Things AI can’t do

AI is changing how organisations approach data, reporting, communications and even strategy. You might be tempted to use AI tools to create a sustainability strategy, generate ESG policies or even draft your sustainability report.

However, the reality is: no algorithm can replace a strong, experienced sustainability professional, Chief Sustainability Officer (CSO) or Head of Sustainability.

Here are 10 reasons why .

1.   Judgment in Complexity

Sustainability, ESG and impact decisions often involve conflicting priorities - shareholder returns, regulatory compliance, social impact, community expectations, product innovation, return on investment, etc. AI can model scenarios, but only a CSO can weigh the trade-offs with lived experience and stakeholder sensitivity.

2.   Authenticity is imperative.

People want to know the company means what it says. Employees, customers, investors, and regulators can sniff out tokenism. A CSO brings credibility, relationships, and integrity qualities AI cannot emulate.

3.   You can’t just make it up.

AI tools are prone to “hallucinating” a.k.a. making stuff up. The backlash against greenwashing, not to mention legal ramifications, will undo any gains made in relying on AI.

4.   Vision and Innovation

Great CSOs don’t just respond to regulation; they set the agenda. They see new markets, products, and partnerships in the sustainability transition. AI can suggest ideas, but vision and execution comes from leadership and imagination.

5.   Regulatory Interpretation

New climate disclosure standards, taxonomy rules, modern slavery statements and ESG regulations are rarely black and white. They require interpretation in context of the business model. AI can summarise the law (sometimes); a CSO knows how to apply it.

6.   Influencing the Boardroom

Driving sustainability, ESG, climate and impact is not about motherhood statements and report writing. It’s about influencing people - advising the CEO, winning over sceptical directors and embedding consequences into strategic decisions. That requires political acumen, courage, and trust; not just text generation.

7.   Cross-Functional Execution

From procurement to HR to operations, sustainability touches every part of the business. A CSO builds coalitions, sets priorities, and drives execution across silos. AI can’t run a workshop, secure buy-in from a resistant CFO, or read the subtext of questions on business impact.

8.   Relationships

Communities, NGOs, regulators, investors, employees, customers all expect engagement, not automation. A CSO shows up in the room, builds long-term trust, and listens deeply. AI can’t read the room, shake a hand, or earn credibility in a crisis.

9.   Ethical Leadership

Sustainability, ESG, climate and impact is about more than numbers numbers. A CSO helps the organisation navigate tough choices on human rights, biodiversity, and climate justice. These decisions can’t be outsourced to a predictive model.

10. Accountability

Ultimately, the CSO carries accountability. Boards, investors, and regulators want a name and face responsible for the company’s actions. AI cannot (yet) sit in the chair of accountability when the stakes are high.

A Final Thought

AI tools are powerful enablers. They can accelerate research, help draft frameworks, and even research surface insights. Yet its reliant on what has already been, and less reliant on critical thinking. It cannot replace the judgment, credibility, and leadership of an organisation, guided by a skilled CSO.

If anything, AI makes a good CSO even more valuable - free to spend less time on paperwork, and more time leading the transition that matters.