Who’s the boss? It’s (climate) change

Original content by ChangeDriver

Original content by ChangeDriver™

When big changes are needed, the most common response is denial. 

A good example is the refusal of the Ford Motor Company to admit to changing consumer demand.

The Model T was introduced in 1908, and Ford sold more than 15 million of these cars. But by 1927 sales had dropped so much that Henry Ford discontinued the line.

Ford dismissed sales figures that showed the Model T had declining market share. One of his top executives warned him of the dire situation in a detailed memorandum. Ford fired him.

Ford’s blindness was based on his conviction that he knew what customers wanted: basic transportation. Not true. By the 1920s, U.S. consumers had more money and wanted luxurious automobiles. Ford failed to meet that changing market demand.

Today, the automotive industry is again in the midst of change as companies launch electric cars in response to consumer demand and government requirements. The reason? Climate change.

The United Nations body, the Intergovernmental Panel on Climate Change, says that countries worldwide need to lower oil and gas production 20% by 2030. This could prevent global temperatures from rising more than 1.5 C above pre-industrial levels.

Forecasts estimate that only 14% of cars will be electric by 2025 and oil and gas production will increase by 13% to meet demand.

Why aren’t more Americans changing their buying habits? In part, once again, it’s denial. Over 25% of Americans don’t believe climate change is happening, so they don’t see the benefits of electric cars.

Given the enormity of climate change, organizations can’t afford to do nothing.

Is your organization in denial? How is your organization driving change to successfully meet the demands of climate change?

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