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Talking COP

Thirty years of climate summits. The planet keeps warming. Is anyone listening?

October 24, 2025

7 min read

October 24, 2025

7 min read

Photo: Dreamstime.

In November, the world’s climate diplomats will descend upon Belém, Brazil, for COP30—the 30th Conference of the Parties to the United Nations Framework Convention on Climate Change.

Branded ‘COP Amazônia’, the gathering promises to place the rainforest centre stage in global climate discussions. It would be touching if it weren’t so absurd. To accommodate the expected 50,000 attendees, Brazil is constructing a four-lane highway slicing through tens of thousands of acres of protected Amazon rainforest. Nothing says ‘climate action’ quite like paving over the world’s largest carbon sink to host a conference about saving it.

This contradiction encapsulates a question that has haunted COP summits since the first gathering in Berlin in 1995: Are these elaborate diplomatic exercises anything more than talking shops?

Wishful thinking

After three decades of negotiations, the answer is uncomfortable. The conferences have produced some undeniable accomplishments—the Kyoto Protocol, the Paris Agreement, and countless technical frameworks for measuring and reporting emissions.

Nevertheless, global CO2 emissions have continued their relentless climb. Since the Paris Agreement was signed in 2015, emissions have reached record highs rather than declining. The planet has warmed approximately 1.25°C above pre-industrial levels, dangerously close to breaching the 1.5°C threshold that scientists warn would trigger catastrophic consequences.

When world leaders gathered in Paris a decade ago and agreed to limit warming to ‘well below 2°C’, they set a deadline that now appears to have been wishful thinking. In 2015, climate models estimated the world would breach 1.5°C in 2045. By 2023, that timeline had collapsed to 2034—a loss of 19 years in just eight. Current policies put the world on track for 2.5-2.9°C of warming by century’s end, far beyond what the Paris signatories promised. None of the 45 key indicators for limiting warming to 1.5°C are on track for 2030, according to the State of Climate Action 2025 report.

Promises and platitudes

To understand why, consider what COP conferences actually do. They are exercises in consensus diplomacy among 198 parties, where any final text must be agreed unanimously. This produces documents filled with carefully calibrated language—’encourages’, ‘invites’, ‘recognises the importance of’—that allow countries to claim progress whilst avoiding binding commitments. The summits operate on a five-year cycle of ever-more ambitious pledges, known as Nationally Determined Contributions. Yet by April 2025, only 19 countries had submitted updated NDCs, despite a February deadline.

The last COP, in Baku, Azerbaijan, illustrated the pattern perfectly. Billed as the ‘finance COP’, it was meant to establish how much money wealthy nations would provide to help developing countries tackle climate change. After fractious negotiations that ran 35 hours past deadline, rich countries agreed to 300 billion US dollars annually by 2035less than a quarter of the 1.3 trillion US dollars that scientists say is needed. India’s representative called it a “paltry sum”; Nigeria deemed it an “insult”. Small island nations facing submersion from rising seas walked out in protest. The EU hailed it as ‘exceptional progress’.

This is the COP formula: developing nations demand what they need, developed nations offer what they’re willing to pay, and organisers declare victory whilst the planet continues to cook. The previous 100 billion US dollars target, set in 2009, wasn’t met until 2022—two years late. There is little reason to expect the new promise will fare better.

The petrostate problem

More troubling is whom countries have entrusted to lead these gatherings. COP28 in Dubai was chaired by Sultan Al Jaber, CEO of the Abu Dhabi National Oil Company. COP29’s president, Mukhtar Babayev, served as vice president for ecology at Azerbaijan’s state oil company SOCAR. Meanwhile, 2,456 fossil fuel lobbyists attended COP28—nearly four times more than at COP27, and far exceeding official representatives from scientific institutions, indigenous communities, and vulnerable nations.

Little wonder that prominent figures are calling for reform. In November 2024, a group led by former UN Secretary-General Ban Ki-moon, former Irish President Mary Robinson, and climate scientists published an open letter declaring that the COP process “simply cannot deliver the change at exponential speed and scale, which is essential to ensure a safe climate landing for humanity”.

They proposed excluding countries that don’t support phasing out fossil fuels from hosting duties, making conferences smaller and more frequent, and amplifying scientific voices. Al Gore was more succinct: having oil executives lead climate summits is “absurd” and a “direct conflict of interest”.

Not entirely fruitless

However, to dismiss COP as mere theatre would be unfair. The conferences have established crucial infrastructure for climate action. The Paris Agreement’s 1.5°C target—initially championed by vulnerable island nations and viewed as unrealistic—has become the benchmark against which all climate policy is measured. It spawned net-zero commitments from dozens of countries and concrete policy packages, such as the EU’s comprehensive climate legislation. Renewable energy investment has exceeded fossil fuel investment for two consecutive years. Solar and wind’s share of global electricity has tripled since 2015.

