UTSpeaks: Sustaining BusinessBruce Perrott – 27 October, 2011
SUSTAINABLEFUTURES
Sustainability Imperative
Burden organisationscarry
How will leaders create
“MEETING THE NEEDS OF PRESENT STAKEHOLDERSWITHOUT COMPROMISING THE BENEFITS & RETURNS
TO FUTURE STAKEHOLDERS”
Organisational Sustainability:
FOCUS & DEGREE
SOCIALENVIRONMENTAL
ECONOMIC
FOCUS
ECONOMIC SUSTAINABILITY
ENVIRONMENTAL SUSTAINABILITY
SOCIAL SUSTAINABILITY
Environmental Effectivity Social Equity
Social ProductivityEnvironmental
Efficiency
SufficiencyEnvironmentalEquity
Adapted from Hockerts 1999
The Business Case
The Green Case The Human Case
HUMAN
ECONOMIC
ENVIRONMENT
CURRENTSUSTAINABILITY
MORES &STANDARDS
INCREMENTAL- TRANSFORMATIONAL MOVE TOWARDS THE SUSTAINING ORGANISATION
DRIVERS OF CHANGE
SUSTAINABILITYVISION
STAKEHOLDERINPUT/
CONSULTATION
BARRIERS TO CHANGE
DRIVERS FOR CHANGE
DEGREE
Figure C Integrated Sustainability Model
HUMAN
ECONOMIC
ENVIRONMENT
CURRENTSUSTAINABILITY
MORES &STANDARDS
INCREMENTAL- TRANSFORMATIONAL MOVE TOWARDS THE SUSTAINING ORGANISATION
INCREMENTAL- TRANSFORMATIONAL MOVE TOWARDS THE SUSTAINING ORGANISATION
INCREMENTAL- TRANSFORMATIONAL MOVE TOWARDS THE SUSTAINING ORGANISATION
DRIVERS OF CHANGE
PROGRESSIVESUSTAINABILITY
VISION
STAKEHOLDERINPUT/
CONSULTATION
BARRIERS TO CHANGE
DRIVERS FOR CHANGE
Key Code:Drivers for change:Barriers to change:
Phase accomplished +: -Rejection -Non-responsiveness -Compliance -Efficiency -Strategic proactivity -The sustaining corporation
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34
56
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5
6
+Refer Dunphy, Griffith & Benn, 2007, 2nd EditionOrganisational Change for Corporate Sustainability, Routledge, London
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3
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SUSTAINABILITY OBJECTIVES, STRATEGIES
