2010 04 29 fc sustainability embedding thought piece
DESCRIPTION
How do you embed sustainability in businesses? A presentation on linking the best behavioral change methods to sustainability to bring about the required transformation in mindsets, attitudes and actions.TRANSCRIPT
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Sustainable Development and Corporate TransformationThought Piece
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Complex challenges Do we know what needs to be done?
• We may have less than a generation to solve the world’s most pressing problems, such as:
o climate change/clean energyo bottom of the pyramid
development
• Need to master complexity
• Need for increased collaboration and development
o unsustainable consumption and resource depletion etc
• Corporations have an huge role to play
• Current leadership approaches do not seem sufficient to mobilize people and action effectively across large scale, complex and diverse realities
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collaboration and effective delivery
• Need a new paradigm of sustainability thinking and behaviour
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The change challengeWill we do it?
Paradox - there is an urgent need for change but the rate of organisational change isusually slow and littered with failed attempts…. WHY?
The deck is stacked against change
• generative complexity – unfolding situations• social complexity – multi-stakeholders• dynamic complexity – cause and effect far apart
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Piecemeal approach • poor leadership and articulation of the Reason why• dictate of new Rules in the absence of Consciousness
Focus on process over person or froth over
substance • Need an integral approach driven by inspired leadership
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Complex challenges An integrated approach
Translating sustainability
into strategy and long term value Driving results
Developing the leader as awhole person
and transformingthe culture of
the organisation
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long term value Driving resultsin large, complex
organisations
Grow business and societal
value
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Leadership beyond the norm
Leadership that is:
• sensitive and responsive to global and local realities
• comfortable in diverse cultures
• builds multi-stakeholder relationships relationships
• uses insights to inspire and innovate and set strategic direction
• manages inner complexity as well as global market complexity
• breaks silos, joins up and aligns the organisation to new ways
• drives lasting change to a new culture for the organisation
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‘Integral model’ of change – Ken Wilber
Exterior
• Observable behaviours• Leadership skills• Competencies
• Attitudes• Beliefs • Values• Motivation
Individual
Cultures majorly based on consciousness:
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Inte
rior
Exterior• Observable behaviours
• Governance• Commitments• Policies and standards• Management systems• Procedures, tools
• Culture• Values, business
principles • Assumptions• Norms
Organisation
consciousness:
-Disillusioned-Loose accountability
Cultures majorly based on reason and rules:
-Avoidance-Compliance
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Paradox : What comes first, the chicken or the egg? Where to start when you need to do it all?
vip.vyas1
INTEGRAL MODEL OF CHANGE
It is an interactive process whereby a small minority of Innovators begin to set the new norm:
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Typical population under going change
Innovators and Early adopters mobilise the early ma jority
Step 1:Connect and
Step 2:Early engagement –Change agents
Step 3:Intense engagement and creation of Early majority
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Connect and Empower –Change initiators
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Integral model of change
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Innovators
• see the need for a new paradigm
• articulate the reason• set the new rules • drive implementation - often
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vip.vyas1 • drive implementation - often ahead of wide spread understanding and deeper consciousness
• Create a network of Early Adopters� identify� enlist, equip� instill with a new
consciousness
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Integral model of change
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Early Adopters
• become change agents• engage the early majority
Early majority • apply the new thoughts and
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vip.vyas1 • apply the new thoughts and actions
• become a critical mass of people sharing a new consciousness
• reach the tipping point for lasting change
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A new way to embed lasting change
Paradox: rules are necessary but they cannot cover everything in a dynamic world
Step 1:
Develop wide spread
consciousness
Step 2:
Equip people to innovate and deal with new
realitiescover everything in a dynamic world
What happens when circumstances go beyond even new rules?
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realities
Step 3:
Harvest and disseminatethe emerging
best practice
Step 4:
Generate an effective ,
system wide new rule
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Essential conditions for developing consciousness
Out of comfort zone ‘Deep Impact’ learning environment
• Experience of a new country/culture
• Working in multicultural teams
• Solving real business problems
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• Tight time frames
• Working at the interface of public/private sector
• Leading edge technology and practical business skills
• U-process, assessments, stakeholder analysis and engagement
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Essential approach to effective solutions - The U process approach
Sensing: participants visit other sitesand organisations and develop freshinsights into those organisations –and begin to question some of theirown assumptions
Presencing: participants integrate allof their ‘sensing’ and together reach a
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of their ‘sensing’ and together reach ashared sense of the possible wayforward and their own, deep personalcommitment to this
Realising: together, participantscreate plans for prototyping andaction which represent new,innovative thinking.Developed by Joseph Jaworski & Otto Sharmer
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Embedding sustainable developmentAn effective solution
Strategy and Portfolio Targets, systems and tools
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Stakeholder panels
Reporting and assurancePolicies, Standards and Governance
People skills and behaviours
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Embedding sustainable developmentDetailed solution
• Scenarios• New products• New services
Strategy and Portfolio
Targets, systems and tools
