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How to prepare for a sustainable future along the value chain

Our lives have changed radically as a result of the pandemic. But as dramatic as the impact of COVID-19 has been, it has by no means eclipsed another topical issue: the need to shape a more sustainable economy. In fact, this task has attracted heightened public attention following extreme weather events such as the devastating flooding all over Europe last summer. Last fall, decision makers from around the world met in Glasgow, Scotland, for the 26th United Nations Climate Change Conference  to discuss the challenges ahead. Although the debate primarily focused on major emitters, such as the energy, steel, and construction industries, the consumer-goods sector is equally called upon to take action.

About the authors

But what exactly do we mean by “sustainability”? In its broadest sense, the term covers three areas: environmental, social, and governance—or ESG for short. Specifically, ESG encompasses the degree of responsibility that companies assume—irrespective of what they are legally required to do—for sustainable development in the three areas mentioned.

80%: Share of consumer emissions that reside in supply chains. To meet the pathway to net zero, CPG companies need to work with their suppliers to secure green raw materials and supply

For many, sustainability is primarily about our use of natural resources and the climate impact of our actions. This is also highly relevant for consumer-goods manufacturers. As a rule, it is not enough to look only at one’s own value creation. After all, a typical consumer-goods company’s supply chain generates far greater environmental costs than in-house operations: for instance, it is responsible for more than 80 percent of greenhouse-gas emissions and more than 90 percent of the impact on air, land, water, biodiversity, and geological resources.

The consumer-goods industry is facing a huge environmental challenge: if it intends to meet the current EU climate targets, it will have to more than halve its greenhouse-gas emissions by 2030. Given that prosperity and consumption will continue to grow in the coming years, a fundamental change in thinking is required; new business models—especially those relating to the circular economy —will have to gain an increasingly firm footing.

Growing pressure and rising opportunities

Even beyond the climate targets that have been set, regulatory requirements for the economy are becoming more stringent—for example, through levies such as the “plastics tax.” The European Union’s Green Deal provides for all packaging in the EU area to be reused or recycled by 2030. The Circular Economy Action Plan also provides for products to have long life cycles and be repairable (“right to repair”).

But it’s not just from the regulatory side that pressure is growing. Other stakeholders are also demanding more sustainability from companies or setting their own new standards for sustainable business practices.

Consumers. Today’s consumers are another pressure point since they no longer see sustainable products as simply an alternative.

They are partly basing their purchasing decisions on the sustainability of products and companies. Granted, what some refer to as an “attitude–behavior gap” remains. In other words, consumers don’t always make purchasing decisions that are consistent with their sustainability preferences as expressed in surveys. That said, two-thirds of consumers now say they are changing their consumption habits in favor of a lower environmental impact 1 “A natural rise in sustainability around the world,” NielsenIQ, January 10, 2019. —and are staying true to their word: brands, such as oat-drink maker Oatly, that promote the ecological benefits of their products are recording above-average growth rates.

Employees. Sustainability is already a top criterion in choosing an employer for two-thirds of those under the age of 34. Across all age groups, three out of four employees would like their company to place a greater emphasis on environmental and social issues. 2 Sustainable working environment index 2021 , Epson, June 2020, epson.co.uk.

57% of all start-ups in the consumer-goods sector are ‘green’ start-ups

Investors. The financial sector is, to some extent, already ahead of the real economy when it comes to sustainability. A survey of decision makers from more than 40 investment firms (including BlackRock, Vanguard, and State Street) shows that an ESG-oriented mindset is already an integral element of investment decisions. 3 “The investor revolution,” Harvard Business Review , May 1, 2019.

Increasing demands for sustainability stem partly from investors’ risk management and partly from the increasing incidence of loans linked to sustainability criteria. Furthermore, sustainability-oriented funds are more resilient, as studies show: on average, 77 percent of ESG funds established ten years ago continue to exist today. Compare that to only 46 percent of traditional funds that have survived over the same period. 4 Siobhan Riding, “Majority of ESG funds outperform wider market over 10 years,” Financial Times , June 13, 2020, ft.com.

