Greening a business isn’t so hard
Yalmaz Siddiqui is Office Depot’s director of environmental strategy. The views expressed here are his own.
The 40th anniversary of Earth Day on April 22 undoubtedly has many individuals and businesses ramping up their green efforts, programs and even launching new green products or processes.
At Office Depot, weâ€™re doing the same, as our recent series of announcements has shown.
But the symbolism of the date has also encouraged us to think more broadly about the greening of business.
This has led us to three key insights that help us — and may help others — address the common challenges of going greener.
These insights can be seen as shifts in perspective that can help you turn â€śgreenâ€ť into opportunities for your organization.
Shift #1: Green means savings
Perhaps the single biggest challenge to companies going green is the notion that green equals cost. This is so central to our current thinking about green that when market researchers ask about willingness to go green, an accepted question is â€śhow much more are you willing to pay for a green product?â€ť
There are two problems with this thinking:
1. It reinforces the notion that going green necessarily costs more.
2. It ignores the fact that even if green does sometimes cost more, many green ideas can bring substantial savings over time.
For individuals trying to help their organizations go greener, perhaps a good way to overcome this challenge is to articulate potential green efforts by using the idea of a â€śGreen Savings Continuum.â€ť
This would allow you to first push for green initiatives that immediately save money, such as switching to remanufactured ink and toner cartridges, implementing a program to encourage staff to turn off lights and computers, and finding other ways to reduce waste and increase efficiency.
The savings for these efforts can then be used to invest in green efforts that may cost more upfront, but overtime will result in savings.
Examples here could be switching to energy efficient lighting and technology; and purchasing or switching to more durable or reusable products.
Savings from these efforts can then be applied to the other green efforts that do happen to cost more.
Shift #2: Shift from â€śwhatâ€ť you want to do to make your business greener to â€śwhoâ€ť you should engage.
Organizations can only go greener if individuals within their walls decide to go greener.
As such, perhaps a better way to encourage a systemic shift in your organization is to think less about what youâ€™d like to do, and more about who controls the decisions that result in your organizationâ€™s environmental impact. Your first task is then to engage those specific individuals.
The key is to focus on understanding the challenges and goals of the people with decision making authority.
If you can align your green efforts with their objectives, you may be surprised how quickly barriers may fall.
In fact, what may surprise you is that there are green champions everywhere. People genuinely want to find ways to contribute to a â€śbigger cause,â€ť and you may find people in the â€śgreen closetâ€ť everywhere in your company.
Spend time talking to the green champions you find. Help them think through the opportunities and support their efforts to implement new programs that deliver both economic benefits and positive environmental outcomes.
Start by finding individuals who can help reduce waste, improve efficiency and help grow your business by tapping into green customer segments.
At Office Depot, I have personally found green champions in a number of business units, including construction, supply chain, IT and facilities.
As a result, building a Gold LEED Certified store in Austin, Texas or transitioning to more fuel-efficient delivery trucks wasnâ€™t as difficult as one may assume.
Shift #3: Shift from what is not being done, to what your company, and others are doing.
Another common challenge to the greening of business stems from the environmental communityâ€™s enduring focus on what is not being done to go greener. This focus disallows a celebration of what a person or a company is doing, because so much energy is spent trying to address things that are not being done.
By shifting your focus from the negative to the positive, you can create a virtuous cycle of greener actions.
Reward small steps everywhere you see them. Reward green champions by celebrating their actions through press releases or internal recognition.
The best approach might even be to completely direct your communications to the positive. This will help you avoid the common environmental refrain of â€śitâ€™s great that you are doing thisâ€¦but you could be doing so much more.â€ť
Another valuable tool to green your company is to â€śnormalizeâ€ť green efforts. This means celebrating the green programs of other businesses, inside and outside your sector. By communicating the fact that other companies are going green, and â€śnormalizingâ€ť the green-ward shift, you can help engage decision makers who may be more influenced by their peers than by you.
If you use this approach, be wary of stepping over the line by making negative comparisons. i.e. donâ€™t communicate a competitors green effort by saying â€śwe should be doing this because our competitor is doing it.â€ť
Instead, simply communicate and celebrate that companyâ€™s greener practices. This soft sell of â€śnormalizationâ€ť is more powerful than the hard sell of comparison.
So the biggest challenges to greening a business are the same challenges as driving any other change.
You need to understand and address common perceptual barriers to change. You need to find and engage people who are best placed to drive the change. And you need to â€śnormalizeâ€ť and reward a shift from the status quo.
By applying these principles, you may help your company break through the common barriers to going green. And youâ€™ll help ensure that by Earth Day 2050 we can celebrate the fact that we solved our environmental challenges, and we did so profitably.
Photo shows the Detroit skyline during Earth Hour across the river from Windsor, Ontario March 29, 2008. REUTERS/ Mike Cassese