Every climate conference delivers a mixed bag of outcomes, and COP27 was no different.

Despite the long-awaited creation of a loss and damage fund, delegates remained displeased by a shortfall of capital from developed nations, lack of specific implementation plans, and seeming attempts to claw back commitments made at Glasgow last year.

The most alarming statistic for me came out on Decarbonisation Day when it was revealed just how slowly we are moving to reduce emissions: the world is headed for 1.7 degrees of warming if all the policy changes promised at COP26 are implemented, 2.4-2.7 degrees if today’s policies are executed to plan, and a catastrophic 3.5 degrees if the current rates of implementation and execution stay where they are today.

TL;DR: We need to do much more, much faster, if we want a liveable planet.

So what now? 

We need more boots in the fight. At my Echelon climate panel in October, a founder in the audience asked: “What if our businesses have nothing to do with sustainability? What could I start doing tomorrow that would help make a difference?”

It reminded me that while the startup ecosystem generally understands why we should take climate action, the how is still unclear for many companies.

Also Read: Beyond buzzwords: How climate tech startups can create an impact in green recovery

In this three-part series, I explore how any business (not just “climate” businesses) can reduce emissions while accelerating the transitions of companies around them.

What can my company do right away that would make a difference?

Greening the world’s materials and economic systems on a planetary scale is a tall order. Still, the primary task for each individual and organisation is simple: understand and reduce your environmental footprint (emissions or negative impact on the planet), and find ways to increase your handprint (positive impact on the earth).

Luckily, so many solutions already exist that we need to start doing or help others do more/better/faster.

The common culprits – key emissions drivers – are well known, and the Pareto principle tends to ring true: most of your emissions will come from very few segments of your business. Focus your actions there to start with.

For most sectors, the big three will be energy, transportation, and materials (not just the waste from what you use but also the water, energy, and fuel consumed throughout the lifecycle of all the “stuff” and processes in your value chain).

You can get more granular breakdowns through carbon accounting and management tools, but there are also well-known ways to immediately use less of all three (saving both money and emissions).

It can be more complex to find greener versions of the big three (especially if these are more expensive or don’t fit neatly into current operations). However, solutions that are better for the planet while still being great for business bottom lines (i.e. “no sacrifice models”) are increasingly available – check out these guides for green energy options and alternative packaging, and this repository of 1000+ clean growth solutions vetted by technical and business experts at the Solar Impulse Foundation.

Don’t stop at the “sustainability team”

Beyond the big three, there are unexpected ways to decarbonise nearly everything about your business – and in so doing, also engage more of your employees or peers in the process.

For example, Information and Communications Technologies account for more than two per cent of global carbon emissions – about the same as the aviation industry – so have you considered making your website code environmentally friendly or using climate-neutral data centres?

Also Read: Can Bitcoin help us in the fight against climate change?

Is your facilities management team only tracked on keeping to their budget, or could they also be measured on choosing cleaner heating and cooling? Do you incentivise employees to adopt more climate-friendly behaviours or reward those who do?

“Every job is a climate job,” as more and more folks in my network are saying. Project Drawdown even created these job function action guides that identify climate actions every department can take. So there’s no reason to put the full burden of greening your business on the CEO, CFO, or Chief Sustainability Officer’s team alone.

There are no silver bullet solutions when we need to transition everything, so it can feel like too big a burden to carry, too long a list to get through. The important thing is to start. Please focus on the few things that matter most, so it’s significant yet manageable while sharing your progress and choices with others.

Even if yours is one business out of millions, finding viable paths forward and helping more companies see or take these paths too absolutely does make a difference; do not underestimate the ripple effect.

That said, what if no solutions feel right for your business?

In the next part of this series, I’ll share how your company can engage with and improve the options around them – instead of waiting for the perfect fit to come around.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic.

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The article was first published on December 14, 2022

The post Climate conferences won’t save us: How to start taking action all year round (Part 1) appeared first on e27.

In order to achieve meaningful AI integration, we need to keep the human element at the forefront rather than focusing solely on the technology, according to Caroline Yap, MD (Global AI Business and Applied Engineering) at Google Cloud.

She was speaking in a panel session about AI’s transformative power at the second edition of Gateway Gulf, organised by Bahrain’s Economic Development Board (EDB).

“The generative AI boosts productivity, supports customer acquisition, and enables new economic models,” she added. “However, its successful adoption requires organisations to consider its impact on human behaviour and societal norms, ensuring the human element remains central. While enterprise interest is growing, the generative AI is still in its early stages, with only about 5 per cent of its potential realised.”