New market entrants. “Green” start-ups are increasingly gaining market share in consumer-goods segments—be it in the footwear market, where the Californian–New Zealand start-up Allbirds has made a successful entry, or in the food segment, where products made from plant proteins (among others) are increasingly gaining popularity. According to the Green Startup Monitor 2021, three-quarters of all newly founded companies in Germany view their environmental and social impact as relevant to their strategy. In the consumer-goods sector, for example, 57 percent of all newly founded companies are now green start-ups. 5 Klaus Fichter and Yasmin Olteanu, Green startup monitor 2021 , Borderstep Institute for Innovation and Sustainability, 2020, deutschestartups.org. Take, for instance, the marketplace Cirplus, which has set itself the goal of simplifying the currently complex and confusing global trade in recyclates and plastic waste.

In view of the growing pressure from all sides, for established consumer-goods companies, it is no longer a question of whether or not they need to operate sustainably—and most are also clear about what they need to do; however, there is still great uncertainty when it comes to how. What is needed is a sustainability strategy and, above all, a road map to implement the strategy in the context of a transformation.

Moving toward action

Where do companies currently stand in their efforts to make their operations more sustainable? Rating agencies such as S&P try to answer this question systematically by referencing an array of sustainability criteria. As the ESG score of leading consumer-goods suppliers shows, the industry performs well on average (Exhibit 1). In the social dimension in particular, the consumer-goods sector almost universally earns high scores (As and Bs). This means good to excellent ESG performance and an above-average level of transparency in the disclosure of ESG data. The analysis shows that 30 percent achieve a score of A or A+ in at least seven out of ten ESG dimensions, and 52 percent achieve the same in at least five out of ten. There are also champions in individual disciplines: the consumer-goods companies listed below demonstrate strengths in certain sustainability dimensions—typically in areas that are particularly important for their business.

Nestlé has launched the Creating Shared Value program, which assures 30 million farmers and people in rural areas stable agricultural incomes through 2030, as well as the creation of fair and inclusive jobs. By 2030, Danone wants to use solely renewable energy and lower its water consumption by one-quarter. The company was already a pioneer in discontinuing the use of genetically modified feed and supporting farmers worldwide.

Unilever aims to reduce the environmental impact of water, waste, and greenhouse gases per consumer use of product by 50 percent by 2030. The group has long been an advocate of sustainable palm oil.

Henkel aims to triple the value of its business in relation to its environmental footprint by 2030 and, among other things, is relying for certain brands entirely on “social plastic”—that is, old plastic packaging collected from people living in poverty for a fee. In addition, Henkel plans to make all product packaging recyclable, reusable, or compostable by 2025 and to make its operations climate-positive by 2040.

Adidas is already a global leader in sourcing more sustainable cotton (“better cotton”). In doing so, it maintains production levels with minimal environmental impact and supports the livelihood of local producers. In addition, Adidas plans to use only recycled polyester across its entire product range by 2024.

Patagonia is a pioneer when it comes to the circular economy and good working conditions. For many years now, the manufacturer of outdoor clothing has offered to repair older articles and return them to consumers. By 2025, it aims to make its entire business carbon-neutral—including the supply chain, which is responsible for 95 percent of Patagonia’s emissions.

Beyond Meat and Impossible Foods offer product portfolios that are based on sustainable alternatives and have created significant growth in the plant-based protein industry.

Explanation of Exhibit 2

Exhibit 2 shows which sustainability targets ten leading consumer-goods companies aim to achieve by what year. The target year is indicated by the color code (with the palest shade being 2050), the percentage of companies making commitments is shown within the rings, and the magnitude of the planned change is indicated outside the rings. “Committed” means that these companies have committed to making reductions but have not explicitly specified a percentage.

An example of how to read the “Sustainable procurement” chart is as follows: 20 percent of companies want to make their procurement 100 percent sustainable by 2025.

The Honest Company was founded by Jessica Alba for the purpose of promoting cleaner and more sustainable products in the baby space.

The initiatives show how seriously consumer-goods companies are now addressing sustainability. Almost all of them have set ambitious targets in a range of areas, from emissions mitigation and recycling to sustainable procurement and water use (Exhibit 2).

Implementing sustainability goals effectively

Effectively implementing the envisaged sustainability goals is an all-encompassing organizational challenge and often means change for both the product portfolio and the organization, including its culture. Given the scope involved, it is not enough to launch individual initiatives sporadically and hope for success. Instead, sustainability must be seen for what it is: a transformation of company operations spanning the entire supply chain. Four elements are crucial here:

Set the right target level. The first step begins with a realistic outside-in assessment: What are regulatory expectations? Where are competitors raising the bar? What are the expectations of customers and other stakeholders, including investors? It is usually strategically advisable to take the lead in a small number of relevant dimensions and determine what the future minimum requirements will be in all other dimensions. The level of the targets and the speed of their achievement should be based on realistic assumptions and plans. Knowledge of the levers and the technical possibilities to arrive at a realistic ambition is of particular importance.

