We live in a society characterized by «liquid modernity,» where uncertainty and change are constant elements that generate a lack of meaning and purpose. These challenges pose a constant struggle for leaders, as social, economic, environmental, and political crises are explained and used with multiple biased narratives, making it difficult to find effective solutions.

In this context, the management of transformative governance for sustainability becomes essential in the face of the systemic paradigm shifts we are experiencing. To achieve this goal, it is necessary to establish a collective process involving all relevant actors and institutions, both public and private, setting clear and effective goals and guidelines for interaction.

The private sector, aligned with the development of triple impact-oriented societies (social, economic, and environmental), is creatively adapting to the paradigm shift that recognizes the essential need to act for our survival and sustainability. However, inclusive governance involving all actors and institutions faces a great challenge in social, economic, and political spheres to generate consensus with a global and collaborative vision, commensurate with the magnitude of the problems we face.

The Importance of Collective Participation

Transformative governance seeks to address current challenges through a collaborative and inclusive approach. It requires the active participation of all relevant actors in decision-making and the definition of public policies, ensuring the legitimacy and momentum of the actions taken.

The sustainability needs have sparked the interest of many professionals who are actively achieving concrete results in raising awareness among businesses and organizations.

Initiating a process of organizing organic collective structures within each institution and projecting them socially is a challenging process. Some guidelines to initiate it include:

  1. Sensitize individuals at the strategic level and collaborators within the institution.
  2. Select individuals within the institution who are committed to sustainability and can act as leaders and promoters of the process.
  3. Define concrete and achievable objectives for the collective structure aligned with the institution’s values and mission, addressing social, economic, and environmental aspects.
  4. Identify the target audience to be involved in the collective structure. This may include employees, managers, suppliers, customers, local communities, among others.
  5. Establish formal and informal mechanisms that encourage dialogue and participation of the involved actors.
  6. Design an action plan with activities and concrete and achievable objectives for the collective structure.
  7. Storytelling: Create a narrative through an inclusive organic process that invites and motivates participation, and communicate the organization process and achievements using various communication channels. A transformative governance process must be part of the organization’s culture and be reflected in one way or another in internal and external communications. It should have a motivational influence on all stakeholders.
  8. Active listening: Conduct periodic evaluations of the process and results obtained. Identify improvement opportunities and adjust the approach as necessary.
  9. Explore the possibility of establishing synergistic alliances with other institutions and organizations that share similar interests and objectives.

Building organic collective structures may take time and require perseverance. It is essential to maintain commitment and cohesion throughout the process. The medium and long-term benefits ensure the sustainability and viability of projects in a context of necessary socio-economic changes.

Skills and Relational Competencies of Leaders

The Relevant Role of New Generations Everything we build as human beings, especially leaders as agents of change, largely depends on the ability to generate collaborative value through relationships. The ability to establish strong and effective connections becomes fundamental in achieving significant progress, requiring a comprehensive focus on the necessary competencies.

In this context, a central aspect for organizations is the active inclusion of new generations with their unique characteristics, which favor sustainability demands and enhance their capacities with soft leadership skills. These generations bring a fresh perspective and an innovative mindset that is essential in facing the challenges of liquid modernity.

To ensure a successful transition to a more sustainable future, intergenerational co-mentoring processes become relevant. These processes seek to share intergenerational skills and facilitate mutual learning, fostering collaboration and knowledge exchange between experienced leaders and the new generations. The synergy between the experience and innovative energy of young leaders results in valuable contributions to developing creative and sustainable solutions.

By enhancing collaborative capacity and shared value, these generations position themselves as future leaders who will guide the way toward a sustainable, more equitable, and responsible world.


Transformative governance for sustainability requires an organic collective process with clear objectives and defined interaction guidelines among all stakeholders and institutions, both private and public. Through active participation, inclusive dialogue, and a focus on sustainability, we can build a more resilient and sustainable future for present and future generations. Collaboration among all actors will be crucial in addressing the challenges of liquid modernity and ensuring integral and equitable development for our society.

To achieve this described space of interaction, it is imperative that the highest strategic level of organizations and institutions get involved and promote a leadership style that includes the creativity inherent in living systems, driven by a common purpose.






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