The AI market is projected to reach US$1.4 trillion by 2030, experiencing substantial growth from its estimated US$214 billion revenue in 2024. As businesses increasingly turn to AI to drive growth, it’s becoming clear that the transformative potential of these technologies extends far beyond their technical capabilities. AI’s ability to enhance operations, streamline workflows, and revolutionise customer engagement is undeniable.

AI is reshaping industries at an unparalleled rate

On a separate note, HE Khalfan Belhoul, CEO of Dubai Future Foundation, noted that AI is transforming every sector at an unprecedented pace, with advancements quickly rendering today’s cutting-edge obsolete. Governments that stay agile and collaborate with the private sector—now the primary driver of innovation—are best positioned to leverage AI’s potential.
This transformation era is powered by three forces: AI (and generative AI), supercomputing, and robotics. As these technologies converge, they promise vast yet largely untapped possibilities that signal the beginning of a profound shift.

Also Read: How to inject agility into your fundraising

AI regulations are essential to ensure the ethical development and deployment of AI, balancing innovation with public safety and accountability. Belhoul views the regulatory landscape as a key, often overlooked factor in innovation. While funding is plentiful, he argues that capital alone can’t ensure success; innovators need streamlined paths to implementation, rapid feedback, and real-world testing.

Ethical development and deployment

Hardware is also a critical component of AI adoption, as the technology’s full potential can only be realised with the necessary infrastructure, including powerful processing units, specialised chips, and ample storage capabilities, enabling AI systems to run efficiently and scale effectively.

Without robust hardware support, the rapid advancements in AI applications, particularly in areas like generative AI and machine learning, would not be possible. Yap highlighted the essential role of hardware, skilled talent, and rare materials in AI’s value chain, noting the importance of companies like Nvidia and Intel despite challenges in the competitive chip production sector.

Symonds, on the other hand, notes that healthcare is undergoing a major transformation, with AI playing a key role in advancements, and is expected to see the highest long-term adoption rate of 40 per cent.

AI-driven R&D is not only advancing areas like protein discovery but is also reshaping the entire industry, which faces inefficiencies, rising costs, and an ageing population.
Given that healthcare data comprises 30 per cent of global storage, AI-powered analytical tools are increasingly essential. Symonds highlights AI’s role in personalised medicine, enabling individual-level disease analysis and prediction. This pivot towards preventive and personalised care, enabled by AI, represents an unprecedented opportunity to transform healthcare for future generations.

As AI continues to evolve and reshape industries, its successful integration depends on a balanced approach that considers both technological advancements and human-centric values. With the right regulatory frameworks, infrastructure, and ethical guidelines in place, AI has the potential to drive sustainable growth, foster innovation, and address some of the world’s most pressing challenges.

The journey ahead is one of collaboration, agility, and thoughtful implementation—paving the way for a future where technology works harmoniously with society’s needs.

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Image credit: Gateway Gulf 2024

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In today’s interconnected world, technical skills alone are not enough. Whether in business, education, or community building, our success hinges on our ability to understand, navigate, and bridge cultural differences. Cultural intelligence (CQ) is the cornerstone of this ability, helping us lead, connect, and collaborate with people who bring diverse perspectives to our teams.

CQ is an essential skill for any leader or professional, as is adaptability or communication. Diversity brings richness to our workspaces, and it introduces challenges that require intentional action if we are to address them appropriately. This is where CQ comes into play. By prioritising CQ and potentially leveraging AI-driven insights to enhance CQ in our daily interactions, we foster inclusion and build environments in which everyone feels valued, enabling our teams to perform at their best.

Let’s explore eight key practices for building CQ so that we can maximise efficiency, innovation, and unity in our global workplace.

Recognise and respect cultural norms

As a fundamental building block of establishing trust, respecting cultural norms goes beyond polite gestures. Each culture comes with its own set of practices and values, including communication styles, approaches to time, and respect for and expectations of hierarchy. By taking the time to understand these nuances, we signal respect, which in turn creates an atmosphere where mutual understanding can thrive.

Put it into action: Before starting a project with a diverse team, research each member’s cultural background to understand their values. Even small gestures like greeting colleagues in their native language show that you value their perspective.

Adapt communication styles for inclusivity

In cross-cultural settings, communication is as much about how we say things as it is about what we say. Effective communicators adapt their style to meet the needs of a culturally diverse audience, choosing language that is clear, respectful, and free from jargon. A single message can resonate differently across cultures, so tailoring our approach helps prevent misunderstandings and ensures that everyone is on the same page.

Also Read: Human resources hacks for the bootstrapped startup

Put it into action: Consider how cultural differences may influence communication preferences. For example, some cultures prioritise direct communication, while others might see it as too abrupt. Adjusting your style to suit these preferences fosters inclusivity and clarity.

