The Start Up Journey – Part Two

Four months after setting up Sizzle is a good time to reflect on how things are going. I set up the organisation seeking to make it as easy as possible for people to live sustainably by changing the way that products and services are delivered. There are many ways that this could be achieved and finding the space where I can make the most difference is taking time.

This slower more contemplative way of working has been the biggest change from being the CEO of Hubbub. In that role there was a constant barrage of emails, decisions to be made and meetings to be had, now I am freer to set my own pace and priorities. On one level this is hugely rewarding providing a sense of control and freedom, but on another I miss the adrenalin rush and the wide variety of conversations. The challenge as Sizzle evolves will be to find a balance between a slower way of working whilst also still feeling relevant.

My first project has been to explore how we can make it easier for gardeners to transition away from peat towards more sustainable alternatives which has been supported by the Esmee Fairbairn Foundation. This investigation has revealed five things that will become central to the way Sizzle develops.

1. The value of an independent catalyst

The ambition for the project was clear – how to hasten the transition from peat to more sustainable alternatives. I was not an expert in the subject, had no predetermined views about how best to achieve the outcome and no financial ‘skin in the game’ regarding recommendations.

This made it easier to talk to all the relevant stakeholders. I could ask basic questions, focus on the barriers/opportunities for change and not be perceived as a business threat. This led to a high degree of openness and honesty enabling me to present a rounded view on what steps where needed for the transition. This role of independent catalyst will be central to future projects.

2. The need to drive change from policy through to behaviour change

As I suspected, even with a change as relatively simple as the move away from peat, there needs to be a shift in legislation, business models and individual behaviour. They are all interlinked, if any one element doesn’t move change won’t happen at scale.

With peat, companies had to believe that government was serious in banning commercial sales otherwise they were content to kick the can down the road highlighting instead the importance of voluntary agreements. Even when the direction of travel is clear there are often smaller pieces of legislation hindering the transition which need to be overcome. There needs to be a recognition that any change can have significant implications for the way that a business operates and support is needed to ensure that they can adapt without too much damage to profitability. Finally, any transition can only work if the consumer understands and adapts to the change.

All future Sizzle projects will aim to identify the change needed legislatively, with business practice and at an individual level.

3. The importance of making connections

What has been clear about the peat project is how systemic change often requires the need to bring together organisations that don’t normally collaborate. For peat there is a need for waste management companies and local authorities to understand how they might need to change their communications and systems to provide materials that can be used as soil enhancers or mulch. The packaging industry needs to seriously rethink messaging around ‘compostable’ plastics which can cause excessive contamination in the waste stream.

Creating these connections and building increased understanding across different sectors will be integral to the future work of Sizzle.

4. The value of focussing on action and positive outcomes

With any process of change there are inevitably organisations who hold strong and entrenched positions – often in direct conflict with each other. Whilst important to recognise that these views exist, concentrating on practical, positive action can change the dynamics. Across all sectors there are people and organisations who are willing to take risks and seek solutions, working with these leaders can show what is possible and eventually persuade the laggards to shift.

5. The need to test beliefs in reality

It is relatively easy to theoretically set out what needs to change, but the best ideas can turn to dust when faced with the harsh realities of life.  With peat the intention is to use the research to run a regional trial where the recommended outcomes can be tested backed by a coalition of organisations. If it proceeds, the trial will be independently evaluated and results openly shared. It is hoped this will put further pressure on legislators to implement thoughtful policies, help businesses transition more effectively and build consumer action.

As the peat project moves from research to test phase, my thoughts are turning to what other areas to explore. Currently top of the pile are over-consumption within the fashion industry, refillable/reusable packaging and a socially just rental model. Any other thoughts or ideas would be welcome by email to trewin@sizzle.org.uk.