4 challenges when launching a sustainability strategy
Sustainability is becoming increasingly important in companies – whether due to rising customer expectations, social pressure, intrinsic motivation, or specific legal requirements such as the CSRD or the Supply Chain Due Diligence Act. Often, the topic suddenly comes up with full force, bringing with it a feeling of being overwhelmed.
It is not uncommon for managers to be faced with the question: “How do we even get started?””
Below, I will outline four typical challenges that companies encounter at the beginning and explain why it is important to recognize them and actively address them.
- Lack of commitment from management and clear prioritization
The first and most important challenge: without genuine commitment from management, sustainability will remain little more than a side issue. If the topic is not firmly anchored in top management, sustainability efforts often remain stuck at an operational or even symbolic level. But sustainability must not be a fig leaf. It needs support from the very top and a clear message: “This is a key issue for our future.” - Lack of objectives and strategic integration
Even if there is initial commitment, the next important ingredient is often missing: concrete objectives and strategic anchoring. What exactly do we want to achieve—ecologically, socially, economically? How do we measure our progress? And above all: How does all this contribute to our overall strategy? Without this clarity, sustainability remains a loose bundle of good intentions rather than an effective management tool. A solid strategy with goals, KPIs, and responsibilities creates focus and enables real impact. - Lack of expertise and uncertainty in dealing with the topic
This is entirely understandable. In practice, the topic often ends up with a colleague from marketing or accounting—in addition to their daily business. The workload is correspondingly high, the influence on strategic decisions is limited, and the available time resources are usually scarce. This uncertainty often leads to sustainability issues being either postponed or only dealt with superficially. This makes it all the more important to build up targeted knowledge and actively empower the responsible persons. Only in this way can sustainability be effectively anchored in the company – with competence, clarity, and self-confidence. - Responsibility lies with one individual—without involving the team
Responsibility for sustainability is shifted onto a single person – often in addition to their actual role. This person is then expected to “quickly” develop a sustainability strategy. What is often forgotten is that sustainability is a cross-cutting issue that affects all areas. If colleagues are not informed or involved, the person responsible quickly becomes overwhelmed and frustrated – and the rest of the team becomes resistant or disinterested. Without transparency, internal communication, and a common understanding, sustainability becomes an isolated task – instead of a shared journey.
Every beginning is difficult. But every step counts!
All of these challenges are completely understandable. Hardly any company starts out perfectly – and that’s not necessary. The key thing is to get started, even if everything isn’t clear yet. What follows is the transition to a phase of professionalization:
- Sustainability is approached in a structured manner,
- integrated into the corporate strategy,
- and trated as what it is: a key task for the future.
Ready to take the next step?
No matter where you are right now, whether you’re just starting out or beginning to professionalize your sustainability efforts: if you’d like me to accompany you on this journey, please take a look at my services or contact me directly. I look forward to hearing from you