Plan the transformation and set the framework. Once the target level has been set, senior management should make the transformation a visible priority for everyone and plan it in detail.

To this end, measures need to be developed and incorporated into an overall road map. Governance is also crucial for successful implementation at this point; thus, instituting a sustainability officer at the senior-management level is an important framework condition. This does not necessarily have to be the chief sustainability officer, as long as the organization ensures that the central team works effectively with the operational units and can not only create initiatives but also enforce them.

Secure and track implementation. For the implementation process, it is worth setting up a transformation office that regularly measures the degree of target achievement. This enables the prompt adoption or reprioritization of countermeasures. It is also imperative that adequate resources be made available. To change ways of thinking and behavior within the company, it also makes sense to recruit employees as change agents. In this context, the communication and anchoring of sustainability goals in the organization—for example, through incentive systems—should also be addressed.

Create transparency. Last, investments should be made in data and transparency because retailers, consumers, regulators, and investors are increasingly demanding it. In particular, traceability across supply chains poses a challenge. This makes it all the more important for companies to deal with the sustainability data of their own products right from the start and to develop the corresponding analytical skills.

No function is left untouched when changes of this magnitude are needed: everyone is involved and responsible for bringing sustainability to life in their area—from purchasing to production and logistics to marketing and sales (Exhibit 3). For successful implementation, the key actors in the individual divisions need to develop both function-specific and overarching measures.

In purchasing, for example, the focus may be placed on biologically derived ingredients, recycled plastic for packaging, biodegradable and certified materials, and regenerative agriculture.

To do this, it is first necessary to assess the volume of emissions caused by each purchasing category and what reductions are possible in each area. The procurement team is also responsible for ensuring suppliers adhere to social standards.

In logistics, it is key that companies consider alternative propulsion systems for their vehicle fleets or the use of more sustainable transport options. In the field of warehousing, organizations should review cooling technologies and use renewable sources to ensure energy supplies, employing their own solar panels if necessary.

Production should first optimize its energy efficiency. In addition, consideration needs to be given to the use of renewable and sustainable energy sources for electricity and heat at production sites. It is also necessary to investigate how water and other resources can be used more efficiently and how waste can be reduced.

Meanwhile, R&D teams can work on more sustainable designs and formulations (design to sustainability). This can involve sustainable packaging or formulas for new products that lead to greater sustainability in use—such as laundry detergents that clean textiles thoroughly even at low water temperatures. L’Oreal, for example, has developed the Sustainable Product Optimization Tool (SPOT), an evaluation tool focusing on ecological design on two levels. First, it simulates different design options, evaluates their impact on the environment and society, and identifies improvement measures. Second, SPOT quantifies the effects of sustainability on various product attributes, such as packaging; the environmental footprint of product compositions and chemical processes; and social implications.

The initiatives described above for illustration purposes show that sustainability is not an issue that can be left to a central unit; rather, it reaches deep into all functions of consumer-goods companies. Citizens, policy makers, investors, and new competitors are increasing the pressure to act. Above all, however, it is the companies’ own sustainability ambition that requires a structured and holistic approach if the goals set are to be achieved.

Jordan Bar Am is a partner in McKinsey’s New Jersey office; Nina Engels is a consultant in the Düsseldorf office; and Sebastian Gatzer is a partner in the Cologne office, where Jacqueline Lang is a consultant and Frank Sänger is a senior partner.

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Brittney Griner's book is raw recounting of fear, hopelessness while locked away in Russia

Midway through her book "Coming Home," Brittney Griner is informed of fellow American Trevor Reed’s release from a Russian penal colony. It is April 2022, and Reed is finally going home after being wrongfully detained for nearly three years. The news both elevates Griner’s spirit and breaks her heart, bringing her to tears. 

"Only someone who has lived, prayed, cried and slept in a Russian prison can truly comprehend the daily indignities, the deep isolation that weighs on your spirit," Griner writes. 

The memoir, which is available Tuesday, is a detailed accounting of Griner’s harrowing journey through a Russian legal system known for its corruption. Griner describes it as "a rigged system where the house always won." In February 2022, just a week before Russia invaded Ukraine, Griner was detained at the Moscow airport on her way back to UMMC Ekaterinburg, the Russian team she’d played with for nearly a decade during the WNBA offseason. 

