Originally posted on the terra infirma blog.
- Cause a big environmental disaster (ahem, BP...)
- Overstate your case and end up being accused of greenwash
- Expect your customers to take the pain
- Rely on an immature supply chain
- Leave 'green' in a ghetto/silo
- Give your sustainability staff responsibility but no authority
- Set no budget
- Expect a direct ROI on all projects
- Expect incremental targets will deliver more than incremental results
- Inconsistent and contradictory messages from the top
- Paralysis by analysis - at some point you have to close the spreadsheet and do something
- Put too much faith in formal processes like LCA and EIA - they often give the 'wrong' answer
- Ignore the elephant in the room - you need to address the big eco issues relating to your business
- Forget your business sense - you still need to make money
- Focus on end of pipe solutions - you need to eradicate problems at source or turn them into opportunities
- Assume you are immune from the sins of your supply chain
- Use weak, clichéd eco-branding (no more hands cupping saplings please!)
- Ignore your staff - they are crucial to success
- Get too evangelical and switch people off
- Think you have 'finished'.
Any more for any more?
Gareth
Gareth Kane
terra infirma ltd - environmental and sustainability consultants
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