building a sustainable enterprise collaboratively using a wiki 5 2 11

Building the Sustainable Enterprise Collabora5vely

Using a Wiki Learning Space

Annual Sharing Day 2011 OD Means Business

Victoria G. Axelrod, Linda Kelley, Jeana Wirtenberg

Presenters

3 The Sustainable Enterprise Fieldbook

Victoria G. Axelrod, Linda Kelley, Jeana Wirtenberg

Agenda

4

The Sustainable Enterprise Fieldbook

15 Minutes introduc:on to the Sustainable Enterprise Fieldbook Wiki -‐ seBng context for sustainable enterprises, and how the wiki works 30 Minutes table exercises 30 Minutes tables create wiki pages from their exercises 15 Minutes debrief of all tables. Par:cipants see their wiki work real-‐:me on the Sustainable Enterprise Fieldbook Wiki

Table topics:

Nature and Domains of Leadership for Sustainable Enterprise Cul:va:ng Mental Models for Building Sustainability Employee Engagement for Sustainable Enterprise Six Lenses for Sustainable Globaliza:on

The Wiki format makes it easy to introduce concepts to learners who are just beginning to understand and apply these ideas, and also to extend the knowledge (or the capabili:es of others) to those steeped in the field.

The Sustainable Enterprise Fieldbook Wiki -‐ seBng context for sustainable enterprises

•  The SEF-‐TM Learning Guide Wiki follows, and complements The Sustainable Enterprise Fieldbook

•  The Wiki expands meaningful par:cipa:on in the conversa:ons about sustainability

•  The Wiki is a virtual space for co-‐crea:on of prac:cal approaches and implementa:on of sustainability ini:a:ves

The Sustainable Enterprise Fieldbook 5


The Sustainable Enterprise Fieldbook – Learning Guide Wiki

The Sustainable Enterprise Fieldbook

Part I -‐ Introduc5on and Overview Overview and Context

Part II -‐ Preparing the founda5on for a sustainable enterprise Chapter 1 Leadership for a sustainable enterprise

Chapter 2 Mental models for sustainability Chapter 3 Developing a sustainability strategy

Part III -‐ Embracing and Managing Change Sustainably Chapter 4 Managing the change to a sustainable enterprise

Chapter 5 Employee engagement for a sustainable enterprise Chapter 6 Sustainable metrics and measurement systems

Part IV -‐ Connec5ng, integra5ng and aligning toward the future Chapter 7 Sustainable globaliza5on -‐ the challenge and the opportunity

Chapter 8 Transorganiza:onal collabora:on and sustainability networks Part V -‐ When it all comes together Chapter 9 A new beginning -‐ when it all comes together



Nature and Domains of Leadership for Sustainable Enterprise


Significant CEO Mindset Shift

From a Survey of 766 worldwide CEOs, including 50 in-depth interviews , UN Global Compact and Accenture study, “A New Era of Sustainability,” June 2010. Courtesy of Bob Willard

… fully embedded into company strategy and operations

CEOs Agree /Strongly Agree that sustainability should be ….

… discussed and acted on by boards

… fully embedded into subsidiaries’ strategies and operations

… embedded throughout the global supply chain

… the basis for industry collaborations and multi-stakeholder partnerships

… incorporated into discussions with financial analysts

2010 Increase Over 2007


Cultivating Mental Models for Building Sustainability


Short-term: Focus on deadlines, Immediate priorities, Sense of urgency

Time Orientation

Long-term: Vision and strategies, Potentials, Opportunities

Reactive: External drives, Prevailing rules and procedures Focus of Responsiveness

Creative: Taking initiative, New approaches, Internal drives

Local: Focus on self or Immediate group, Competition Focus of Attention

Global: Whole organization, Inclusive, Ecumenical, Larger community

Separation: Either / Or, Specialization Prevailing Logic

Systems: Both-And, Holistic, Interrelationships

Accountability/Blame: Self-Protection, It’s not my fault”

Problem Consideration Learning: Understanding, Building on all types of experience

Doing / Having: Materialism, Greed, Cost effectiveness, Financial performance, Quantitative growth

Life Orientation

Being: Having enough, Self-realization, “Greater good,” Intangibles valued, Qualitative growth

Source: Copyright © 2006, John D. Adams. Used with permission.


