2025一线实践者的系统变革之道：来自70+全球领袖的深度洞察报告

HOW PRACTITIONERS DRIVE Why is it so hard to shift stubborn systems – even when those systems are working against ourshared interests? Strategies that look good on paper too often underdeliver in practice. TheBlue Whale Inquiry wants to understand why – and what can be done instead, to accelerate Introduction ......................................................................................................................2Summary: What did we hear? ........................................................................................4 Rather than theorising from a distance, we are listening to those on the front lines of systemchange. Over six months we held more than 70 in-depth conversations with policymakers,CEOs, scientists, investors, experts and activists – spanning every continent and major systemsin energy, finance, health, public services, food,plastics and materials,and more(see 1. INSPIRE THE CHANGE:..................................................................................................6 Tell a better story.......................................................................................................7Intersect with political priorities ...............................................................................9 We have dug beneath the headlines to uncover the dynamics – power, timing, leadership,relationships – that made history, and those that stalled. From the negotiations which led to thelandmark Paris Agreement, to inside Indonesia’s forest protection programme. From Rwanda’sagricultural revolution, which helped lift nearly one million people out of poverty, to the climatepivots of corporate giants. We sat down with campaigners behind global movements, CEOswho have led some of the world’s largest companies, and politicians who have governed their 2. OVERTAKE THE OLD SYSTEM:.....................................................................................13 Back the best breakthroughs ................................................................................14Get money into the new system...........................................................................16 3. LEAD:...........................................................................................................................20 Move together........................................................................................................21Find your grit............................................................................................................23 Out of thousands of pages of notes, this report distils the insights most relevant for thesustainability challenges our societies currently face. They are organised Systemiq’s approach Appendix: Systemiq Approach to System Change....................................................26 to system change(see Appendix). First,inspirethe change: make it plausible and desirable,with a powerful story that intersects with other top political priorities, and builds legitimacy bytangibly improving people’s lives. Second, scale the new system so that it canovertakeand Acknowledgements ......................................................................................................27 outcompete the old, through innovation, capital and lowering the barriers to exit. Third,leadthe transition, by staying the course even in the most difficult moments, and by workingcollectively in the most effective ways. We heard many stories affirming that these currents ofaction can bring new systems into life. And while interviewees offered diverse and conflicting What follows is not a formula. But it does unearth dilemmas that must be gripped, and it offersguidance in the form of lived experience, hard-won lessons, and provocations from those who Get money into the new system Summary: What did we hear? Finance can unlock system transformation if the right signals are put in place – but we shouldnot naively expect it to lead the way. With clearer and more consistent policy signals, strongerpipelines and better de-risking tools, capital can be shifted much more decisively from the oldsystem into the new. In Sierra Leone, for example, a national food systems plan has helped 1.INSPIRE THE CHANGE Tell a better story Transformation begins not with data, but with meaning. System change efforts gain tractionwhen they tap into shared values and cultural narratives, not just science or statistics, and whenthey open up alternative visions of the future. Whether it’s Glasgow reframing violent crime asa public health issue instead of a moral failing, or Costa Rica embedding nature into national Enable exit  One of the biggest debates in system change is about choreography: do you focus more onshutting down the old system, or scaling up the new? Where you stand on this ultimatelydetermines your tools and strategies, from phasing down fossil fuels and retiring harmful assets,to honourable exits for legacy sectors and demand-side shi