In her carry-on, Griner had forgotten to remove two small vape pens with cannabis oil , a minor infraction in the U.S. but a major violation in Russia, a country known for draconian drug laws. Back home in Phoenix, a doctor had prescribed Griner medical marijuana for a litany of lingering sports injuries. Griner owns the mistake of leaving the cannabis oil in her bag, writing "I didn’t deserve the hell I was put through, and yet my forgetfulness on that February morning had cost us dearly."

If you followed Griner’s plight in real time, you’ll be familiar with all the major plot points. The details she shares are both jarring (she was forced to strip in prisons more than once, as Russian guards photographed her body) and bizarre (during her trial, as the court broke for judge deliberation, the prosecutor asked the American superstar for some photos). She passed time, and kept her sanity, by playing Sudoku and scribbling notes in the margins, a makeshift diary. She talks frankly about how often she’s felt other’d in her life − "when you’re born in a body like mine, a part of you dies every day, with every mean comment and lingering stare," she writes − and how her time in Russia was merely the latest, and cruelest, version of that reality.

It is a raw recounting of a hellish 10 months that ended with her release Dec. 8, 2022. Griner’s shame, fear, hopelessness and heartache are evident. 

And that’s why everyone should read it. 

As Griner’s story played out in the national media, many people − loudly and publicly − picked sides. Some fought for Griner’s release, posting daily to social media about how President Joe Biden’s administration needed to do whatever necessary to bring her home. Others railed against the idea of an openly gay, Black woman’s freedom being prioritized, especially if it came at the expense of trading a notorious Russian arms dealer, Viktor Bout , who was serving a 25-year sentence in the U.S. Some were furious that a basketball player was released while military and longer-term political prisoners, including Paul Whelan, were left behind. Wasn’t this just one more example of a sports star receiving special treatment? 

Polarization might make headlines but the truth is, the majority of Americans probably are somewhere in the middle. 

It’s likely that there are thousands of Americans across the country who are happy Griner is home , but aren’t quite sure how they feel about the finer points of the situation − about if the trade was "fair," about if she needed to go to Russia in the first place, about if she deserved her punishment for possessing the cannabis oil.

But read her book, a 300-plus page deep dive on an experience many of us wouldn’t have been able to recover from, and I suspect your empathy will grow − for her and all of humanity. 

Maybe you won’t be lining up to get season tickets to the Phoenix Mercury or purchasing a purple Griner jersey, but I bet you'll see the world differently. Especially if you followed the story only tangentially and know bits and pieces but not all the horrifying details. I’m thinking it will make you say out loud, "I’ve never thought of it that way." 

Maybe your thoughts on Griner will remain complicated. But maybe your thoughts on other issues related to her − pay equity, the reality of being Black and gay in both Russia and America, protesting the national anthem in the name of social justice − will broaden. Maybe you won’t subscribe to WNBA league pass, but you’ll decide to support your local high school team. Maybe you’ll speak up at the Thanksgiving table when someone says something crass about the LGBTQ community. Maybe the next time you see a tall, awkward kid who is obviously struggling to fit in, you’ll offer them a kind smile and encouraging word. 

It’s rare that change happens overnight, for a major event to immediately turn the public consciousness. But the ripple effect in life is real, and if Griner’s honesty helps even a dozen readers see the world differently, that impact, her impact, will be felt for years. 

Griner's book will get people talking to each other, and that's when real change begins.

Email Lindsay Schnell at [email protected] or follow her on social media  @Lindsay_Schnell  

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Final meditations from the Opinion section's conservative

As i leave tufts, i offer concluding thoughts on the daily, antisemitism and my time here..

Tufts campus is pictured from the roof of Tisch Library.

My journey at Tufts these past four years has had an outstanding impact on my life :  I met people in Miller Hall on day one who I know will be my lifelong friends; I took unique and insightful courses with amazing professors whom I can confidently call mentors ;  and I was able to study two vastly different academic subjects — economics and Latin. Now that four years have passed, it is time to say goodbye. I’d like to offer some final thoughts to close this chapter of my life.

Joining the Daily was one of the highlights of my senior year. After submitting   several   op-eds   during  my junior year, I formally joined the Opinion section in fall 2023. I came in with little knowledge of the Daily’s inner workings and was excited to learn more about journalism and meet new people.

