This endeavour requires the involvement of all value chain stakeholders food processors, vets, pharmaceutical companies, banks, feed companies, fertiliser companies, feed additive companies, educators and universities. No individual, organisation or sector can do what needs to be done on their own
The conference had a very positive and can-do orientation. Notably, those navigating the giant dairy companies see a very positive and agile future where the system will be enabled in its evolution and adaptation by integrating new technologies and harnessing the multiple sources of nutrition – animal, plant and fermented.
Technological innovation alone will not achieve the required reductions in carbon emissions and biodiversity depletion. No matter how many efficiency measures we roll out, technical efficiency won’t be enough unless without a fundamental shift in business models and traditional thinking about business performance.
The pitfall for organisations when crafting their sustainability strategy is to assume their organizational system is simple and predictable when in reality it is complex and requires a much more agile and adaptive strategic approach.
In times of crisis we must make decisions based on what is right and not on what is most comfortable or routine. When we are really scared – what have we got to hang on to? The only thing we can hang on to is – what is the right thing to do? Because nothing else can be trusted as real.
But people follow purpose – with much more intensity than they follow job titles or money. The challenge is to allow yourself and your organisation to be purpose-led, principles focused and where performance is measured as purpose translated.