building a sustainable enterprise collaboratively using a wiki 5 2 11
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Using a wiki to enable learning leaders to use The Sustainable Enterprise Fieldbook as an interactive text. For complete leaders guides, register at www.thesustainableenterprisefieldbook.netTRANSCRIPT
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
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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
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Nature and Domains of Leadership for Sustainable Enterprise
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The Sustainable Enterprise Fieldbook, p.29, Copyright © 2007 D. F. Twomey
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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
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Cultivating Mental Models for Building Sustainability
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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.
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• 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.
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Employee Engagement for Sustainable Enterprise
17 Best Practices…
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• 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)
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©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
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©2011. Transitioning to Green, LLC.
• 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
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©2011. Transitioning to Green, LLC.
• 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
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Six Lenses for Sustainable Globalization
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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
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One Laptop for Every Child
Google’s RechargeIT
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Sustainability = Innova:on (Nidumolu & Prahalad 2010)
Biom
imic
ry
Crea:ng Shared Value (Porter, Kramer 2011)
Nespresso
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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
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Victoria Axelrod, [email protected]
Linda Morris Kelley, lmkelley@transi:oningtogreen.com Jeana Wirtenberg, jwirtenberg@transi:oningtogreen.com