Portraits of sustainability – where are sustainability skills gaps?

Every organisation has sustainability skills gaps, but do you understand where they are and the problems they are causing?

Ensuring your organisation identifies and addresses skills gaps is crucial – it’s as important as getting your strategy right.

We have drawn from our work with organisations in different countries and sectors to build snapshots of what’s needed in different roles for sustainable business success – portraits of sustainability.

From leadership to operations – here are the key skills you need, the weaknesses you should avoid and the challenges you may face.

These pen portraits are distilled from real situations but no identification with actual persons (living or deceased) is intended or should be inferred!

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Engaging leadership in sustainability – CFO

Engaging leadership in sustainability is vital – even in a large organisation with dedicated sustainability specialists. To ensure that sustainability becomes and remains a strategic priority, sustainability professionals need to work hard to get the organisation on board. You need to start with the …

Sustainability people that matter – engaging the CEO

To make sustainability a strategic priority, sustainability professionals need to work hard to get the organisation on board. They need to start with the positions, roles, places and people that matter. Here is Sheila, the CEO.

Sustainability Specialists

Why is it sustainability specialists can find their jobs both frustrating and lonely? It’s usually a wider business problem.

There are many reasons for this, some more visible than others. Based on real conversations, I look one of the main issues that often
underlies the frustration.

Sustainability skills for everyone… not just the professionals

If your company has a sustainability ambition it also has a need for sustainability skills – but who needs them and how do you take a planned approach?

Sustainability Managers: key challenges to best practice

Sustainability management has in many ways entered the mainstream, but practitioners are often hampered by resistance, apathy and misunderstanding. There are many examples of excellence in specific areas, but few companies are pursuing a transformative agenda at significant scale.