seneca green sustaiability symposium march 2011

Sustainability: What Sustainability: What Leadership and Leadership and Change looks like ?? Change looks like ?? Philbert SureshPhilbert Sureshi-FUNi-FUN(Intelligent Friends in the University Network)(Intelligent Friends in the University Network)

Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada

Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College

22March 2011 March 2011

Agenda of this sessionAgenda of this session

Examine the interrelated aspects of Examine the interrelated aspects of sustainability, leadership and changesustainability, leadership and change

Identify the main drivers of changeIdentify the main drivers of change Case of Accenture Leadership in Case of Accenture Leadership in

Sustainability Sustainability Analyse the impact of leadership on Analyse the impact of leadership on

Sustainable Development (SD)Sustainable Development (SD) Lessons drawn for the future in educationLessons drawn for the future in education




Remember SlideRemember Slide

Slide Keys 6 to 10Slide Keys 6 to 10 Slide # 12,13,14 and 15Slide # 12,13,14 and 15 Slide # 17 Accenture Secrets RevealedSlide # 17 Accenture Secrets Revealed Slide # 18Workforce DiversitySlide # 18Workforce Diversity Slide # 19 New HR DimensionsSlide # 19 New HR Dimensions Slide # 23 Sustainable Development for 21Slide # 23 Sustainable Development for 21stst Century Century Slide # NEW CapabilitiesSlide # NEW Capabilities Slide # 26 Lesson Applied in the presentationSlide # 26 Lesson Applied in the presentation




Drivers of Sustainability Drivers of Sustainability in Corporate Sectorin Corporate Sector Environment is just not a public interest activity but a Environment is just not a public interest activity but a

serious commitment to manage resources effectively serious commitment to manage resources effectively for the present generation and the next.for the present generation and the next.

Accenture is one such company that has Accenture is one such company that has sustainabilitysustainability practicespractices embedded into the work ethos and corporate embedded into the work ethos and corporate culture of a diverse workforce..culture of a diverse workforce..

There are six facets of the SD driversThere are six facets of the SD drivers




Understanding Sustainability Leadership &

Change in Accenture




Accenture has identified six key drivers of sustainability Accenture has identified six key drivers of sustainability that are not only reshaping the way businesses and that are not only reshaping the way businesses and governments operate, but also redefining the value they governments operate, but also redefining the value they

deliverdeliver KEY # 1KEY # 1 Consumer demand for sustainable products and services: Consumer demand for sustainable products and services:

People today are making purchases not only as People today are making purchases not only as consumers, but also as responsible world citizens. By consumers, but also as responsible world citizens. By rejecting the indiscriminate consumption patterns of the rejecting the indiscriminate consumption patterns of the past and becoming more selective in their choices, they past and becoming more selective in their choices, they are signaling a shift in consumer attitudes and behaviors are signaling a shift in consumer attitudes and behaviors that may significantly affect business profitability and that may significantly affect business profitability and growth. growth.




KEY # 2KEY # 2

Stakeholder influence:Stakeholder influence: Globalization and technology have Globalization and technology have enabled customers and citizens to have a powerful voice. enabled customers and citizens to have a powerful voice. Businesses and public sector organizations need to Businesses and public sector organizations need to extend their reach to a new breed of stakeholders that extend their reach to a new breed of stakeholders that includes non-government organizations, media, includes non-government organizations, media, academics and the community at large. academics and the community at large.




KEY # 3KEY # 3

Resource depletionResource depletion: Economic growth in developing : Economic growth in developing markets, combined with high consumption in Western markets, combined with high consumption in Western economies, has depleted natural resources (especially economies, has depleted natural resources (especially energy and water). Not surprisingly, there’s fierce energy and water). Not surprisingly, there’s fierce competition for what remains. competition for what remains.




KEY # 4KEY # 4

Employee engagement:Employee engagement: Employees’ commitment and Employees’ commitment and enthusiasm for sustainability are shaping the way we work enthusiasm for sustainability are shaping the way we work and live. As the sustainability mandate expands, and live. As the sustainability mandate expands, organizations committed to social and environmental organizations committed to social and environmental causes are likely to attract the top talent. causes are likely to attract the top talent.




KEY # 5KEY # 5

Capital market scrutinyCapital market scrutiny: Sustainability : Sustainability has crept onto the bottom line. Investors has crept onto the bottom line. Investors now look at sustainability performance now look at sustainability performance when evaluating a company’s potential when evaluating a company’s potential for future returns. for future returns.




Accenture has its accent on the futureAccenture has its accent on the futureFrom a company based on technology and From a company based on technology and management consultancy, it has grown its management consultancy, it has grown its

GREEN fingers everywhereGREEN fingers everywhere..

