The Road to Conscious Sustainability - Phil Clothier BVC at BCSD Portugal 13 October 2011


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  • Businesses and corporations have very little idea about they power they have to do amazing good on the planet. If business leaders knew how much power they have to make the world a better place, they would probably run their organisations very differently.
  • Egypt April 2011 – Christians holding hands to protect Muslims at prayer.
  • Quote from Vatican Business and Ethics Conference Jun 2011.
  • JohnElkington – coined the term Sustainability and devised the triple bottom line.The fact that 81% of 766 CEOs interviewed around the world in 2010 by Accenture for the UN Global Compact thought that they had already "embedded" sustainability set off some serious alarm bells in my brain.As I put it in a report not long afterwards, "Properly understood, sustainability is not the same as corporate social responsibility (CSR) – nor can it be reduced to achieving an acceptable balance across economic, social and environmental bottom lines. Instead, it is about the fundamental, intergenerational task of winding down the dysfunctional economic and business models of the nineteenth and twentieth centuries, and the evolution of new ones fit for a human population headed towards nine billion people, living on a small planet which is already in 'ecological overshoot'."
  • Putting middle management into the key role of sustainability management. Measuring the key levels of engagement for sustainability.
  • The story of a full spectrum organisation.1. Imagine a company that is conscious and fair in the way it sets prices and pay. Because it has moved beyond fear driven greed is it now profitable, financial stable and creates a good shareholder return. It also provides safe and comfortable working conditions for its people.2. When people walk into the office each day they smile and greet each other warmly. There is a healthy sense of respect and customers feel well looked after.3. The organisation invests in high performing systems. It trains it’s people to be excellent at doing their jobs and the staff are proud to tell others who they work for.4. This is an organisation that moves forward through innovation and continuous improvement. It has the adaptability and resilience to weather tough times. People feel empowered and have the courage to ask the tough questions, it is OK to make mistakes.5. People feel inspired by the vision and values. There are high levels of trust and a deep sense of purpose, fun and team spirit6. This is a collaborative working environment for staff, customers, suppliers and the community where people focus on win-win for all concerned. The investment in leadership development means that leaders are making a sustainable difference inside and outside the organisation.7. For this group, ethics is not about compliance but truly doing what they believe is right, deep down in their hearts. There is a knowing that by doing their jobs, people are serving society & future generations.
  • CEO’s of 6 South African Corporations funded the South Africa National Values Assessment. Government joined in soon after.
  • Thank you GitaBellin.
  • A pathway is a set of descriptions that illustrates the transition to a certain scenario, in this case Vision 2050. This pathway is composed of nine elements that demonstrate that behavior change and social innovation are as crucial as better solutions and technological innovation.Although distinct, the elements also show the interconnectedness of issues such as water, food and energy – relationships that must be considered in an integrated and holistic way, with tradeoffs that must be understood and addressed.The pathway and its elements neither prescribe nor predict, but are plausible stories the companies have created by “backcasting”, working back from the vision for 2050 and identifying the changes needed to reach it.
  • Bernard & Victor from Spirit Consulting Group made the connection between CTT and BCSD & BookMarcondes Brazil – Brazil, Spain & Portugal
  • The Road to Conscious Sustainability - Phil Clothier BVC at BCSD Portugal 13 October 2011

    1. 1. The Road to Conscious SustainabilityBCSD Portugal – October
    2. 2. 2
    3. 3. Egypt 5
    4. 4. The Sustainability Challenge The problems of existence have become global but the decision- making structures we have for dealing with them are national.We cannot move forward without ahigh degree of global cooperation. Richard Barrett: The New Leadership Paradigm, 2011 6
    5. 5. 7
    6. 6. John Elkington 8
    7. 7. What is culture? 1. client satisfaction 1. blame L 2. making a difference 2. short term focus L 3. integrity 3. internal competition L 4. teamwork 4. buck passing L 5. humour/fun 5. risk averse L 6. quality 6. customer satisfaction 7. ethics 7. information hoarding L 8. financial stability 8. profitEmployees Financial Excellence Ethics Resilience& customers viability 9
    8. 8. The Sustainability Challenge“For the first time in history we have the possibility of making the evolution of human consciousness conscious.Because we can measure it, we can manage it.” Richard Barrett 10
    9. 9. 11
    10. 10. Maslow’s Needs to Barrett’s Consciousness Self-Actualization Know and Know and Understand UnderstandAbraham Maslow Self-esteem Richard Barrett Love & Belonging Safety Physiological Needs Consciousness 12
