History

In 2002, at the launch of the Global Leadership Initiative, Peter Senge, Adam Kahane, Hal Hamilton, and Don Seville started exploring the possibility that polarized debates over food system sustainability might benefit from a process to foster breakthrough thinking and action. The conversation later expanded to include André van Heemstra, Jan Kees Vis and Jeroen Bordewijk of Unilever, and Oran Hesterman of the W.K. Kellogg Foundation. These executives described their ongoing investments in sustainable agriculture projects and their desire to influence the mainstream, but all expressed a sense that neither Unilever nor the Kellogg Foundation was powerful enough to tackle the challenges alone. They sought an opportunity to work with a diverse set of influential food system leaders.

These and other leaders in the global food system recognized that systemic change was needed and that, despite their individual best efforts, no individual or organization could bring about change alone. Solutions to the challenges of a more sustainable food system lay largely beyond the reach of existing institutions and hierarchical leadership. “Doing something about sustainable agriculture,” said van Heemstra, “will require bringing parties together that normally do not cooperate.”

The Sustainable Food Lab brings together leaders from organizations representing a microcosm of the stakeholders in food systems. (See current Membership List).

Since our founding meeting in June 2004, the original Lab Team of 33 has grown to more than 70 leaders on three continents engaged in several specific initiatives to demonstrate how to redesign food systems so that people, the planet, and profit are all well served. The Lab Team is supported by a group of Executive Champions—CEOs and other senior leaders in the organizations from which the Lab Team is drawn.

The Sustainable Food Lab is unique because of the state-of-the-art U Process we use and because our members come from all parts of the system—from farmers and environmental experts to CEOs of some of the world's largest agribusiness corporations. Our collective purpose is to enact change on the ground, not to write reports or make recommendations. The U Process we use engenders deep commitment and new ways of thinking. The team's goal is breakthrough innovation so that our food supply meets the needs of today without compromising the ability of future generations to meet their own needs.

For more detailed information about our history, please see the Learning History that documents our work.