Accenture is headquartered now in Dublin, Ireland in a GREEN environmentChairman of the Board is William GREEN Accenture is a Fortune Global 500 company. As of 2010, the company had more than 200,000employees in more than 200 locations in over 120 countries. Accenture's current clients include

96 of the Fortune Global 100 and more than three quarters of the Fortune Global 500




Economic – economic power is becoming more dispersed

• Growth of emerging market economies and multinationals

• Growth of multi-nationals in emerging markets

• New generational norms

Social – dramatic social change• A billion new customers will enter the global marketplace

• Climate change is seen as a reality and is driving changes in technology, regulation and investment

Technology – technological labor is no longer the preserve of developed economies = Cannot be unmindful of developing countries agends

• Industrialized world is witnessing a shrinking pool of young skilled employees

• Governments of emerging economies are aggressively pursuing policies to move up the value chain

• Emergence of technology clusters and the global supply chain

Global market forces are leading to SD Global market forces are leading to SD management and workforce challenges – If management and workforce challenges – If Canada Catches Cold, it affects other nations Canada Catches Cold, it affects other nations too – near and fartoo – near and far

Demographic challenges• Aging workforce

• Increasing female participation

Retaining and motivating the

Workforce in SD

• Increase in occupational mobility and work-life integration

• Growing polarization of workers

SD Skills crunch

• The rise of the knowledge economy

• A middle management gap

• Importance of skilled workforce from emerging economies




For the first time in history, four generations are in the workforce. Each generation has distinct characteristics and necessitate specific approaches to managing talent.

The talent management and alignment The talent management and alignment challenge is compounded by multiple challenge is compounded by multiple generations in the workforcegenerations in the workforce

Tenure

Silent Gen1

(1925 – 1942)

Baby Boomers1

(1943 – 1960)

Net Generation2

(1982 – 1998)

RetirementEntry into Workforce

Source:1 Howe, Neil; Life Course Associates, 2007. 2 New Paradigm – Net Generation Strategic Investigation; 2007; co-sponsored by Accenture

Generation Y

Generation X1

(1961 – 1981)




“… this generation is bigger than the baby boom itself, and through sheer

demographic muscle they will dominate the twenty-first century.”

—Wikinomics, Don Tapscott

The sheer size of the The sheer size of the Net Generation Net Generation cannot be ignored cannot be ignored

Source: New Paradigm – Net Generation Strategic Investigation; co-sponsored by Accenture




Considerable Majority1 of Employees Understand Strategic Priorities

Considerable Majority1 of Employees Understand Their Contribution to Strategic

Execution

Agree 12%

Disagree 88%

6% Agree 17%

Disagree 83%

A Gallup survey of 3 million employees…

Engaged 29%

Not Engaged 55%

Actively Disengaged

16%

Accenture HPWF Study 2006

Declining loyalty and job Declining loyalty and job satisfactionsatisfaction Falling employee loyalty and engagement, 5Falling employee loyalty and engagement, 5 thth year of decline (FT year of decline (FT

Nov 04)Nov 04)

Key factors for people leaving work - lack of opportunity (37%), Key factors for people leaving work - lack of opportunity (37%), lack of incentives (28%), dissatisfaction with the corporate culture lack of incentives (28%), dissatisfaction with the corporate culture (28%), and lack of recognition or praise (25%) – Martiz Poll, (28%), and lack of recognition or praise (25%) – Martiz Poll, World at Work Nov 06World at Work Nov 06

Increasing lack of alignment Increasing lack of alignment As little as 5% of employees understand the corporate strategy As little as 5% of employees understand the corporate strategy

(Kaplan and Norton 2004) (Kaplan and Norton 2004)

88% don’t believe most employees understand their firms 88% don’t believe most employees understand their firms strategic priorities (HPWF Study 2004)strategic priorities (HPWF Study 2004)

Different Values of Generation YDifferent Values of Generation Y Different value sets – life of jobs vs jobs for life, balance of life, Different value sets – life of jobs vs jobs for life, balance of life,

corporate citizen valuescorporate citizen values

Higher expectations on integrity, feedback, opportunityHigher expectations on integrity, feedback, opportunity

Engagement and alignment – what are the issues?Engagement and alignment – what are the issues?




How well are we doing ?How well are we doing ?Key findings from the India Key findings from the India Sustainable Development Workforce Sustainable Development Workforce Study of AccentureStudy of Accenture• Talent management – specifically the ability to attract and manage critical

skills and leadership – emerged among the top 2 of 11 capabilities driving high performance

• Organizations by and large, are not equipped to manage and enable Change of the magnitude that is being experienced today

• Indian CEOs have rated the HR function as their most important workforce – but they believe there is a significant need to improve its performance

• A critical HR challenge - operation in a silo, with little support offered to and received from key workforces.

