What Fashion Teaches About True Value

---

My Sustainable Encounter with Anuja (Dwivedi) Ojha

by Albert Schiller

Threads of a Global Journey

The fashion industry, particularly its global giants, often appears driven solely by fleeting trends and rapid consumption. Yet, Anuja Ojha, with over 15 years of experience in executive positions with international operating fashion brands, reveals a deeper, more enduring narrative. Her journey provided a distinct vantage point on corporate responsibility within a sector often criticized for its environmental and social footprint. It quickly became evident that sustainability, far from being a peripheral concern, demands a fundamental integration across all corporate functions.

The Interconnected Fabric

Ojha observed the "coming together of the functions for sustainability". This insight is critical. Sustainability cannot reside in isolation within a single department. It is an intricate web, touching supply chain partners, global value chains, diverse operations, and decision-making processes across vast organizations. Her roles encompassed a broad spectrum: optimizing supply chains, engaging consumers, and implementing worker well-being programs. Despite its inherent imperfections, this comprehensive exposure within such an industry-leading company highlighted a significant reality. These organizations possessed the "intent, weight, and muscle behind" driving substantial sustainability initiatives from their foundational stages. This indicates an often overlooked capacity for systemic change within large corporate structures.

Value Beyond Ephemera

The period of her corporate engagement also marked a critical shift in the industry itself. Sustainability transitioned from a niche concern to a "mainstream function for many other brands". This overall momentum and the dynamic "give and take in the industry" influenced strategic thinking within large enterprises. Concepts were no longer "frozen in time" but constantly evolving, demanding continuous learning and adaptation. This experience shaped her understanding of sustainability as an integrated business imperative, not a peripheral CSR activity. It equipped her with a comprehensive understanding of how large-scale change genuinely takes root within complex systems. This evolution points to a growing recognition within the industry that actual value extends beyond seasonal sales figures.

The Enduring Imprint

Ojha posits that promoting "lasting high quality product" that is "durable" and "looks good as it ages" stands as a "big winner in terms of sustainability". This perspective shifts focus from the disposable nature of fast fashion towards a model centered on enduring value and extended product life. It implies a strategic re-evaluation of product design, material selection, and consumer engagement, moving beyond fleeting trends to cultivate appreciation for longevity. Achieving this requires a dual focus: utilizing "more sustainable materials" like those from the Better Cotton Initiative, and driving "R&D and innovation behind processes". The overarching aim remains "doing more with less at every stage" of production, optimizing water, chemicals, and energy use. This commitment extends beyond a company's internal operations to its wider network of suppliers and manufacturers, reshaping the entire value proposition.

So what can we take from her approach?