In joining the Daily, my previously dormant political side awakened. I found myself debating most of my Opinion section peers on various topics. Over time, I became more confident and learned to stand my ground when challenged. I occasionally received feedback on my articles from members of the Tufts community, including from students, alumni and parents. I will always be grateful knowing that people read my work, were convinced by my views and valued my contributions to the Tufts community. Regardless of what I was writing, the experienced members of the Daily provided me with valuable insights and feedback at every stage of the writing process. Most importantly, they pushed back against many of my points, which ultimately made the final product s that much stronger. To the Daily — thank you.

Holding conservative views at Tufts means being in the minority. Earlier this semester, I wrote an article for the Daily Week special edition titled “ On the importance of conservative perspectives at Tufts .” In this deeply personal piece, I ruminated  on the lack of conservative representation within the Daily (and at Tufts altogether), its implications and possible remedies. Voicing conservative views in a largely liberal environment, especially in a public forum like the Daily, risks provoking upset. Being conservative at Tufts has given me the courage to be myself in the face of potential opposition. Conservative voices at Tufts do not deserve to be muffled by opposing viewpoints. More conservative students should publicly convey their perspectives to show the Tufts community that differing points of view are the norm and a healthy part of any academic environment.

Conservatives can hold their ground and stand up for their beliefs in many ways. The Opinion section in particular offers the opportunity to write about anything with a distinct viewpoint, including local, national or Tufts-related news. I know there are conservatives on campus who refrain from speaking out, likely because of some of the reasons I outlined above. I completely understand their hesitancy; h owever , Tufts is obligated to provide an academic environment where diversity of perspectives is prioritized. To anyone afraid of divulging their opinions — seek out like-minded peers at Tufts. With time, you will become more comfortable discussing your views out in the open. When September rolls around, I would be thrilled to visit The Tufts Daily website and see a right-leaning opinion piece!

Besides my conservative viewpoints, many of the articles I’ve written have focused on the heinous Hamas attacks of Oct. 7 , the ensuing conflict abroad and growing   antisemitism  at home. In doing so, I grew closer with my Jewish peers. This bond was augmented by my increased engagement with Hillel and Chabad, especially after the March 3   TCU Senate   hearing .

The antisemitism displayed at Tufts in this past month alone is astounding. Students alleging that Tufts is complicit in genocide have camped out on the Academic Quad , with “from the river to the sea ”   proudly   displayed  on cardboard posters. Additionally, the National Students for Justice in Palestine announced  that Tufts SJP stands in solidarity with pro-Palestine protesters  at Columbia University , who displayed insensitive behavior, including one protester calling  a Jewish person a “pig,” a well-known antisemitic trope . Despite the Tufts administration’s attempt to negotiate with the protesters,   no deal could be reached , and the protesters subsequently vacated the Academic Quad  on the evening of May 3. The following morning, workers began erecting  fencing around the quad, presumably for Commencement, in line with the university’s prior reasoning  for removing the encampment. While this result is a win for the short term, the Tufts administration needs to more strongly address and condemn hateful behavior toward Jewish students, starting with increased education on antisemitism. That said, I am glad protesters dispersed.

Besides the Daily, my time at Tufts has been characterized by many things, including COVID-19, new friends and personal growth. As an underclassman, my peers and I were preoccupied with navigating the pandemic, attending Zoom classes and carving out some semblance of a social life. Four years later, in spite of all the trials we faced, I look back on 2020 and smile. I cannot envision a world without the close friends I’ve made at Tufts. They’ve motivated me in times of challenge, showed me kindness at every turn and supported my academic and extracurricular pursuits.

Beyond those whom I met in the hallowed halls of Miller’s basement, I’ve grown close with so many amazing people in Tufts Hillel, Tufts Finance Group, the Daily and Tufts University Social Collective. I am grateful to all of them and to Tufts University where I’ve grown so much as a person.

Pax et Lux.

Letter from the Editor in Chief: Congratulations, Class of 2024

A profile of the Opinion section, via its seniors

Four years, one home

How to make history when you can’t even read it, letter to the editor, faculty told to prepare for upcoming budget cuts, tufts denies medford alpha epsilon pi’s affiliation request, breaking: bárbara brizuela to serve as interim dean of school of arts and sciences, editorial: tufts’ summer glow up.

Point of convergence: Tracking the Tallahassee tornadoes' havoc in maps, words and photos

Two tornadoes that tore through the urban core of Tallahassee on May 10 converged at the Capital City Country Club to continue their miles long march of destruction .

That was among the discoveries after National Weather Service surveyors confirmed that a trio of twisters were behind what many are saying is the worst damage to the capital city since Hurricane Kate.

