Motivating Sustainable Behaviors in Businesses

The Big Problem

A familiar story plays out in boardrooms around the world: a sustainability lead walks into a quarterly meeting with a comprehensive plan that would cut the company’s carbon emissions, reduce reliance on raw resources, and phase out unsustainable suppliers. There is a strong business case for the overhaul: lower long-term costs, greater supply chain resilience, and better investor relationships. While the presentation is met with a few nods of approval, the proposed plan is ultimately postponed in favor of more “pressing” priorities. “Let’s revisit this next quarter” becomes “Let’s give it a year.” The idea quietly dissolves, business marches on as usual, and the future costs of climate inaction keep rising.

Despite many businesses recognizing the benefits of sustainability, few companies are actually putting it on the agenda. In a recent global survey, 83% of CEOs acknowledged that sustainability improvements could lead to better business outcomes over the next five years, but only 37% viewed it as a top priority for their business.1 Even brands on the leading edge of sustainability are struggling to meet their goals.2 This persistent green gap between intention and action is driven by several competing priorities, including the pressure to generate short-term profits, offer stakeholders immediately observable outcomes, manage complex supply chains, and maintain a competitive industry edge. These short-term priorities are given extra precedence over complex, long-term, and potentially costly sustainability goals due to psychological tendencies like short-term thinking, a bias toward the status quo, and diffusion of responsibility.

While boosting business sustainability is often seen as a technological or regulatory challenge, it is equally a behavioral issue. Research has revealed several cognitive biases that affect group-level decisions around sustainability.3 To address these motivational barriers, it’s crucial that we support structural solutions with a behavioral science perspective. This article explores cutting-edge sustainability solutions like behavioral nudges, gamification, real-time feedback loops, AI-driven dashboards, and commitment devices—all of which can motivate businesses to move beyond surface-level sustainability pledges and take concrete steps with real environmental benefits.

About the Author

Smiling woman with long hair stands in front of a lush plant with pink and yellow flowers, near what appears to be a house exterior with horizontal siding and a staircase.

Kira Warje

Kira holds a degree in Psychology with an extended minor in Anthropology. Fascinated by all things human, she has written extensively on cognition and mental health, often leveraging insights about the human mind to craft actionable marketing content for brands. She loves talking about human quirks and motivations, driven by the belief that behavioural science can help us all lead healthier, happier, and more sustainable lives. Occasionally, Kira dabbles in web development and enjoys learning about the synergy between psychology and UX design.

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I was blown away with their application and translation of behavioral science into practice. They took a very complex ecosystem and created a series of interventions using an innovative mix of the latest research and creative client co-creation. I was so impressed at the final product they created, which was hugely comprehensive despite the large scope of the client being of the world's most far-reaching and best known consumer brands. I'm excited to see what we can create together in the future.

Heather McKee

BEHAVIORAL SCIENTIST

GLOBAL COFFEEHOUSE CHAIN PROJECT

OUR CLIENT SUCCESS

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Annual Revenue Increase

By launching a behavioral science practice at the core of the organization, we helped one of the largest insurers in North America realize $30M increase in annual revenue.

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Increase in Monthly Users

By redesigning North America's first national digital platform for mental health, we achieved a 52% lift in monthly users and an 83% improvement on clinical assessment.

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Reduction In Design Time

By designing a new process and getting buy-in from the C-Suite team, we helped one of the largest smartphone manufacturers in the world reduce software design time by 75%.

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Reduction in Client Drop-Off

By implementing targeted nudges based on proactive interventions, we reduced drop-off rates for 450,000 clients belonging to USA's oldest debt consolidation organizations by 46%

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