Most companies’ climate targets are inadequate responses to the climate emergency. And while many companies are falling behind or exaggerating progress, other companies are responding by dialing back on their goals altogether. Employees, peer businesses, and activists are responding in turn. More disruptive management and corporate practices are urgently needed to address the climate emergency. The authors argue that instead of criminalizing and marginalizing climate activists — citing examples like and Amazon and ExxonMobil — companies should promote disruptive activism for their own well-being and for the global good. They cite three successful practices as well as companies that have implemented each: supporting external disruptive activism, enabling internally disruptive activism, and competing to disrupt.
