World, Inc and Lynda Gratton’s The Key – both provide examples of how business alone has the capability to address many of the greatest sustainability challenges and that, with the right strategic approach, business also has the motivation. While many of the projects are highly complex (which is why they call for the skills and resources which large businesses can deploy), the general message is simple enough: business for good can be good business.

I took part in a session along with David Cutter of Diageo and Kyung-Ah Park of Goldman Sachs. The approach I took was underpinned by my view that, in an increasingly interconnected and transparent world, the secret of success in sustainability is to keep it simple. 

Here are six simple thoughts to consider:

1. While every good business needs a purpose, it’s better to judge sustainability by behaviour and outcomes – which we can see and measure – rather than by intention, which we can’t, and where grand words can be perceived as inauthentic, thus leading to cynicism.

2. Sustainability is most authentic when it’s integral to a business. For example, in manufacturing, start with reducing the environmental impact of the product across its lifecycle, then focus on operations (e.g. by using solar energy to power plants), and then on how by making the core business better it can contribute to better social impacts (e.g. by extending employment opportunities). If you want to support young people, consider training them in skills relevant to your sector. Linking sustainability projects to a business and involving value chain partners incentivises an organisation to continue such projects and extend them.

3. The faster the pace of technological change, the less of a problem is caused by the tension between short- and long-term thinking. Think of sustainability as future-proofing the business, or simply retaining your customers, and you reach the same conclusion.  

4. Sustainability is only credible if it’s transparent. An honest admission of enlightened self-interest is more powerful than any amount of largely unread CSR reporting.

5. In the same vein, over-professionalising sustainability risks creating a separate world, complete with its own exclusive language, separate from real business.  In an age of increased transparency, this is short-sighted.  Like with health and safety, there’s a need for expert knowledge, but the practice must be fully mainstreamed.

6. In taking on big projects, business will be working increasingly closely with governments and international organisations. So it is essential for business to take the trouble to understand the motivations and timescales of government, which are often very different from those of the private sector.  

The views and opinions expressed in this article are those of the authors and do not necessarily reflect the views of The Economist Intelligence Unit Limited (EIU) or any other member of The Economist Group. The Economist Group (including the EIU) cannot accept any responsibility or liability for reliance by any person on this article or any of the information, opinions or conclusions set out in the article.