The storms packed estimated peak wind gusts of 115 mph and the trail of uprooted trees and damaged homes and businesses enabled surveyors to map out the three tornadoes' rare, 20-minute tour of terror through Florida's capital county.

Here are the paths of the windstorms as told through the accounts of National Weather Service surveyors , as well as links, photos and video from our readers and journalists.

Tornado #1: From TCC to FSU before ravaging Railroad Square, crashing into Cascades and messing up Myers Park

• Rating: EF-2 (Significant tornado with 111-135 mph winds)
• Estimated Peak Wind: 115 mph
• Path Length: 19.58 miles
• Path Width: 900 yards
• Start: 6:38 a.m. in Greensboro in Gadsden Country
• End: 7:03 a.m. in west Indian Head Acres

"The tornado touched down at approximated 6:38 a.m. near Spooner Road in eastern Gadsden County, initially damaging an old barn or farm building. The tornado track southeastward, snapping and uprooting trees through the remainder of Gadsden County before crossing the Ocholochnee River and entering western Leon County just southwest of U.S. 90."

"Extensive tree damage was noted at a mobile home park on Emily Loop where several homes were damaged by falling trees. The tornado caused roof and siding damage to a hotel and shopping center near the intersection of Capital Circle Northwest and U.S. 90."

"The tornado appears to have intensified as it moved southeast after crossing Capital Circle and approaching Blountstown Highway. EF-2 damage was noted to an automotive repair building along Blountstown Highway, along with intense tree damage, with a swath of nearly every pine tree snapped at approximately 75 feet above the ground."

"This level of damage continued across Pat Thomas Boulevard. Significant tree damage was noted on the campuses of Lively Technical College and Tallahassee Community College before the tornado crossed Appleyard Drive. Another area of intense tree damage was noted along Cactus Street, consistent with an EF-2 rating. Numerous homes were damaged by falling trees."

"The tornado then moved through a densely populated area of single family and multi-family homes, causing widespread EF-1 tree damage. Numerous homes and businesses were damaged by falling trees as the tornado crossed Pensacola Street and approached the Florida State University Campus ."

"Numerous trees were downed on the southwestern part of the campus. In addition, the tent housing the Florida State University Flying High Circus was destroyed and the outfield fence at Dick Howser Stadium was severely damaged."

"The tornado moved along Gaines Street, causing damage to a few businesses, and causing a construction crane to collapse."

" At Railroad Square , several warehouse buildings were severely damaged, along with the roof of the railroad depot. Snapped and uprooted trees were also noted in the downtown area, just south of the State Capital Building near the state Department of Education Building."

"At this point, the tornado began to turn more southeastward as it began to interact with the nearby tornado to its south. The tornado caused damage at Cascades Park, and significant tree damage in Myers Park."

"The tornado then moved through Country Club Estates and onto the Capital City Country Club."

At this time, the track converged with that of the tornado to the south, with the tornado to the south appearing to become the dominant feature moving forward. The peak intensity EF-2 intensity of 115mph is estimated to have occurred in a couple of spots between Blountstown Highway and Cactus Street. The maximum width was approximately 900 yards."

Tornado #2: Born in Lake Talquin State Park, twister rakes FAMU before 'converging' at Capital City Country Club and battering Indianhead

• Path Length: 27.22 miles
• Path Width: 1,400 yards
• Start Time: 6:50 a.m. near Fort Braden
• End Location: 7:14 a.m. near Chaires Crossroads in Jefferson County

"The tornado touched down at approximately 6:50 a.m. in Lake Talquin State Park at Williams Landing, promptly producing EF-1 damage snapping numerous softwood and hardwood trees. The tornado would then continue trekking east-southeast before making a hard right and traveling due east as it passed the intersection of Blountstown Highway and Ft. Braden Trail Road, producing damage consistent with an EF-1 rating by snapping numerous hardwood and softwood trees along the way."

"The tornado would then continue east, paralleling Blountstown Highway as it then impacted Lake Talquin State Recreational Area where it would continue producing EF-1 damage by snapping trees. The tornado would then shift its trajectory to east-southeast once again, impacting many subdivisions in the Norfleet neighborhood south of Blountstown Highway snapping numerous trees across the area."

"It would then continue on its east-southeast path before traveling east once again as it reached just north of the intersection of Capital Circle SW and Orange Ave W in Tallahassee. It would then go on to impact the neighborhoods of Seminole Manor and Mabry Manor snapping many trees along the way and causing damage to Sabal Palm Elementary School."

