So last time we had a major financial crisis in 2009, sustainability dropped down in importance in most companies agenda. So we were curious here in 2023 with poly crisis, with all sorts of other problems, what's the take, what's the importance of sustainability on the company's agenda? The good news is 87% of the companies that we ask either strongly agree or agree that even in times of crisis, sustainability is on the top of their agenda. However, we do see a lag between industry leaders and non-leaders. For example, 85% of industry leaders say that they have a clear roadmap in place to achieve their sustainability targets, while only 31% of the non-leaders say that they have a clear roadmap in place to achieve their sustainability. While only 31% of the non-leaders say that they have it. 87% of the leaders say that they take sustainability into consideration when making major strategic decisions, while only 38% of the laggers do that. Now, this difference is just widening the general gap in performance even more. So companies are on the move. Strategies are on the move. Strategies are in the make. But any one of you who has been subject to a strategic change, a redirection, new setting of the course of the ship, you all know it's much easier to write the strategy than to actually implement the strategy. In fact, there's only one third of a chance that a business strategy actually achieves what it says out to do. Poor statistics. But if there was ever an area where you really want to beat that number, that must be on the agenda of sustainable change. So we asked ourselves, what if we are approaching this wrongly? What if we need to profoundly reimagine why our organizations exist and how we operate to truly become sustainable? And maybe it's not a sustainability strategy that we need. Maybe we are just trying to put a new hat on our old dog on our old dog. Because we truly believe that instead of a sustainability strategy, we need to have a sustainable business strategy. So let me take you back to the first semester in economics at university. My university. And yes, that was in a different millennium. My business economics professor at the first lecture said, the business of business is business. And business leaders, they are here to maximize. And what if we are here to help people in the future, they are here to help people in the future, and they are here to help people in the future. And so what if we redefined strategic choice to be about securing long term value for all stakeholders? My first summer job was at a candy and ice cream shop. And just behind the counter, there was this quote saying, Kunden har alltid rätt. The customer is always right. And it was so many times where I was just thinking, is this really true? I mean, we have all heard this phrase and it goes way back to the beginning of the 19th centuries. And in recent years, understanding the customer needs and customer centricity have become something of a science. Business have been putting more and more focus on understanding the customer needs. And unfortunately, maybe sometimes even manipulated. Asking themselves, I mean, if we just can figure out what the customer really wants without them even being able to articulate it, we might be able to sell more and grow. Now, this perspective has led to a narrow focus on satisfying customer needs and desires without really asking the questions, are the problems found really worthwhile solving? Or if there are bigger and more critical societal problems to be solved beyond just satisfying the customer needs of a segment. Now, for example, when Patagonia said, thank you, but no thank you to producing their most popular current t-shirt line 2011 because of the environmental footprints that came with current production back then. So we believe that organizations need to re-imagine their purpose by shifting their focus to solving deeply worthwhile problems and maybe refuse to produce whatever the customer wanted. So imagine if your main stakeholder was the planet. What choices would you make differently? And the answer to this question really starts with the core approach. What is the purpose of your business? What would the purpose of your business? What would the world miss if your company didn't exist tomorrow? And leaders are faced with a range of different decisions. Simple decisions, complex decisions. And the complex decisions typically require careful problem solving. And our go-to there is financial reasoning. How many of you have been exposed to, could you quickly give me a bag of the envelope calculation? Or maybe even asked to build up a sophisticated business case, securing an overview of profits, of cash flows. But what if we looked into a new age where shareholder value wasn't the only, but stakeholder value was what we were interested in? That would require that we started thinking about impact of our carbon footprint, that we calculated impact on biodiversity, that we calculated social impact. So we calculated social impact. Traditionally, we have not had a lot of tools, a lot of data to take these types of decisions to make sustainable choice making. But there is a pathway. There is a call for a new decision paradigm, but it does require three different things. It requires focus. It requires simplicity. And it requires standards. Focus in terms of understanding carefully what is actually material to a company. simplicity, simplicity in terms of simplicity, simplicity in terms of clear rules, and then standards to make sure that we are comparing apples with apples and not apples with oranges. So what if we asked finance never to produce simplistic financial business cases again? One of my favorite movies of all time is Gladiator. An iconic scene from that movie is when Maximus leads his army to battle. And before he does that, he says, at my signal, unleash hell. And sometimes that scene and that specific quote reminds me of how business is done today. Looking into today's business strategy. Looking into today's business strategy often is framed as a battlefield. You have rivals among competitors and you fear new entrants. And when it comes to your value chain, you look one step down, one step up, and it's really just about your bargaining power. Businesses asking themselves the question, so where can we play and how does this give us a competitive advantage? What the events of the last few years and the planetary crisis that we are in has taught us is that no business or country is an island. This means recognizing that we are all embedded in value networks and that the negative impact of an unsustainable value chain is much greater than the one of one single company. So to truly become sustainable. So to truly become sustainable, the whole value chain needs to be sustainable. So we believe that instead of aiming for sustainable competitive advantage, we should aim for sustainable collaborative value creation. And in the same scene in the movie, Gladiator Maximus also says, what we do in life echoes in a time. So we have the opportunity to be sustainable. We only have one world.