Demonstrating the business case for investment in sustainability — whether in product innovation, supply chain improvements, operational efficiency, employee engagement, communications or an overarching, multi-pronged strategy — remains one of the biggest challenges for the private sector, even for companies that clearly understand the underlying issues. It is proving particularly difficult for change agents trying to get approval from executives within big, slow-moving corporations focused on short-term goals in a highly uncertain global economy. In the absence of commonly-accepted guidelines for relating environmental and social impacts directly to the bottom line, where does one look for the cutting edge in methods that have worked for others?