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• Existing operations: i.e. ESHIA, SD in VAR Process, Carbon cost guidelines, SD in Bus Proposals• New projects: i.e. KPIs & targets, SD major site reviews, SD at retail sites, Scorecards
• HSE Policy – standards around environment, biodiversity, health, security ,diversity etc.• External Review Panel• SD Committee• Internal assurance
Policies, standards and Governance
• Stakeholder panels
Reporting and Assurance
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Embedding Sustainable DevelopmentPeople Skills and Behaviours
Objective Activity Medium Agent
Communication
Training/learning
SD e-PortalNewsletters/e-lettersCompany ReportResource library
SD e-learning
Key messagesLatest updatesBest practice examples
Corporate CentreBusinessesFunctions
Self directed
Awareness & understanding
Working
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SD networksCross-postingsCompetencesCareer planning
BusinessesHR PlannersSD Advisors SD practitioners
Beyond training
SD e-learningSD workshopsSD master classesLeadership assessment& developmentTraining & coaching
SD presentation packsSD case studiesSD best practice guidesSD modules and eventsSD e-learning tools
Active learning Experienced peopleFunctional leadershipCompetency profiling
Self directed SD advisorsSubject expertsProgramme managersSD change agents
Skilled
Mastery & advocacy
Working Knowledge
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Sample sustainable development roadmap
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SD Learning Basic awareness & understanding
Communications
• Clear, simple, consistent
• In the language of the company
• Combination of
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� moral/values case based on company values
� business case based on real company examples
• Championed by top leadership
• Continuously updated and repeated
• Using all media
• Corporate SD e-Portal hub
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SD Learning approach
Features
• Business relevant
• Tailored to priority audiences
• Based on ‘self-discovered’ and ‘accelerated learning’ techniques highly engaging, learning’ techniques highly engaging, experiential, mixed media
• Short, cost-effective and flexible
• Delivers personal reflection and action-planning
• Built around 'train-the-trainer’ concept
• Integrated throughout the talent pipeline
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Co-created with the Businesses
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SD Learning
Training and leadership development
• E-learning
• All-comers SD primer workshops for individuals and networks
� Specialist SD workshops� Specialist SD workshops
� Line managers
� Project engineers
• External affairs, HSE, SD, Finance managers
• Country Chair on-boarding – SD and engagement
• Master classes for senior leadership
• SD modules
Integrated throughout leadership talent pipeline
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SD Learning – mastery and advocacy
Beyond training
• Networks
• Active learning
• Placing/cross-posting experienced people
• Use of champions
• Competency profiling
• Assessment and development
• Career planning
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Beyond Leadership programme - ‘U’ process in actiona new pedagogy for deep impact learning
Field workPreparation Business Projects
Closing Conference
PostProgramme
Phase 1 (2 months) Phase 3 (1 year)Phase 2 (4 months)
• Field projects: Brazil, India, Mexico of real stakeholder importance
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importance
• Business projects: in new product development, new market entry etc of real business importance
• Mentored throughout in teams
• Coaching pairs
• Growing alumni of like-minded leaders sharing new approach
Done in association with LEAD International
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‘U’ process integrated throughout
Driving individual team accountabilityWorking across cultures
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Planning projects and co-ordinating action
Deep dive: prototyping ideas
Visioning presencing
Understanding stakeholder perspectives
Dialogue: advocacy and inquiry
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Leadership consciousness, competencies behaviours consolidated in business practice
Giving and receiving assessment
Driving action and performance in real business projects
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Giving and receiving assessment
Building a personal leadership brand
Creating critical mass of Change Agents
Tipping point reached where new culture becomes the norm
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Learning
• World needs new sustainability paradigm of thinking and behaviour• Complex challenges need integral solutions• Requires Leadership beyond the norm – values based, masters of complexity - to
drive• Integral approach to change – Wilber model• Innovators and early adopters:o articulate the reason and set the new rules – hard wiringo articulate the reason and set the new rules – hard wiring
� governance, policies & standards, systems & processes, reporting, KPIs, targets, verification & assurance etc
o engage the early majority to instil consciousness – soft wiring by targetingo high leverage change agents with deep impact learning program based on ‘U’
� Grow critical mass of transformed individuals to achieve tipping point in � Cultural transformation to set lasting change around new paradigm
• Be systematic, allow innovation to flourish, consolidate best practice as new rules
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Sustainable development – corporate transformation• Gain top level commitment and mandate for change
� engage top leaders individually, then collectively� relate to individual and company priorities - show how change proposition will add value
• Be systematic� set-up governance structure with company-wide representation� manage change as any other project - objectives, roles, responsibilities, timeframe, KPIs, reviews
etc• Set common language in simple words with clear definitions resonant with company culture and
values� be rigorous in the consistent use of terms – include values case and business case� be rigorous in the consistent use of terms – include values case and business case
• Communicate widely - raise basic awareness & understanding, prepare the way for the change to follow
• Address ‘hard wiring’ and ‘soft wiring’ at the same time using the integral approach� develop reason, rules and consciousness
• Work through existing systems and processes as far as possible – bolt-on, infuse align • Grow a network of Innovators and Early adopters to influence the Early majority • Allow a ‘thousand flowers to bloom’ - encourage challenge to old ways of doing things, be
supportive of experimentation• Recognise, reward and communicate emerging best practice – consolidate into new standards• Continuously maintain and refresh communications• Celebrate success• Enjoy the ride – how you travel is as important as the journey
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Sustainable developmentcorporate transformation
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corporate transformation
Mark Wade
[email protected]+44(0)1580 714968+44(0)7957579550