How Canada’s green building council reinvented itself to stay relevant

When the Canada Green Building Council (CaGBC) could no longer oversee certification for the green building standard it had helped establish in Canada, it faced a fundamental challenge: how could it remain relevant in a movement it had long helped shape?

That’s the question explored in a new study published in Social Movement Studies, co-authored by Dr Jenn McArthur of Toronto Metropolitan University. Dr McArthur completed the research as her PhD project at the Business School, under the supervision of Dr Stephen Dunne, Senior Lecturer in Marketing and former Edinburgh colleague Dr Sarah Birrell Ivory. Together, they trace how the CaGBC transformed itself from a compliance-focused organisation into a national convenor: a platform for industry, government and practitioners to come together and shape Canada’s low-carbon building future.

Using over 250 internal documents and 21 interviews with CaGBC staff, the study details the steps the organisation took to make this shift. It developed a new strategic framework, redefined its purpose, and restructured its teams to focus on research, innovation and advocacy. It dissolved regional chapters and replaced them with new engagement mechanisms, including industry accelerators and advisory hubs. This shift enabled CaGBC to bring in a broader range of voices and support collaboration across the sector.

To make the transformation possible, the organisation had to let go of its original identity and accept that it could no longer lead solely through certification. Instead, it reframed its mission, moving from the question “What is a green building?” to “How can we change the whole industry?” The COVID-19 pandemic, though disruptive, created space for reflection and accelerated parts of the transition. Engaging staff and stakeholders early also helped build support for the changes.

The research offers wider lessons for organisations facing similar challenges. It highlights the importance of adaptability, identity and network diversity. Initially, CaGBC’s built influence on close relationships with technical experts, a strength that later became a constraint. By building more diverse relationships, known in social network theory as “weak ties”, the organisation was able to reach beyond its niche and form new coalitions.

This case shows how a movement organisation can remain relevant even after a significant disruption. By letting go of its old identity and actively reshaping its relationships, the CaGBC stayed influential in the transition to sustainable building.

It’s been a pleasure to see Jennifer’s doctoral work lead to such timely insights. The research highlights the value of building broader networks. The CaGBC moved beyond its original base of technical experts and developed more flexible connections with people and organisations across the industry. These wider ties helped it escape the limits of its original niche and enabled more inclusive collaboration—key to maintaining its influence and continuing to drive market change.