COP28 delivered the first Loss and Damage Fund to compensate vulnerable nations for climate impacts, and the first Global Stocktake assessing collective progress towards climate goals. Countries agreed to “transition away from fossil fuels” for the first time—though COP29 promptly failed to mention this commitment at all. As one veteran diplomat observed, “The process has already delivered.” Just not nearly enough, or nearly fast enough.

Belém’s burden

Which brings us back to Brazil and the symbolic weight resting on COP30. Scheduled for November 10-21, it coincides with the deadline for countries to submit enhanced 2035 climate plans. Brazil intends to launch the 125 billion US dollars Tropical Forest Forever Facility, rewarding nations for forest conservation. President Lula has promised zero Amazon deforestation—even as his government builds highways through the rainforest. The city of Belém, gateway to the Amazon, faces an accommodation crisis with Airbnb listings reaching almost 10,000 US dollars per day.

Meanwhile, 16 per cent of Belém’s population struggles with water shortages. Others lack access to basic sanitation. The broader Amazon has already lost 17 per cent of its forest cover and may be approaching a tipping point that could trigger biome-wide collapse. These are the contradictions that define COP summits: poor nations hosting wealthy delegations to discuss problems they didn’t create but suffer most from, in cities that lack the infrastructure to support them.

Will COP30 be different? The optimistic case notes Brazil’s historical leadership on climate issues and the symbolic power of hosting negotiations in the Amazon itself. The pessimistic case—supported by 29 previous COPs—suggests it will produce another round of insufficient commitments, wrapped in soaring rhetoric and undermined by exceptions for powerful interests.

Promises must be kept

Are COP conferences talking shops? Yes. Are they also the only global mechanism for coordinating climate action? Also yes. They have established targets, frameworks, and norms that have influenced national policies and corporate behaviour. But they operate at a glacial pace whilst the planet heats at an exponential rate. As UN climate chief Simon Stiell noted after COP29, the finance deal “only works if premiums are paid in full, and on time. Promises must be kept.”

Three decades on, the promises keep coming. The payments, less so. And the Amazon keeps burning, even as diplomats gather to discuss saving it. This is COP’s legacy: not quite a failure, but nowhere near success. Whether that changes in Belém may determine whether future conferences will be remembered as the forum that coordinated humanity’s response to its greatest challenge—or as the world’s most expensive talking shop, held annually whilst Rome burned.

Photo: Dreamstime.

Reinvantage Insight

Reinvantage Insight

The byline Reinvantage Insight is used to denote articles to which several members of the Reinvantage insight and analysis team may have contributed.

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Case study: Global technology company

1. The Client

A global technology company operating across EMEA, with a regional HQ in Istanbul. The company manages 20+ markets, handling everything from brand campaigns to strategic partnerships.

Role we worked with: The EMEA Head of Marketing (supported by two regional managers).

2. The Challenge

Despite strong products and a respected global brand, the regional team was struggling with:

  • Misaligned strategy across markets → campaigns executed with inconsistent narratives.
  • Slowed growth → lead generation plateaued despite increasing spend.
  • Internal friction → marketing, sales, and product teams disagreed on KPIs and priorities.

Traditional fixes (more meetings, more reporting) only created more noise.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional HQ team.

  • Day 1–3: Intake → Reviewed decks, campaign data, and plans.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Sales and marketing had different definitions of “qualified lead.”
    • 40% of spend was going into low-potential markets.
    • The team assumed the problem was lack of budget, but it was actually lack of alignment.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint uncovered that the issue wasn’t budget, but fragmentation.
Three sharp insights unlocked a way forward:

  1. Unified KPIs bridging marketing + sales.
  2. Market prioritisation → shifting budget to 5 high-potential markets.
  3. Simplified narrative → one EMEA core story, locally adaptable.
By just realigning resources and focus, the client could unlock an estimated £250,000 in efficiency gains within the next 12 months — far exceeding the Sprint’s value guarantee. The path to higher returns was already inside the business, hidden by misalignment.
5. From Sprint to Action (4 Pillars Applied)

With clarity secured, Reinvantage didn’t suggest “more projects.”

Instead, we used the Sprint findings to create laser-focused next steps — drawing only from the areas that would deliver the most impact:

  • Readiness → Alignment workshops for sales + marketing teams. New playbooks clarified “qualified lead” definitions and reduced internal disputes.
  • Foresight → A market-opportunity scan identified which 5 countries would deliver the highest ROI, removing the guesswork from allocation.
  • Growth → Guided the reallocation of €2M budget and designed a phased rollout strategy that protected risk while maximising return.
  • Positioning → Built a messaging framework balancing global consistency with local nuance, ensuring campaigns spoke with one clear voice.

