Project Manager| AWR Development (BD) Ltd. Cox's Bazer , Bangladesh
Great question, Lissette. I think the key is framing sustainability in terms sponsors already value—risk reduction, long-term cost efficiency, and reputation. When ESG goals are connected to measurable business outcomes, it becomes easier to gain executive support.
Is the PM responsible for setting ESG goals? Is the PM responsible for defining business value? Is the PM responsible for linking ESG goals to business value? Is the problem persuading sponsors or aligning projects with business objectives?
Championing sustainability needs to start before sustainability efforts exist. In an environment that is using portfolio management, without executive buy-in, sustainability efforts won't exist, and a project manager is seldom able to influence what is accepted into the portfolio.
A PM may be able to clarify measurable outcomes - turning ESG goals into KPIs. Risk Management is another area where a PM could raise sustainability concerns, but it will still be up to the business to decide what to do about them. Saving Changes...
@Lissette, Thank you for this wonderful question. To achieve executive buy-in, you have to speak the language the executives understand: the financial benefits of undertaking the sustainability initiative. This can also be expressed as the overall risk exposure. How much money will be saved if the negative risk is mitigated or if the positive risk is exploited associated with this initiative? Md. Golam Rob Talukdar articulated it better. Saving Changes...
Program Manager| HARPER SRLSanto Domingo / Distrito Nacional, Dominican Republic
I agree with your points. In many cases, it’s less about persuading and more about framing. When sustainability is positioned in terms of risk exposure, cost impact, or long-term value, the conversation changes.
As PMs, we may not define the strategy, but we can make the implications visible and measurable. That often helps move sustainability from “nice to have” to something decision-makers take seriously.
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1 reply by Aaron Porter
Mar 30, 2026 9:11 PM
Aaron Porter
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"When sustainability is positioned in terms of risk exposure, cost impact, or long-term value, the conversation changes."
Only when you're talking to the right decision-makers and they are listening with the intent to understand. I call this out because, while this may be the reality for some project managers, it's aspirational for many. I see it as related to M.O.R.E.. PMI can and should emphasize M.O.R.E., but not every business wants M.O.R.E. from their project managers. You can sometimes get around this if you have a "champion" who can spread the message for you. Sometimes you need to build trust before decision-makers will listen to you. Sometimes all they want is someone who is really good at delivery and they're sensitive about others encroaching on their empires. If you want to be able to champion sustainability, or anything else, you need to understand the greater environment and variables at play if you want people to really listen, let alone influence them.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
It is not a matter of PM. It is a matter of Business Analyst. To incorporate this type of things will create a change and it must much with the organizational strategy. No more than that.
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1 reply by Lissette Indhira Pimentel Sosa
Mar 30, 2026 8:22 PM
Lissette Indhira Pimentel Sosa
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I see your point, and alignment with strategy is definitely key. At the same time, in practice, PMs are often the ones closest to execution, so we’re in a good position to surface those impacts, risks, and opportunities and make them visible. It may not be about owning the strategy, but about helping connect it to delivery.
Program Manager| HARPER SRLSanto Domingo / Distrito Nacional, Dominican Republic
Mar 24, 2026 10:48 AM
Replying to Sergio Luis Conte
...
It is not a matter of PM. It is a matter of Business Analyst. To incorporate this type of things will create a change and it must much with the organizational strategy. No more than that.
I see your point, and alignment with strategy is definitely key. At the same time, in practice, PMs are often the ones closest to execution, so we’re in a good position to surface those impacts, risks, and opportunities and make them visible. It may not be about owning the strategy, but about helping connect it to delivery.
...
1 reply by Sergio Luis Conte
Apr 02, 2026 9:06 AM
Sergio Luis Conte
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Those things will be visible if and only if are defined in the plan. The PM just create the needed information to be presented by the Business Analyst. I know it will be an interactive work between both roles but one key success factor is to understand the scope of both roles.
I agree with your points. In many cases, it’s less about persuading and more about framing. When sustainability is positioned in terms of risk exposure, cost impact, or long-term value, the conversation changes.
As PMs, we may not define the strategy, but we can make the implications visible and measurable. That often helps move sustainability from “nice to have” to something decision-makers take seriously.
"When sustainability is positioned in terms of risk exposure, cost impact, or long-term value, the conversation changes."
Only when you're talking to the right decision-makers and they are listening with the intent to understand. I call this out because, while this may be the reality for some project managers, it's aspirational for many. I see it as related to M.O.R.E.. PMI can and should emphasize M.O.R.E., but not every business wants M.O.R.E. from their project managers. You can sometimes get around this if you have a "champion" who can spread the message for you. Sometimes you need to build trust before decision-makers will listen to you. Sometimes all they want is someone who is really good at delivery and they're sensitive about others encroaching on their empires. If you want to be able to champion sustainability, or anything else, you need to understand the greater environment and variables at play if you want people to really listen, let alone influence them.
...
1 reply by Lissette Indhira Pimentel Sosa
Apr 01, 2026 12:25 PM
Lissette Indhira Pimentel Sosa
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That’s a very real point. Context matters a lot, and not every environment is open to that level of influence. Sometimes it’s about timing, sometimes about having the right sponsor, and sometimes just building enough trust first. In those cases, even small signals or reframing conversations can help over time, even if it’s not immediate.
Program Manager| HARPER SRLSanto Domingo / Distrito Nacional, Dominican Republic
Mar 30, 2026 9:11 PM
Replying to Aaron Porter
...
"When sustainability is positioned in terms of risk exposure, cost impact, or long-term value, the conversation changes."
Only when you're talking to the right decision-makers and they are listening with the intent to understand. I call this out because, while this may be the reality for some project managers, it's aspirational for many. I see it as related to M.O.R.E.. PMI can and should emphasize M.O.R.E., but not every business wants M.O.R.E. from their project managers. You can sometimes get around this if you have a "champion" who can spread the message for you. Sometimes you need to build trust before decision-makers will listen to you. Sometimes all they want is someone who is really good at delivery and they're sensitive about others encroaching on their empires. If you want to be able to champion sustainability, or anything else, you need to understand the greater environment and variables at play if you want people to really listen, let alone influence them.
That’s a very real point. Context matters a lot, and not every environment is open to that level of influence. Sometimes it’s about timing, sometimes about having the right sponsor, and sometimes just building enough trust first. In those cases, even small signals or reframing conversations can help over time, even if it’s not immediate. Saving Changes...
uLissette Indhira Pimentel Sosa/u I thinks its different form one to another. but there is a fixed role .Project managers can persuade leadership by linking ESG goals to business value showing cost savings, risk reduction, market opportunities, enhanced reputation, and alignment with strategic objectives. Concrete data, case studies, and impact stories make the connection tangible. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Mar 30, 2026 8:22 PM
Replying to Lissette Indhira Pimentel Sosa
...
I see your point, and alignment with strategy is definitely key. At the same time, in practice, PMs are often the ones closest to execution, so we’re in a good position to surface those impacts, risks, and opportunities and make them visible. It may not be about owning the strategy, but about helping connect it to delivery.
Those things will be visible if and only if are defined in the plan. The PM just create the needed information to be presented by the Business Analyst. I know it will be an interactive work between both roles but one key success factor is to understand the scope of both roles. Saving Changes...
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