"The tornado would then continue its eastern track impacting Florida A&M University (FAMU) producing EF-1 damage by snapping numerous trees along the way. This included roof damage to at least two university buildings. EF- 0 damage was observed a handful of times to eve's on homes and businesses as well as occasional shingle damage."

"The tornado would continue moving east toward Capital City Country Club Golf Course producing EF-1 damage by snapping numerous trees along the way and across the golf course. The tracks of both tornadoes moving through Tallahassee at this time converged at Capital City Country Club, with this tornado seemingly becoming the dominant circulation moving forward."

"As the tornado exited the golf course, very intense tree damage consistent with an EF-2 rating was observed as numerous trees were snapped at a height of around 75 feet. This most intense tree damage occurred from Country Club Dr. through the Indian Head Acres subdivisions."

"This is where the maximum estimated winds of 115mph most likely occurred. EF-1 damage would be observed through the remainder of its eastern trajectory as the tornado impacted Old St. Augustine Rd. It would go on producing EF-1 tree damage within the subdivision of Paradise Village East, Old Friends Rd, and areas along Southwood Plantation Rd before moving on to mostly forested areas north of Old St. Augustine Rd."

"The last concentrated area of EF-1 damage would be observed in neighborhoods along Louvinia Drive and WW Lee Road. The tornado would then continue east before uprooting a few trees along U.S. 27 as it crossed into Jefferson County, before dissipating around 7:14 a.m.

"The tornado reached its maximum width of 1,400 yard as it crossed Monroe St. in downtown Tallahassee and entered into the Capital City Country Club Golf Course."

Tornado #3: It crossed Lake Talquin before snapping trees and whipping through Woodville

• Rating: EF-1 (Moderate tornado with 86-110 mph winds)
• Estimated Peak Wind: 110 mph
• Path Length: 31.69 miles
• Path Width: 1,100 yards
• Start: 6:50 a.m. at Bloxham in Gadsden County
• End: 7:13 a.m. near Natural Bridge in Leon County

"The tornado touched down near Lake Talquin Highway, just west of Lake Talquin, at approximately 6:50 a.m., promptly producing EF-0 tree damage. It then crossed Lake Talquin a few minutes later before moving ashore on the eastern shore of Lake Talquin where it produced EF-1 damage with several snapped and uprooted trees, some of which fell on two cars and a couple of houses."

"The tornado would then continue heading generally east-southeast with EF-1 damage across Blountstown Hwy and along and just south of Bloxham Cutoff Road before heading more east across Apalachicola National Forest, where downed and snapped trees were noted along some of the National Forest Roads."

"The tornado then crossed Springhill Road near the Trout Pond GF&A Trailhead, producing high-end EF-1 damage as it did so."

"The tornado then continued generally east-southeast towards US-319 near Oak Ridge Road W, continuing to produce high-end EF-1 damage. The tornado continued along Oak Ridge Road, producing EF-1 damage with several downed and snapped trees noted along the road."

"Another cluster of high- end EF-1 damage was noted on the west side of Woodville Hwy near Oak Ridge Road E. The tornado passed just north of Woodville Middle School, with numerous downed and snapped trees noted between Oak Ridge Rd E and Natural Bridge Road."

"The tornado crossed over Taff Road, where it continued to produce high-end EF-1 damage before moving over forest and farmland that was inaccessible to the survey team. Another cluster of snapped trees were noted along Old Plank Road, where the tornado was likely ongoing before lifting just east of Old Plank Road at approximately 7:13 a.m. The maximum width was around 1,100 yards along Celia Road, west of Woodville."

• News and product updates
• Dynamics 365 Customer Insights
• IT Professionals

Transition to real time journeys – the time is now 

• By Vinay Deo, Principal Product Manager
• Content type

In September 2023, we announced that Dynamics 365 Customer Insights and Dynamics 365 Marketing are coming together as one offering named Dynamics 365 Customer Insights, an AI driven solution which revolutionizes your customers’ experiences.

Within this solution are two apps:

• Customer Insights – Data (previously known as Dynamics 365 Customer Insights) that empowers you to know your customers through 360-degree profile.
• Customer Insights – Journeys (previously known as Dynamics 365 Marketing) allows you to engage your customers with personalized experiences based on the profile.

In the same timeframe, we also announced the transition from outbound marketing to real-time. The transition to real-time is independent from product name or licensing changes.

