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Johan Holmén
Johan Holmén

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Reflections on Trailblazing Leadership - Johan Holmén

Johan Holmén holds a PhD in Physical Resource Theory from Chalmers University of Technology and is an expert in sustainable transformation. His research focuses on the capacity and navigation of societal transitions in response to complex challenges. Central to his work are questions of systems leadership, institutional capacity, and collective learning.

Johan has worked with various organisations facing significant pressure for change. He specialises in situations where established structures and ways of working are part of the problem in efforts to address challenges or achieve ambitions for the future.

"Being a leader in today’s complex world is not about following established patterns, but creating new paths. A trailblazer is both a guide and an enabler, helping others embrace uncertainty, take steps into the unknown, and demonstrate that a positive future is possible. Such leaders not only pursue their own goals but also have generative ambitions by creating opportunities for others to explore, learn, and accomplish together."

In your research, you describe leadership for sustainability transitions as a balance between ‘cruises’ and ‘expeditions.’ Could you elaborate on what this metaphor means and how leaders can effectively navigate this balance?

Those striving for a sustainable world often face entrenched cultures, structures, and practices that hinder progress toward the futures they envision. At the same time, they recognise that even the boldest visions and most radical transformations must begin from where society currently stands.

Many systems that underpin essential societal functions cannot simply be dismantled and rebuilt—they must be transformed while continuing to operate. The power and resources held by established organisations and institutions cannot be ignored; they must be engaged to achieve the scale and pace required for a timely transition to a sustainable world.

Mainstream organising can be likened to a ‘cruise ship’ logic, designed to maintain stability through control, rigid structures, and efficiency—prioritising comfort and minimising disruption. This approach is effective when we are content with the status quo and confident it will endure.

However, when the world changes and futures become increasingly uncertain and unknown, the cruise ship enters uncharted territory. In such conditions, merely doing things better (optimising) is insufficient; we must also do better things (explore alternatives) and see the world in new ways (set new directions). In these uncertain times, steering the entire vessel in one direction and hoping for success can be risky and costly.

Instead, a smarter strategy can involve sending out ‘expeditions.’ These expeditions explore new directions and alternative paths, gather valuable insights, and report key lessons back to the cruise ship. Successful ideas can then be scaled up and integrated into the mainstream organisation.

While the cruise ship logic emphasises stability and control, the expedition logic thrives on exploration, flexibility, and adaptability.

Leading sustainability transformations requires leveraging the strengths of both logics—embracing their coexistence and supporting their mutual dependence. This balance allows leaders to navigate change effectively while maintaining stability where necessary.

https://research.chalmers.se/publication/532968/file/532968_Fulltext.pdf

What do you see as the biggest obstacles to a successful sustainability transition, and what advice would you offer to leaders who are navigating this transformation?

One of the greatest obstacles is the inertia of established institutions and societal systems, which struggle to change at the depth, pace, and scale required. This inertia is rooted in a variety of factors, including vested interests, economies of scale, conflicting priorities, denial, fear of the unknown, competing agendas, short-term thinking, narrow perspectives, marginalisation, lack of knowledge, weak ethical foundations, and more.

At the same time, while organisations and institutions may appear stable, the world around them is anything but. Transitions and transformations are already underway, whether we acknowledge them or not.

The key question is whether we can mobilise the capacity to actively guide and accelerate these changes in a direction that aligns with our goals—or whether we will simply be forced to endure the consequences of a drastically altered planet for generations to come.

Ultimately, I believe leadership is about this: enhancing our collective ability to create and realise the futures we aspire to, even when the challenges seem daunting and the outlook uncertain.

Source: Chalmers Initiative for Innovation and Sustainability Transitions (CIIST)

Finally, as the expert advisor for the WIN WIN Youth Award, what trends have you noticed in how younger generations approach leadership and confront sustainability challenges?

Today’s young people are entering a world that sustainable development efforts were meant to prevent. This has understandably led to widespread frustration—not only among long-time advocates for sustainability but also among younger generations. Many young people are reacting to the disconnect between what we know and how little we do.

They are often more vocal, better educated on sustainability and environmental issues, and exhibit higher ethical standards. They tend to think globally and act with a sense of urgency. However, it’s important to avoid treating young people as a homogenous group.

This generation is diverse, with differing perspectives, priorities, and approaches to leadership and sustainability. Recognising and respecting this diversity is crucial as we support their efforts to shape a better future.

Thank you, Johan, for sharing your thoughts on leadership and sustinability transformations.

We are delighted to have you as the expert advisor on the jury for the WIN WIN Youth Award and look forward to next week’s annual jury conference, where we’ll review all the shortlisted candidates, guided by your expertise.

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Lovisa Ralpher

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