• HR needs to facilitate solutions to strategic business issues such as SD – Yet, the focus of HR today is on transactional activities potentially reducing the bandwidth for the transformational




Extensive C-Suite involvement in their human capital Extensive C-Suite involvement in their human capital management initiativesmanagement initiatives

Focus support to workforces in the more strategic talent Focus support to workforces in the more strategic talent management areas of Learning and Change management; management areas of Learning and Change management; compensation is not a differentiating factorcompensation is not a differentiating factor

Leaders are able create burning platforms boosting the Leaders are able create burning platforms boosting the “perceived need for change”“perceived need for change”

Leaders use metrics extensively to evaluate HR performanceLeaders use metrics extensively to evaluate HR performance

What distinguishes Human Performance Leaders from the rest of the organizations? (Accenture Guide for YOU)




Greater workforce diversity is the new Greater workforce diversity is the new norm and creates greater alignment norm and creates greater alignment challengeschallenges

Diversity today:Diversity today: Generational valuesGenerational values

Educational backgroundEducational background

Social backgroundSocial background

Ethnic and cultural diversityEthnic and cultural diversity

Geographic dispersionGeographic dispersion

Type and style of working and learningType and style of working and learning

Leading to:Leading to: Greater challenges for leadership at all levelsGreater challenges for leadership at all levels

Greater complexity of engagementGreater complexity of engagement

Greater challenges for alignment and managing changeGreater challenges for alignment and managing change

Importance of alignment of values, measurement and objectives, Importance of alignment of values, measurement and objectives, organization, managing change etcorganization, managing change etc




Talent

Aligning the Aligning the dimensionsdimensions

Leadership

Technology andBusiness Processes

Culture and Organisation

Execution Alignment

Results

Strategy

Informal aspects of how and with whom work gets done,

foundational values, norms, assumptions

Business infrastructure & mission critical

processes/systems

Understanding of talent needs

Integrated talent management capabilities

top down driven talent mindset and culture

Personal effectiveness of leaders,

leadership teams/groups, and governance processes

Customers, value proposition,

key priorities




ExperienceExperience is the best is the best teacher of leadershipteacher of leadership

Organizations can leverage Organizations can leverage experience and practice to experience and practice to grow more leaders, fastergrow more leaders, faster

Leadership capability, Leadership capability, particularly in managing particularly in managing people and diversitypeople and diversity must must be developed at all levelsbe developed at all levels

These behaviours and These behaviours and practicespractices must be must be measured and rewardedmeasured and rewarded

[coal]

[diamond]

Leadership Development




Understanding what actions to take Understanding what actions to take that will give the best chance of that will give the best chance of success in SUSTAINABILITYsuccess in SUSTAINABILITY

Clear direction

Commitment by leaders

Accountability

Engaged teams

High Performance

On Track

Unsustainable

Off Track

Insight + Action = Successful change in SD




New capabilitiesNew capabilities

A strategic and holistic view of SD managementA strategic and holistic view of SD management clearly linked to business strategy and needclearly linked to business strategy and need

Expand the SD management agendaExpand the SD management agenda toto a broad and strategic focus on highly integrated systems and SD a broad and strategic focus on highly integrated systems and SD

management capabilitiesmanagement capabilities

New dimensions of SD management (examples)New dimensions of SD management (examples) New, more diverse talent supply chains New, more diverse talent supply chains

EVPs and SD management support tailored to Sustainability segmentsEVPs and SD management support tailored to Sustainability segments Technology enabled learning and job support, collaboration tools to support Technology enabled learning and job support, collaboration tools to support

knowledge sharing and innovation in SD (knowledge sharing and innovation in SD (Watch this 10 minute videoWatch this 10 minute videoClick here Click here http://50green.com/TV/whygreenbuilding/index.htmhttp://50green.com/TV/whygreenbuilding/index.htm ))

Redesign of workflows to make best use of available sustainability skills Redesign of workflows to make best use of available sustainability skills




Foundation of efficient and integrated SD operations and support

Foundation of efficient and integrated SD operations and support

Discover Your sources of talent

DeployYour talent at the right place at the right time

DefineYour talent

needs

DevelopYour talent potential

Metrics and Analytics

SD Mindset

Talent Culture

Business Strategy

Business Strategy

Sustainability Strategy

Sustainability Strategy

• Strategic context and understanding of current and future SD needs

• Integrated SD management capabilities

• Applied by different segments of sustainability as needed

• Sustained by top down driven SD mindset and culture

Need for an integrated and holistic Need for an integrated and holistic approach towards SD of 21approach towards SD of 21stst centurycentury




The key imperatives - The key imperatives - summarysummary

Challenges in SUSTAINABILITY are strategic and need a strategic response

Measurement and insight to drive actions and behaviours in an organization embracing SD

Aligning culture and values, operating model, SD management, and leadership

Make leaders and line managers really accountable for Sustainability

Apply robust value and outcome measures to understand progress in SD.




KEY MESSAGEKEY MESSAGE

International demand is high for leaders in sustainable development.

IISD has pledged to make sure that Canada's new generation of leaders in sustainable development will be highly skilled and effective as they participate in policy- and decision-making

Some people make things happen, some watch things happen, while others wonder what has happened ~

IISD champions sustainable development around the world through innovation,

partnerships, research and communications.

There is a tide in the affairs of men, Which taken at the flood, leads on to fortune.




Thanks for your time




Grow GREEN Fingers with Bonsai and Grow GREEN Fingers with Bonsai and compose Haikucompose Haiku

old pond . . .a frog leaps inwater’s soundBASHO Haiku Master EDO

Lesson for Sustiability G

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SS

seneca green sustaiability symposium march 2011

Education

key drivers of sustainability

slide slide keys

workforce diversity

sustainability performance

sustainability mandate

new capabilities slide

workforce challenges

ignoredthis generation