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Since 1992 over 190 financial institutions have committed to the ‘integration of environmental considerations into all aspects of their operations (United Nations Environment Programme, 1997)’. 4 Combined impact of drivers It has been shown that appropriate laws can act as a stimulus for innovation: they can also force laggards into action. The influence of morality as a driver should not be underestimated, but equally, as the Enron case shows us, it is not to be relied upon. The ‘could’ argument is likely to offer corporations the maximum return on investment.
Robèrt suggests that companies risk hitting the walls of the funnel (going out of business) if they do not strive to meet the four system conditions. By concentrating on cause rather than effect Robèrt has devised an easily understandable, scientifically grounded, methodology to guide society and organisations towards sustainability. 6 ‘The natural step’ funnel, adapted from (Robert, 2002). Starbucks, Nike and IKEA. These businesses have adopted the framework as a planning tool, enabling the integration of sustainability considerations into the corporate decision making process.
Union power was diminishing on a daily basis and the ability of individuals to collaborate was restricted due to under-developed communications. By being so big, these institutions/organisations were unintentionally alienating the very people they were originally designed to serve (for governments this means the electorate, for companies their customers, investors and employees23). Stakeholders became increasingly frustrated; unable to understand how something so big could ever listen or respond to their demands.
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