If I worked for a tabloid I would, at this very moment, be putting the finishing touches to a front page scoop - after all what else is there to write about, besides more moaning about the snow.
Earlier today, Jonathon Porritt, former director of Friends of the Earth, co-founder of Forum for the Future, chair of the Sustainable Development Commission, and arguably the government's most important green advisor, said that what we needed to shock us out of our complacency over climate change was at least "four Katrinas in one year".
In fairness, he did qualify his comments to say that they should not all hit America, but did argue that it would be handy if at least two hit the developed world as Europe and the US had an unfortunate habit of ignoring disasters in poorer nations.
He then admitted to occasionally dreaming of Miami getting wiped out - you can kind of see why the guy so often finds himself mired in controversy.
Taken out of context, Porritt's comments are just the kind of thing that gets environmentalists their reputation as callous doom-mongerers who take a perverse delight in natural disasters that vindicate their world view.
Like I say, a tabloid hack would have gone to town on Porritt's speech, delivered at a conference on carbon management hosted by business software company SAS (not content with talk of deadly hurricanes, he also touched on the need for huge cuts in aviation and meat consumption and declined to distance from his controversial view that there is an environmental case for seeking to limit population growth).
But taken in context, Porritt's comments follow an indisputable, if slightly morbid, logic.
The point he was making (and elaborated on in an interview with BusinessGreen.com which we will post tomorrow) is that all the climate change models now point to an era of "radical discontinuity" characterised by increasingly frequent "climate-induced shocks".
Be they devastating events like Katrina or slower-moving shocks such as droughts or carbon feedback loops there will be increased pressure on societies, governments and businesses to somehow prepare for the unpredictable.
As Porritt puts it: "There are businesses working on models that are not worth the paper they are written on. Whether you are talking from the perspective of demographics or technology change or the environment or changing consumer expectations the reality for business now is one of radical discontinuity. So smart management teams are already thinking how do we proof our business against that discontinuity? How do we build resilience in the company so we are better equipped to deal with all that?"
This resilience will have to take two forms. Firstly, there is the urgent need to make businesses and their supply chains more physically resilient to climate change threats, but secondly there is the need to create resilience against the legislative and market changes that will accompany any increase in the frequency of climate shocks.
Porritt noted that while carbon cap-and-trade schemes may have their flaws one advantage they do boast is flexibility. As a result governments are in a position to lower emission caps as soon as public opinion becomes fully aware of the need for greater action on climate change - most likely in the wake of a flurry of climate-related disasters.
Consequently, businesses need to prepare for not just increased climate instability, but also potentially sharp changes in the legislative environment that would drive up energy prices and require dramatic reform of business models. As with any such systemic changes, it is those firms that prepare earliest that will prove the most resilient and best equipped to prosper in the new low carbon economy.
It might not grab as many headlines as hypothesising over the potential up-side of Katrina-scale disasters, but this is the message business leaders should take from Porritt's all too real warnings.
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