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Description
moonshine snake plant rare MoonshineDracaena (Sansevieria) trifasciata 'Moonshine' Dracaena trifasciata 'Moonshine' is a light toned snake plant with broad, upright leaves and a soft grey green surface. The leaves rise from the base in firm, lance shaped fans, with faint horizontal markings and a narrow darker edge. Its colour gives the plant a calm appearance while keeping the strong structure of a snake plant. This cultivar has light grey green foliage on firm vertical leaves. The
Dracaena (Sansevieria) trifasciata 'Moonshine'
Dracaena trifasciata 'Moonshine' is a light-toned snake plant with broad, upright leaves and a soft grey-green surface. The leaves rise from the base in firm, lance-shaped fans, with faint horizontal markings and a narrow darker edge. Its colour gives the plant a calm appearance while keeping the strong structure of a snake plant.
This cultivar has light grey-green foliage on firm vertical leaves. The smooth surface catches light in simple pots, while growth comes from a rhizome below the substrate. New leaves appear from the base and slowly increase the density of the clump.
Light leaves with a fine green edge
- Leaf colour: Light grey-green blades give the plant a cool, bright look.
- Leaf edge: A fine dark green margin outlines the leaves and sharpens the light-toned foliage.
- Growth base: New leaves rise from the rhizome and slowly fill the pot.
- Indoor shape: Upright, lance-shaped leaves give height from a compact base.
- Flowering: Mature plants may occasionally produce pale, fragrant flower spikes in settled indoor conditions.
How Moonshine grows in a pot
Dracaena trifasciata is native from southern Nigeria to western Central Tropical Africa and Tanzania, where it grows in seasonally dry tropical conditions. Its firm leaves store water, while the rhizome needs a clear drying phase between waterings. Air around the rhizome is especially important after watering in cooler indoor conditions.
'Moonshine' keeps the firm sword-leaf form of the species, while the light foliage makes dust, splash marks and handling damage easier to notice. New leaves may emerge very light and then settle into a cooler grey-green tone as they mature. In bright indirect light, the leaves usually stay firm and evenly coloured.
The plant usually grows slowly indoors. A snug, stable pot is appropriate because the rhizome does not need a large volume of damp mix around it. When several new shoots have filled the pot or the container begins to deform, move it into a slightly larger pot with fresh, open substrate.
Care for light grey-green foliage
- Light: In bright indirect light, leaves stay firm and the grey-green colour remains clear. In dimmer rooms, growth slows and the pot dries more gradually.
- Watering: Water after the mix has dried deeply. Soak evenly, drain fully and let the lower pot dry again before repeating.
- Substrate: A free-draining mix with pumice, lava rock, coarse sand or fine bark keeps the rhizome aerated after watering.
- Pot choice: Choose a pot with drainage holes and enough weight to balance the leaves. Empty decorative cover pots after watering.
- Temperature: Keep it in steady indoor warmth, ideally around 18–27 °C. The root zone should stay warm after watering.
- Humidity: Average household humidity is enough. Normal room air is adequate for this cultivar.
- Feeding: Feed lightly during active growth with a diluted balanced or cactus fertiliser. Slow rhizome-based growth needs modest nutrition.
- Repotting: Repot when the plant has filled the container or the substrate has lost structure. Increase pot size carefully so the new mix dries predictably.
- Propagation: Divide rooted clumps to keep the light cultivar look consistent. Leaf cuttings can root and may produce growth that does not match the parent plant.
Marks and stress on light leaves
- Soft bases: Inspect the substrate line, rhizome area and cover pot. Soft tissue near the base usually means the lower plant stayed wet too long.
- Wrinkled leaves: Check the root system as well as dryness. Root damage can make leaves wrinkle even when the pot has been watered.
- Brown tips or edges: Review watering consistency, mineral buildup, old knocks and temperature dips. Trim only dry tissue if needed.
- Marked foliage: Wipe leaves gently with a soft damp cloth. The light surface shows dust and water spots quickly.
