A New Paradigm
Why we exist and What we offer
A Paradigm Shift
For decades, the dominant growth paradigm has treated shareholder profit as the primary scorecard of success—and everything else as secondary, “nice to have,” or someone else’s problem. That model is now colliding with reality: climate risk, supply-chain fragility, regulatory scrutiny, talent expectations, and trust deficits are no longer externalities. McKinsey has described this moment as one of “low trust and high expectations” for business—an environment where legitimacy is earned, not assumed.
Stakeholders are increasingly asserting their rightful expectations—employees want fair work and future skills; customers demand quality and transparency; communities want safety and stewardship; regulators expect substance, not spin. The message is blunt: leaders must be capable and willing to operate in this new paradigm if they want to be seen as both successful and responsible. For example, the 2025 Edelman Trust Barometer reports that large majorities say business is obligated to provide good-paying jobs and reskill people for the future (mid-80% range), and that CEOs have permission to act on societal issues when they can make a difference and improve business performance (around ~79%).
In this context, “profit at any cost” doesn’t just create risk—it creates backlash. Businesses that extract shareholder returns while short-changing customers (poor quality, high prices), treating compliance as theatre (box-ticking, unethical influence), polluting communities (and leaving others to clean up), or squeezing suppliers will not merely be criticized—they will be hated, exposed, and punished through reputational damage, consumer action, activist pressure, and regulatory intervention. McKinsey explicitly warns that, with today’s transparency, companies can be “named and shamed” when their actions fall short of expectations.
What SGL360™ is
Organisations are expected to grow — and to do so responsibly — yet many leaders have not been systematically developed for this complexity. This is a gap that is taking a toll on organisations, stakeholders, and leaders themselves and the gap is growing by the day.
Sustainable Growth Leadership 360™ (SGL360™) is a commercial leadership development platform founded to address this growing gap.
We exist to support leaders who are accountable not only for financial results, but also for people, governance, culture and long-term value.
- Dr. Manojit Sen, Program Director
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Why we exist
The leaders who will be celebrated for decades are those who embed the new paradigm into how the business actually runs—strategy, culture, governance, incentives, and decision rights—not just brand messaging. They will still deliver profits (because profitability is essential), but they will do so while honoring a purpose beyond profit: solving real problems for people and planet profitably. As one widely cited formulation puts it: “the purpose of business is to solve the problems of people and planet profitably.”
And business leadership is the foundational element to make this happen. This is why the definition of “good leadership” is changing. It is no longer enough to hit quarterly numbers while leaving long-term costs to society. Evidence also suggests the shift is economically rational: McKinsey’s Global Institute research (615 US listed companies, 2001–2015) found that companies taking a long-term view outperformed others across earnings, revenue, investment, and job growth—exactly the kind of sustained performance the new paradigm demands.
Sustainable Growth Leadership 360™ exists to build that capability—systematically. It is a leadership model and diagnostic-led development pathway designed to help leaders (and leadership teams) make the paradigm shift real: from short-term extraction to sustained growth for all stakeholders, with the clarity to manage trade-offs, the courage to change incentives and behaviors, and the governance discipline to deliver. In short: we develop leaders who can create durable business value and durable legitimacy—because in the emerging era, leaders won’t keep one without the other.