Because the Sprint had stripped away noise, these actions weren’t generic consulting ideas — they were directly tied to the breakthroughs.

6. The Results
  • +28% increase in qualified leads across the region.
  • 30% faster campaign rollout due to streamlined approvals.
  • Budget efficiency gains → €2M redirected from low-return to high-potential markets.
  • Internal cohesion → marketing + sales now use a single shared dashboard.
The client came in believing they needed more budget.
The Sprint revealed that what they really needed was clarity and alignment.

With that clarity, the four pillars became not theory, but practical tools to deliver measurable impact.

The Sprint guaranteed at least £20,000 in value — but in this case, it helped unlock more than 10x that within six months.

Case study: Regional VC fund & accelerator

1. The Client

A regional venture capital fund and accelerator focused on early-stage tech start-ups in the Baltics and Central Europe.

The fund had raised a new round and was under pressure to deliver stronger returns while also building its reputation as the go-to platform for founders.

Role we worked with: Managing Partner, supported by the Head of Portfolio Development.

2. The Challenge

Despite a promising portfolio, results were uneven.

Key issues:

  • Scattered portfolio support → no consistent playbook for start-ups, every partner did things differently.
  • Weak differentiation → founders and co-investors saw the fund as “one of many” in the region.
  • Stretched team → too many small bets, not enough clarity on which companies to double down on.

The leadership team knew something was off, but disagreed on whether the issue was pipeline quality, market conditions, or internal capacity.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the partners and portfolio team.

  • Day 1–3: Intake → Reviewed pitch decks, pipeline funnel data, and start-up performance reports.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • No shared definition of a “high-potential founder.”
    • Support resources were spread too thin across the portfolio.
    • The fund’s positioning was more reactive than proactive — it didn’t own a distinctive narrative in the market.
  • Day 5–10: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the challenge wasn’t pipeline quality — it was lack of focus and positioning.

Three core insights provided the turning point:

  1. Portfolio Prioritisation Framework → defined clear criteria for where to double down.
  2. Founder Success Playbook → standardised support model for portfolio companies.
  3. Differentiated Narrative → repositioned the fund as “the accelerator of reinvention-ready founders.”
These shifts alone gave the fund a path to add an estimated £2M+ in portfolio value over the following 18 months, by concentrating capital and resources where they could move the needle most.
5. From Sprint to Action (4 Pillars Applied)

With clarity from the Sprint, Reinvantage created a tailored support plan:

  • Readiness → Coached partners on using the new prioritisation framework and trained the team on deploying the Founder Success Playbook.
  • Foresight → Ran scenario analysis on regional tech trends, helping the fund anticipate where capital would flow next.
  • Growth → Guided resource reallocation across the portfolio and supported new co-investor pitches for top-performing start-ups.
  • Positioning → Crafted a sharper brand story for the fund, positioning it as the reinvention partner for globally minded founders.
6. The Results
  • 10 portfolio companies onboarded to the new Playbook → greater consistency of support.
  • Raised follow-on capital for 3 top start-ups with the new prioritisation framework.
  • +26% increase in inbound deal flow from founders citing the fund’s new positioning.
  • Stronger internal cohesion → partners aligned on where to focus resources.
The client thought the problem was pipeline quality.
The Sprint showed it was actually lack of clarity and focus inside the firm.

By applying the four pillars, Reinvantage helped turn scattered effort into concentrated value creation.

The Sprint guaranteed at least £20,000 in value; here it set the stage for multi-million-pound upside in portfolio growth.

Case study: International impact Organisation

1. The Client

A large international impact organisation focused on entrepreneurship and economic empowerment.
The organisation runs multi-country programmes across Eastern Europe and Central Asia, often in partnership with global donors and corporate sponsors.

Role we worked with: Senior Programme Director, responsible for regional coordination.

2. The Challenge

The organisation had launched a flagship regional initiative supporting women entrepreneurs, but the programme was underperforming.

Key issues:

  • Fragmented delivery → each country office interpreted the programme differently.
  • Donor frustration → reporting lacked consistency and clear impact metrics.
  • Lost momentum → staff energy was spent on administration rather than scaling success stories.

Traditional programme reviews had produced long reports, but no real alignment or action.

3. The Sprint

We ran a 10-day Remote Reinvention Sprint with the regional leadership team and representatives from two country offices.

