At Colectivo, we believe the next decade will not be decided by who talks the most about transformation, but by who learns fastest from working solutions already in motion. That’s why we launched the Innovation Spotlight Series. Each edition focuses on concrete innovations that respond to systemic risk, translating them into strategic signals for leaders.

Real solutions. Real scale. Real implications.

Best known for convening leaders across business, government, academia, and civil society, the World Economic Forum operates at the intersection of public-private cooperation, economic foresight, and innovation. Its mission is simple: to improve the state of the world by turning dialogue into coordinated action across industries and regions. 

Sustainability is a team sport, but most teams are playing without a playbook.

Across impact, sustainability, and innovation work, many teams are experiencing collaboration fatigue. They are navigating fast-changing policy landscapes, an overabundance of digital tools, and the persistent gap between good intentions and scalable action. At a time when the world’s most pressing social and environmental challenges demand joined-up thinking, more meetings alone are not the answer.

During our recent BS for Employee Engagement webinar, we explored a challenge that almost every organisation faces when trying to drive change: The gap between what people intend to do and what they actually do.

In behavioural science, this is known as the Intention-Action Gap. It’s not a new concept, and most of us have experienced it ourselves. We set goals, we care about outcomes, and we fully intend to change, yet our behaviour often stays the same. The same thing happens inside organisations.

This month, the Colectivo Book Club explored Creative Confidence by Tom and David Kelley, a book that challenges one of the most persistent barriers to innovation: the belief that creativity is reserved for a select few.

At Colectivo, we see this assumption play out across organisations navigating sustainability and transformation. Teams are often rich in expertise, ambition, and intent, yet struggle to translate ideas into action.

What’s missing is not creativity, it’s the conditions that allow creativity to operate.

At Colectivo, we believe that for sustainability to be FutureProof, it has to move beyond theory and into lived experience.

Earlier this month, I attended the GEC Sustainability Cluster Meet Up in Dublin on behalf of Colectivo, joining a cross-sector group of practitioners, founders, and sustainability leads exploring what it really takes to drive change within business.

This wasn’t a panel talk or a slide-heavy seminar. It was something far more challenging: a workshop designed to make participants feel the tension between business as usual and the future we need to build.

WEF Global Risks Report 2026: Short-term Risk #4 | Long-term Risk #1

Welcome to the second deep-dive of our 2026 series. Each month, we explore a critical global risk; unpacking its scope, key insights, and potential takeaways for your organisation. This month, we focus on the risk that has reclaimed the top spot for the coming decade: Extreme Weather Events.

Sustainability isn’t something that lives in one role or one team. It shows up in how decisions are made, how work is prioritised, and how everyday habits take shape across an organisation.

That’s why learning is often more powerful when teams do it together.

In our latest blog, we explore how Green Week can kick-start engagement; from light-touch actions to high-impact initiatives like GrowAllot, developed with Forager.

One of the most rewarding parts of launching Behaviour Change for Sustainability has been hearing from early learners and seeing how the course is landing in real professional contexts.

As a new course, these first reflections are incredibly valuable. They help us understand what resonates, where the course is most useful, and how it’s supporting people in their day-to-day work.

Every January, individuals and organisations set ambitious goals. We promise to work more sustainably, change habits, reduce impact, and lead differently. The intention is there and often it’s genuine.

Yet, as the weeks pass, many of those goals quietly fade.

This isn’t a failure of willpower. It’s a well-documented behavioural phenomenon known as the Intention-Action Gap, the space between what we want to do and what we actually do.

We often talk about the need for change in sustainability, in organisations, and in how we work. But one of the biggest challenges remains the same: we can’t change what we don’t understand.

This is where behavioural science, and in particular the COM-B model, becomes so powerful.