- Weak new growth: Move the plant closer to bright filtered light and check that the pot size matches the root system.
Placement around pets
Keep Dracaena trifasciata 'Moonshine' away from pets and small children who may chew the leaves. Snake plants contain saponins, which can cause nausea, vomiting or diarrhoea in cats and dogs if ingested. A raised, stable position also helps keep the light leaves free from knocks and bite marks.
The name behind Dracaena trifasciata
The accepted botanical name for the species is Dracaena trifasciata, while Sansevieria trifasciata remains the older name still widely used in houseplant retail and care information. The genus name Dracaena comes from the Greek drakaina, meaning “female dragon”, historically linked to red resin in some dragon tree relatives. The species epithet trifasciata means “three-banded” or “marked with three bands”, referring to the banded foliage pattern associated with the species.
Dracaena trifasciata 'Moonshine' has soft grey-green leaves, faint markings and slow basal growth in an upright clump.
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4.0 ★★★★★
Based on 13 reviews
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Product Reviews
★★★★★ 5
The Innovator's DNA - Disruptive Research - Disruptive Writing
A Politically Correct Status Quo
It is politically correct in management circles to say that you are "results oriented" or that you "drive for results" in your organization.
The status quo in business schools is to indoctrinate students in the delivery skills of analyzing, planning, detail-oriented implementing, and disciplined executing.
This book and the research upon which it is based disrupts that politically correct status quo.
Clayton Christensen has spent close to two decades creating the research, conceptual, and application foundation of the disruptive innovation body of knowledge. He has been working for more than 8 years with Jeff Dyer and Hal Gregersen, both gifted researchers, teachers, and consultants in their own right, on this project. These guys are a disruptive "dream team" of contributors.
This book articulates an extension of the disruptive innovation body of knowledge that clearly describes an individual profile of the disruptive innovator and an organizational profile of an organization that makes disruptive innovation happen.
So what makes this book disruptive?
The first thing is timing. It arrives on the scene at a time when innovation is one of the most critical components of a solution to our global financial and organizational mess. If we are to get out of our morass of debt and sluggish growth and respond to the continually emerging challenges of a burgeoning global society it will ride on the backs and wings of innovation. The status quo must be disrupted for us to survive and thrive!
Second is the audacity of the core models. The authors claim that innovation can be learned at both the individual and organizational level. Individuals can increase their ability to discover (Discovery Quotient - DQ) and learn to be more innovative. They cite the four specific behavioral skills of asking questions, engaging in observations, networking with people who have a different point of view, and experimenting to figure out what can work as the common elements of what innovators do. They also identify the cognitive skill of associational thinking, the ability to find connections between ideas that do not seem to be related to each other, as the connection between the behavioral skills and the generation of ideas. They extend their claim that the innovation competency can be learned to the organizational domain by saying that organizations can become more innovative through developing and leading people, designing and implementing processes, and advocating and living by philosophies that support innovation. These two arguments stand in stark contrast to the beliefs and practices of a vast majority of leaders and institutions.
(For a diagram of the Model see [...])
'And all of this is built upon the third source of disruption: research. Their work is based on well-founded research into the "DNA" of the world's leading innovators and the world's most innovative organizations. The authors conducted nearly 100 interviews of world class innovators and their colleagues to get at the heart of what innovators do. They also interviewed and surveyed executives who are not innovators. (Their survey data base has over 5000 respondents in it.) So they have been able to compare and contrast the two populations to more clearly see what it takes to effectively innovate.
They have also done research on business results attributable to innovation. Collaborating with HOLT (a division of Credit Suisse) they were able to craft a measurement called the "innovation premium." This measure identifies if an organization's market capitalization can be accounted for by existing cash flows or if there is an innovation influence on the stock price. By using this measure, they have been able to clearly and objectively identify which organizations are benefiting from innovation.