  • Day 1–3: Intake → Reviewed donor reports, programme KPIs, and field feedback.
  • Day 4: Sprint Session (90 mins) → Breakthroughs:
    • Donors cared about quantifiable outcomes, but reporting focused on stories.
    • Staff were duplicating efforts across countries, wasting time and resources.
    • The initiative lacked a clear theory of change — everyone described its purpose differently.
  • Day 5–10: Synthesis → Insights distilled into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the issue wasn’t donor pressure or programme design — it was a lack of shared framework and alignment.

Three critical insights reshaped the path forward:

  1. One Unified Theory of Change → agreed narrative for why the programme exists.
  2. Core Impact Metrics → clear, comparable KPIs across all countries.
  3. Smart Resource Sharing → digital hub to stop duplication and accelerate knowledge flow.
By eliminating duplicated reporting and clarifying what success looks like, the client saw they could save the equivalent of £100,000 in staff time annually — while also unlocking stronger donor confidence and follow-on funding opportunities.
5. From Sprint to Action (4 Pillars Applied)

Armed with Sprint clarity, Reinvantage proposed a laser-focused support plan:

  • Readiness → Trained programme leads on using the new metrics and integrated them into existing workflows.
  • Foresight → Analysed donor trends and expectations, aligning the initiative with the next funding cycle.
  • Growth → Developed a funding case based on the new unified theory of change, securing higher renewal chances.
  • Positioning → Crafted a regional success narrative and storytelling toolkit, helping them showcase results consistently across markets.
6. The Results
  • 30% less time spent on reporting → freed capacity for programme delivery.
  • Donor satisfaction improved → positive feedback on the clarity of impact evidence.
  • Secured new funding commitment → one major donor increased their contribution by 20%.
  • Stronger internal morale → staff felt they were working with clarity, not chaos.
The client thought it needed better donor management.
The Sprint revealed it needed a shared foundation across its teams.

By anchoring on the four pillars, Reinvantage turned alignment into efficiency gains and fresh funding opportunities.

The Sprint guaranteed at least £20,000 in value; here it unlocked both six-figure savings and future-proofed funding.

Case study: National digital development agency

1. The Client

A national digital development agency tasked with driving the government’s digital transformation agenda, including e-services, citizen portals, and smart city pilots.

Role we worked with: Director of Digital Transformation, supported by IT and service delivery leads from three ministries.

2. The Challenge

The agency had strong political backing but faced hurdles in implementation.

Key issues:

  • Siloed projects → each ministry developed digital tools independently, leading to duplication.
  • Citizen frustration → services were digital in name, but still required multiple logins and offline steps.
  • Funding pressure → international partners demanded clearer impact in the short term.

The agency wanted to accelerate momentum but struggled to get alignment across ministries.

3. The Sprint

We ran a 14-day Immersive Reinvention Sprint with the agency’s leadership and digital focal points from three ministries.

  • Day 1–3: Intake → Reviewed strategy docs, donor reports, and citizen feedback data.
  • Day 4: Immersive Sprint Session (half-day) → Breakthroughs:
    • Each ministry had different definitions of “digital service.”
    • 20% of budget was going into overlapping pilot projects.
    • Citizens’ top frustrations were known — but not prioritised.
  • Day 5–14: Synthesis → Insights consolidated into a Clarity Brief + Insight Canvas.
4. The Breakthrough

The Sprint revealed that the biggest blocker wasn’t lack of funding, but lack of shared priorities.

Three practical insights stood out:

  1. One Definition of Digital Service → agreed across ministries.
  2. Quick-Win Prioritisation → focus on top 3 citizen pain points (ID renewal, business registration, healthcare booking).
  3. Shared Resource Map → pool budgets to eliminate duplication.
These changes alone allowed the agency to unlock £75,000 in immediate savings and deliver 2–3 visible improvements in the next quarter — meeting donor expectations and building citizen trust.
5. From Sprint to Action (4 Pillars Applied)

Based on the Sprint clarity, Reinvantage proposed a modest, targeted package of support:

  • Readiness → Facilitated inter-ministerial workshops to embed the “one digital service” definition.
  • Foresight → Analysed citizen feedback trends to shape the quick-win roadmap.
  • Growth → Supported the reallocation of funds to joint projects, reducing overlap.
  • Positioning → Crafted a communication plan highlighting early digital wins to donors and citizens.
6. The Results
  • 2 pilot services integrated into the central portal (ID renewal + healthcare booking).
  • Budget savings of £75,000 from eliminating overlapping projects.
  • Citizen satisfaction up modestly → call centre complaints on digital services dropped by 12%.
  • Donor confidence improved → short-term impact report received positive feedback.
The client thought it needed more funding and bigger projects.
The Sprint revealed it first needed clarity and alignment.

By applying the four pillars to a targeted scope, Reinvantage helped deliver visible results within a single quarter — proving progress to citizens and donors and laying the groundwork for deeper transformation.