New customer environments only include real-time journeys and event management. Existing customers, if necessary, can add outbound marketing through a self-serve interface. We will continue to support outbound marketing but will not be adding new enhancements.  We encourage all customers to transition to and use the exciting new capabilities available in real-time journeys. In this blog we cover how to plan for the transition to real-time and the resources that are available to you to help make this seamless. 

How do the changes impact me? 

If you are a new customer of the Customer Insights – Journeys app, you get real-time journeys only (including Event planning). So you start with the most current and advanced technology and avoid the time & expense of transitioning from outbound later.  

Existing customer environments using outbound marketing, show the new product name but otherwise remained unchanged.  When provisioning new, copying an existing, or upgrading a solutions-only environment to paid, outbound marketing is not installed by default.

If the system detects there is an existing environment with outbound marketing (in the same geo), then Settings > Version page shows Enable outbound link to install outbound. If you do not see the link or have issues enabling outbound, reach out to us directly as explained in the Transition overview page (see links in the resources section later).

When should I transition to Real-time? 

Though we haven’t announced a date for ending outbound support the time to transition is now! Rest assured, we will use our product telemetry data and customer feedback to provide an adequate time window to ensure all customers can plan and complete their transition before support for outbound is ended.  

But why wait? Real-time journeys offers most of the capabilities that outbound marketing has and a lot more that outbound doesn’t (and will not) such as the ability to respond and react in near-real time, high scale of 100M contacts/300M interactions in public preview (even more on the roadmap), and new & exciting capabilities with generative AI/Copilot, etc.   

How to transition? 

You can transition all at once or gradually depending on your business needs, capabilities you use in outbound marketing, and resources availability. 

In a one-shot transition, you will recreate all your journeys, segments, and other assets in real-time journeys and then switch over to them over a short period (a few days).

The other approach is to transition gradually over time. You can create all your new campaigns in real-time journeys and leave your current campaigns running in outbound marketing until they complete. This way you build confidence and train your team gradually over time. We’ve prepared guidance on how to manage consent in hybrid/transition situations. With custom reporting capability (see release plan below), single analytics across both outbound and real-time can be created for the hybrid situation.

We know that most of your effort is usually spent in creating and finalizing emails, so we have built a tool in real-time journeys to let you Import outbound emails, templates, and content blocks so you can preserve and reuse them. You will also have a tool to help you quickly migrate consent records.

We have assembled real-time journeys transition resources to cover transition planning and tools for each major product area.  

Real-time transition capabilities

With either approach, you will want to take a stock of what capabilities of outbound marketing you currently use, how they are supported in real-time journeys, and if there is a need to transfer any data or assets from outbound marketing to real-time journeys. In the transition resources section of our product documentation area, you will find a page for each functional area that has guidance, workarounds, and roadmap for specific capabilities. If you find there are some specific capabilities in outbound marketing that you need but are not yet available in real-time journeys, be assured that we are working to add them as fast as we can. For example, we already have a published release plan for these commonly asked for features: 

• Scheduling – Quiet hours  
• Email – View email in browser , Select from multiple email addresses  
• Journey – Split  
• Tracking – Web tracking  
• Forms – Forms capture  
• Event planning – Session level registration  
• Analytics – Custom dashboards  

We are actively working on prioritizing additional features that have been requested. These are being scheduled to be part of the next release wave: 

• Consent – Double opt-in 
• Segmentation – Export, Template, Email delivery status 
• Scheduling – Send scheduling 
• Email – Content A/B testing 
• Journey – Branch on email deliverability status, Templates
• Tracking – Redirection URL 
• Analytics – Click/Geo maps, combined analytics across outbound and real-time 
• Event planning – event portal, session capacity, reoccurring events 
• Forms – unmapped custom fields, form prefill, update none/multiple entities on submission, leads with parent contact 

Please note that the above is not an exhaustive list. We release new updates every month. We use your feedback to revise our roadmap continuously to ensure you can transition with confidence.  

Conclusion 

A large number of customers are already using and benefiting from ease of use and scale offered by real-time. Over the next few months, we are prioritizing work to ensure transitioning to real-time journeys is easy and quick for every customer. While outbound marketing continues to be available and supported for existing customers, we strongly recommend everyone still using outbound marketing transition to real-time journeys to propel your business into the future of marketing and customer experience.

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Deliver higher-impact experiences with better data quality and configuration with Copilot  

Transition to real-time marketing and transform your Customer Experience  

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