Unlocking the Power of Eco-Entrepreneurs

BY: YULIA DEMUS

Unlocking the Power of Eco-Entrepreneurs

Curiosity, creativity, resilience, problem-solving, teamwork, adaptability and a clear vision of their goals are traits we typically associate with entrepreneurs. However, can the same be said for environmental scientists? Absolutely!

Eco-entrepreneurship (also known as ecopreneurship) refers to the practice of creating and running businesses with a focus on environmental sustainability, such as reducing pollution or conserving natural resources, all while building profitable business ventures.

Both ecopreneurs and scientists share a strong drive to tackle the world’s biggest challenges, including climate change and nature conservation. So, if their skill sets are so aligned, why hasn’t the era of eco-entrepreneurship by environmental scientists truly taken off yet? And what will it take to shift our collective mindset to get there?

Connectology’s work on MERLIN project especially highlights that the gap in private finance holds great potential to be bridged through entrepreneurial thinking.

While universities now offer degrees in entrepreneurship with a focus on sustainability, acceleration programmes and communities to help young scientists navigate the business world, we can’t afford to simply wait for the next generation of specialists to enter the job market. Nor can we guarantee they won’t drift away, choosing more flexible career paths like digital nomadism. Universities need to demystify the idea that entrepreneurship is a very risky path.

On the other hand, national parks, NGOs, and other conservation organisations manage huge parcels or territories where sustainable business ideas arise but can’t justify the cost of hiring a full-time business developer. However, thinking long-term and having an entrepreneurial mindset within scientific teams could change how problems are approached and solutions implemented, reducing conservation costs. Sometimes, the answer isn’t hiring an external business leader but nurturing entrepreneurial thinking from within (intrapreneurship). This, however, requires buy-in from top management and decision-makers. All too often, teams are eager to explore new business opportunities but face roadblocks from leadership, who are unwilling to embrace change and are trying to keep the status quo at all costs.

Another critical aspect is the value of acceleration programmes and specialised training for scientific teams. These programmes offer short, intense bursts of expert knowledge, equipping scientists with the skills to understand market dynamics, business development, and investment strategies. By gaining practical insights from seasoned entrepreneurs and business experts, scientific teams can rapidly acquire the tools they need to turn their innovations into viable businesses or sustainable solutions to increase nature conservation.

For organisations where a dedicated business developer is too costly, bringing advisory support to address specific issues might be a practical alternative. External input can clarify business strategies, allowing scientific teams to move forward confidently.

Another challenge is that scientists and entrepreneurs often stay within their own circles, limiting idea sharing. It’s crucial that we create more opportunities for these two groups to mingle—through conferences, seminars, and summits where an exchange of ideas can spark innovations. This is not just a good idea; it’s a necessity for the future of sustainable innovation.

Both groups have unique strengths and creating a collaborative environment to maximase these strentgth while addressing potential gaps is essential.

For example, by establishing a shared mission that combines scientific goals with market-driven objectives, the organisation ensure both parties are working toward the same end. A unified vision helps reduce friction by making clear how scientific breakthroughs can lead to sustainable business opportunities. You can achieve this by setting clear and mutually agreed-upon objectives. In this case, you ensure that both short-term milestones (favoured by entrepreneurs) and long-term research goals (important to scientists) are valued and heard.

Another vital approach to tackle the differences is developing an adaptive risk management framework that incorporates both the cautious approach of scientists and the risk-taking attitude of entrepreneurs. This allows teams to move forward with innovation while mitigating potential risks. This approach will establish a culture that values experimentation and rapid prototyping so that scientists can adopt a more iterative, entrepreneurial mindset while still upholding the importance of accuracy.

Adaptive project management methods will enable the organisation to balance the research timelines of scientists with the fast-paced execution required by entrepreneurs. Methods like agile development, where tasks are broken into smaller, manageable steps, will make room for both mindsets. It is fundamental for the organisation working with both mindsets to foster a culture that embraces both short-term wins (as favoured by entrepreneurs) and long-term breakthroughs (valued by scientists), ensuring that both perspectives are appreciated and rewarded.

The future of eco-entrepreneurship depends on fostering collaboration, supporting entrepreneurial thinking within scientific teams, and breaking down the barriers that separate these two vital communities. 

We need a new generation of leaders in organisations willing to challenge the status quo and fosteran internal and external entrepreneurial mindset. 

It’s not an easy task, but when we do that, we’ll see a real shift toward sustainable innovation. It’s a challenge worth taking on.