Yet to Explore
The tension in the balance of influence and power between the leaders with predominantly "Discovery" or "Delivery" mindsets is an area that has yet to be explored. If the premises of this book are sound, and I believe they are, we need to figure out how to manage that tension and balance in order to generate, incubate, and strengthen innovative ideas as we bring them to full fruition in the marketplace. Great ideas that are not delivered upon are simply recreational pursuits that do not build great people, great institutions, and great societies. So there is work yet to do.
Invest Your Time and Effort
This book makes a significant contribution to both the disruptive innovation body of knowledge and the evolving body of practice on innovating disruptively. It is well worth reading, pondering, and acting upon.
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Reviewed in the United States on August 18, 2011
★★★★★ 5
Inspiring and well-written
This is a very interesting book written by some Harvard profs. They did a large national survey of innovative businesses and their leaders. The book posits that innovative people follow five skills: associating, questioning, observing, networking, and experimenting. These skills can be found at the individual or organizational level. The idea is that most people have these skills in their DNA and can bring them out with some practice. There are a lot of interesting and inspiring examples like Steve Jobs and Jeff Bezos. Although this book seems like a self-help type book with a lot of hype, it has an academic underpinning. Any organization that is interested in promoting innovation could benefit from encouraging these 5 skills. If you are interested in innovation or creativity in business or any organization that produces something, you will like this book. The books is a little distracting to read because it has sidebars all through it giving interesting examples that break up reading concentration. Aside from that, it is a well-written book that is easy and enjoyable to read. I enjoyed the book greatly and found it to be inspiring.
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Reviewed in the United States on December 5, 2015
★★★★★ 4
Great read and research. But what about daily application for regular people?
The research piece behind this book might be the next thing I read, as I'm intrigued by the academic rigor applied.
The reveal and living examples of the five skills - questioning, networking, experimenting, observing and associating - are tangible and approachable given their articulation through well-known and highly visible entrepreneurs running innovative companies. There's much to be gleaned by looking at the way these people behave and, even through simple emulation, enhancing one's own skills.
My only real disappointment with the book is its limited approach to practical, daily application for those not yet at the top of the tree. It's rather a different kettle of fish for the innovation-minded, but stuck in bureaucracy, worker who wants to make things better, is still motivated, and hasn't been crushed by the machine. How does that person actively innovate? And, in some cases, get away with it? This book (or an accompanying volume) focussing on daily, in-work, innovation would be useful.
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Reviewed in the United States on May 23, 2013
★★★★★ 5
A Favorite Book on Innovation
Format: Hardcover
Very well written and enough stories to help the true content stick. This is a favorite book of mine and has lead to interesting conversations to boot.
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Reviewed in the United States on September 29, 2025
★★★★★ 5
An exceptional five stars out of five
Few qualities separate inordinately successful entrepreneurs from the rest of the pack than the ability to innovate. Many have debated whether individuals are born with this quality or whether it can be nurtured. In The Innovator's DNA, Jeff Dyer, Hal Gregersen and Clayton Christensen explain that while genetics play a role, innovation is most certainly a skill that can be learned.
In particular, the authors introduce and expound upon five "discovery skills" found in the leaders of some of the most innovative companies in the world: (1) associating, (2) questioning, (3) observing, (4) networking and (5) experimenting. Each discovery skill is accompanied by real-world examples and pragmatic exercises that make the book unusually valuable in an age where copious books on change, leadership and innovation overwhelm the already-overwhelmed executive.
I give The Innovator's DNA an exceptional five stars out of five. The authors present a very readable book and provide concrete exercises for developing innovative skills. Using the principles provided in the book, I created a folder on my computer that I call my "Innovation Room." I use this to track progress as I work through various exercises and as I take time to ponder about how to apply innovative solutions to extant problems in Utah. This book was and will continue to be useful to me, and is recommended as a must-read for those interested in adding rare innovative attributes to their arsenal of problem-solving and decision-making skills.
*NOTE: The preceding text is taken verbatim from my short book review printed in the June 2012 edition of Utah Business.
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Reviewed in the United States on March 22, 2013
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