•  Mental models are built and changed through action. Fostering mental models that cultivate respect and trust among people and engage them to work toward a common goal happens in action.

•  A mental model includes both Internal Focus (on principles and values) and External Vision (on people and events).

Linda Morris Kelley, The Sustainable Enterprise Fieldbook, 2008

1. Intention drives Results. 2. Responses shape Results

3. Intention and Responsiveness influence each other

4. Habits bias Everything

5.It is the Interactions between these Factors—Intention, Responsiveness, and Habits—that generate Results.


Employee Engagement for Sustainable Enterprise

17 Best Practices…


•  Employee Engagement critical to sustainability according to managers

•  96% in employee survey prefer working for “successful company that also aspires to do good” (Willard, 2002)


©2011. Transitioning to Green, LLC.

•  Develop a clear corporate definition of sustainability

•  Make sustainability a key component of your employer brand

•  Transcend the "greenwash" noise by communicating with transparency and credibility

•  Nurture a green culture through customizable events and communications

•  Answer the WIIFM - "what's in it for me" question



•  Communicate green programs with employees first

•  Inspire employee conversations

•  Take a stand for high standards and humane practices

•  Use web 2.0 technology to provide employees with resources

•  Have the courage, caring, and commitment to stay in the process and help make it happen



•  Make environmental education and sustainability part of a shared vision

•  Leverage sustainability efforts to help attract and retain talented employees

•  Measures are critical, and the best teacher

•  Make it relevant to job performance

•  Focus employees on community outreach

•  Make Sustainability outreach personal and voluntary

•  Make learning easy and fun


Six Lenses for Sustainable Globalization


Economic/financial •  ESG Framework

•  Redefining GDP

Technology •  Service sector

•  Leveling the playing field Six Lenses for

Sustainable globalization Holistic integration

Geopolitical •  Governance •  Terrorism and security •  Nationalism vs. tribalism • Democratic capitalism

Movement of talent

•  Migration

•  Urbanization Limits to growth •  Manufacturing sector •  Ecosystems services • Agribusinesses

Poverty and Inequity •  Bottom of the pyramid •  New market creation •  North-South • CSR

Copyright 2007 V. G. Axelrod, J. Harmon, W. C. Russell, and J. Wirtenberg

http://www.toolpack.com/axelrod/try6.php


One Laptop for Every Child

Google’s RechargeIT


Sustainability = Innova:on (Nidumolu & Prahalad 2010)

Biom

imic

ry

Crea:ng Shared Value (Porter, Kramer 2011)

Nespresso


These Sustainable Enterprise Fieldbook collaboration tools and social networks are key nodes in the architecting of our community of participation.

30 Minutes table exercises: select your topic table, discuss as a group and co-‐create a new resource to share on the wiki

Topics for today: –  Leadership for sustainable enterprise

–  Mental models for sustainability

–  Employee engagement for sustainable enterprise

–  Sustainable globaliza:on

30 Minutes tables create wiki pages from their exercises

15 Minutes debrief of all tables. Par:cipants see their wiki work real-‐:me on the Sustainable Enterprise Fieldbook Wiki


Victoria Axelrod, [email protected]

Linda Morris Kelley, lmkelley@transi:oningtogreen.com Jeana Wirtenberg, jwirtenberg@transi:oningtogreen.com

building a sustainable enterprise collaboratively using a wiki 5 2 11

Business

sustainable enterprise

sustainable enterprise

sustainable enterprises

sustainable metrics

sustainable globaliza5on

sustainability chapter

wiki work

wiki pages