Tailor leadership approaches to fit cultural needs

There is no one-size-fits-all approach to leadership. In a global workspace, effective leaders are those who adapt their methods to align with the expectations of different cultural backgrounds. By doing so, they empower their team members and foster a sense of belonging, which can lead to increased engagement and productivity.

Put it into action: Reflect on your leadership style and assess how it may align or clash with the cultural preferences of your team. For example, some cultures value a hierarchical structure, while others prefer a more collaborative approach. Adapting your leadership to accommodate these preferences shows respect and builds trust.

Listen actively to diverse perspectives

True CQ requires us to listen actively, not just to words but to the perspectives and values behind them. In a diverse team, each member brings a unique view shaped by their cultural experiences. When we listen with empathy and curiosity, we can better understand these viewpoints and build stronger, more cohesive relationships.

Put it into action: Practice active listening by asking follow-up questions to clarify and validate a speaker’s perspective. This helps you go beyond the surface, fostering a deeper understanding of diverse experiences and creating a safe space for open dialogue.

Encourage open dialogue about cultural experiences

Creating a workplace culture that values open dialogue around diversity and inclusion is essential for team cohesion. When team members feel comfortable discussing their cultural experiences, it helps break down barriers and promotes mutual respect. Leaders who actively encourage these conversations help bridge cultural gaps, making the workspace more inclusive and dynamic.

Put it into action: Establish regular opportunities for team members to share their experiences. This could take the form of casual team discussions, cultural awareness workshops, or even informal cultural exchange sessions. Encouraging open dialogue builds trust and creates a supportive team environment.

Foster inclusivity and belonging

Inclusivity is not just about inviting diverse voices to the table, but about making sure those voices are heard, valued, and empowered to contribute. Fostering inclusivity means going beyond symbolic gestures to create a culture where every team member feels a sense of belonging. This not only enhances collaboration, but also fuels innovation, as diverse perspectives bring fresh ideas to the table.

Put it into action: Implement team practices that emphasise inclusion, such as collaborative decision-making or rotating leadership roles. Additionally, ensure that each team member has an equal opportunity to contribute and feels comfortable sharing their insights.

Focus on common goals to unite diverse teams

When we bring together people from different cultures, the possibility for friction is real – but so is the potential for synergy. By focusing on common goals, we give diverse teams a shared purpose, a focal point that enables us to look past cultural divides and concentrate on what unites us. When we align on shared objectives, we create an environment where each individual’s contributions are valued, regardless of cultural background.

Put it into action: Start each project by clarifying the team’s shared objectives and how each member’s role contributes to the larger vision. This helps keep everyone aligned and minimises the potential for cultural misunderstandings that could otherwise arise.

Leverage AI for enhanced cultural fluency

Artificial Intelligence is rapidly emerging as a powerful tool for fostering CQ. By analysing data on cultural preferences, language usage, and team dynamics, AI can help us better understand how to communicate and lead across cultures. Whether through AI-driven language translation tools, sentiment analysis, or team collaboration insights, AI can be our ally in driving more culturally intelligent interactions.

Also Read: Human-driven interaction in an AI driven world

AI doesn’t replace human effort in building CQ, but it can support our understanding and reduce the chance of misunderstandings. By integrating AI tools into daily practices, we gain data-driven insights that help us adapt to cultural needs more effectively and inclusively.

Put it into action: Use AI tools to analyse communication patterns or assess cultural preferences. For example, some platforms offer real-time translation or sentiment analysis that reveal how team members might be feeling about certain interactions. AI tools can provide a layer of awareness that enhances cultural fluency, allowing us to bridge gaps more smoothly and respectfully.

Why CQ matters

The benefits of CQ are far-reaching, including improved communication, increased productivity, and greater innovation. When leaders and team members actively work to bridge cultural gaps, they create an environment where everyone feels valued and empowered. Cultural intelligence, complemented by the strategic use of AI tools, transforms diverse teams from simply coexisting to thriving together.

In a world where borders are increasingly blurred, CQ is no longer an optional skill. Embracing these practices isn’t just about improving team dynamics, but about equipping ourselves for the future. As we develop our CQ, we gain the tools to foster inclusivity, drive productivity, and build a more compassionate, interconnected world.

Our workplaces – and indeed our world – are richer when we engage with each other’s cultures with curiosity, respect, and empathy. As we build our CQ, we’re not only enhancing our professional capabilities, but also creating a legacy of understanding and inclusivity that will carry us forward.

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Editor’s note: e27 aims to foster thought leadership by publishing views from the community. Share your opinion by submitting an article, video, podcast, or infographic.

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