Why the Best Sustainability Solutions Start with People, Not Technology
By Thomas Reynolds, former H4 student at Bournemouth University
When I began the H4 module, I expected to work on a technical project, supporting the Ministry of Defence’s hydrogen deployment in the Falkland Islands. What I didn’t anticipate was how much it would reshape my understanding of innovation, leadership, and problem solving. What started as an engineering challenge became a powerful lesson in human-centred change.
Understanding the Real Challenge
At first the task seemed straightforward: help the Ministry of Defence to understand how to get hydrogen power units operational in the Falklands by 2028. The technology was proven, companies like GeoPura already run these systems. On paper, it was an infrastructure project.
However, our Beneficiary Discovery interviews with Ministry of Defence personnel revealed hesitation. Hydrogen felt unfamiliar, risky and challenging to maintain in a remote location. Enthusiasm at the top had not translated into confidence locally.
Learning to Lead with Empathy
Our analysis of the problem uncovered a critical gap: organisational readiness. The Ministry of Defence had largely focused on infrastructure but had overlooked the human element. For example, internal training timelines often clashed with deployment goals, leaving personnel untrained and feeling unsure.
So we asked: How do you build trust in a new technology within an organisation that may not be ready and under a timeline that calls for novel solutions?
This resulted in us developing a Hydrogen Education Roadmap that placed people before technology. The Roadmap outsources the training element to GeoPura and integrates hydrogen safety into existing practices. Throughout the project we used Lean Start-up tools, such as the Mission Model Canvas, to map relationships, influence, and resistance across the organisation.
A turning point was when our planned visit to Whale Island was cancelled. It showed that even the most promising sustainability projects fail when people are excluded from the process. I learned that meaningful innovation only happens when those affected are part of shaping it.
From Systems Thinking to Self-Development
The Hacking for module did not teach me how to solve problems. It taught me how to see them differently and lead with empathy and strategic intent. I now approach sustainability and innovation challenges as human systems first, technical puzzles second. This mindset is valuable in consumer behaviour and marketing, where trust, perception and resistance shape outcomes. The tools I gained, such as stakeholder mapping, resistance design, rapid prototyping, and systems thinking, will guide how I build campaigns, shape experiences, and influence change in my current and future roles. I will use this mindset to create people-centred solutions that resonate and drive adoption.
Looking Forward
The biggest lesson I’ll carry forward is this: innovation begins with people and solutions fail if people are not ready. Perception barriers must be addressed early. Stakeholder influence matters. Co-creation builds trust and traction.
As Gerald Zaltman, Joseph C. Wilson Professor of Business Administration at Harvard Business School, once said: “The key to innovation is uncovering what people cannot articulate”. That’s the mindset I’ll take into my future career - designing for understanding, trust, and impact.
Are you interested in getting involved in our Hacking for courses?
Browse our website or get in touch at info@commonmission.uk