    11. 11. Survey Questions1) Personal ValuesPlease select ten of the following values/behaviours that mostreflect who you are, not who you desire to become.2) Current Culture ValuesPlease select ten of the following values/behaviours that mostreflect how your organisation currently operates.3) Desired Culture ValuesPlease select ten of the following values/behaviours that youwould desire for your organisation to achieve its highestperformance. 13
    12. 12. Story of a full spectrum organisationLevel 7 Service to humanity and societal contributionLevel 6 External collaboration, community involvementLevel 5 Sense of purpose & strong internal communityLevel 4 Ongoing improvement and employee participationLevel 3 High performance systems, high quality outputLevel 2 Positive relationships that support company needsLevel 1 Financial viability and employee safety 14
    13. 13. 7 Levels & SustainabilityService People - SocietyMaking aDifference Planet - EnvironmentInternal Cohesion Cultural AlignmentTransformation Continuous renewalSelf-esteem Organisational effectivenessRelationship Harmonious relationshipsSurvival Profit - Economic stability 15
    14. 14. Cultural Sustainability Core Values (I-Care) Core Values integrity client collaboration compassion teamwork accountability delivery respect meritocracy excellence integrity1. accountability 1. long hours (L)2. customer satisfaction 2. being the best3. being the best 3. cost reduction (L)4. commitment 4. poor communication (L)5. compassion 5. client collaboration6. continuous improvement 6. bureaucracy (L)7. integrity 7. confusion (L)8. teamwork 8. arrogance (L)9. cost effectiveness 9. hierarchy (L)10. respect 10. silo mentality (L) 16
    15. 15. Cost of Limiting ValuesEuropean Corp Current Culture 250,000 employees1. over-engineering (L)2. bureaucracy (L)3. complacency (L) Exec Team Estimate of Costs4. job security (L)5. inefficiency (L) €5.4bn per year6. inflexibility (L) (€7bn income - €235,000 profit)7. risk-averse (L)8. hierarchical (L)9. tradition (L)10. control (L)11. cynicism (L)12. short-term orientation (L)13. turfism (L) 17
    16. 16. Iceland 2008
    17. 17. Iceland
    18. 18. Iceland 1200 Citizens + 300 Government, NGOs & Institution Leaders + 500 VolunteersThemes: Education, Economy, Equal rights, Family, Environment, Public administration, Welfare, Sustainability 20
    19. 19. Rank 2005 2006 2007 2008 1 cost consciousness cost consciousness client-driven accountability 2 profit accountability accountability client-driven 3 accountability client-driven client satisfaction client satisfaction 4 community involvement client satisfaction cost-consciousness community involvement 5 client-driven results orientation community involvement achievement 6 process-driven performance-driven performance-driven cost-consciousness 7 bureaucracy profit profit teamwork 8 results orientation bureaucracy achievement performance-driven 9 client satisfaction teamwork being the best being the best 10 silo mentality community involvement results orientation delivery 11 performance-driven employee recognition teamwork employee recognition 12 hierarchy achievement delivery results orientation 13 control silo mentality bureaucracy commitment 14 being the best process-driven employee recognition profit 15 achievement continuous improvement continuous improvement continuous improvement 16 empire building productivity process-driven making a difference 17 employee recognition being the best productivity continuous learning 18 continuous improvement delivery control productivity 19 productivity control leadership development embracing diversity 20 confusion financial stability continuous learning process-driven Entropy 25% Entropy 19% Entropy 17% Entropy 14%
    20. 20. Rank 2009 2010 2011 1 accountability accountability accountability 2 client-driven client satisfaction client-driven 3 client satisfaction client-driven client satisfaction 4 cost-consciousness teamwork brand reputation 5 community involvement brand reputation achievement 6 achievement being the best teamwork 7 teamwork achievement environmental awareness 8 employee recognition commitment commitment 9 being the best community involvement being the best 10 performance-driven cost-consciousness cost-consciousness 11 commitment performance driven employee recognition 12 making a difference employee recognition community involvement 13 delivery environmental awareness integrity 14 productivity making a difference performance driven 15 people-centered productivity making a difference 16 living the values ethics people-centered 17 leadership development integrity ethics 18 profit continuous improvement productivity 19 integrity living the values respect 20 ethics delivery honesty Entropy 13% Entropy 13% Entropy 11%
    21. 21. South Africa National Assessment: Group (8582) Personal Values Current Culture Values Desired Culture Values Level 7 Level 6 Level 5 Level 4 Level 3 Level 2 Level 1 IRS (P)= 6-4-0 | IRS (L)= 0-0-0 IROS (P)= 0-0-0-0 | IROS (L)= 2-4-4-0 IROS (P)= 1-1-7-1 | IROS (L)= 0-0-0-0 Matches 1. accountability 4351 4(R) 1. corruption (L) 5506 1(O) 1. accountability 5457 4(R) 2. employment 3060 1(O)PV - CC 0 2. honesty 4225 5(I) 2. crime/ violence (L) 5291 1(R)CC - DC 0 opportunitiesPV - DC 2 3. respect 3320 2(R) 3. blame (L) 4189 2(R) 4. integrity 3225 5(I) 4. wasted resources (L) 3828 3(O) 3. dependable public 2734 3(O) Health servicesIndex (PL) 5. family 3203 2(R) 5. unemployment (L) 3812 1(O) 6. responsibility 2430 4(I) 6. poverty (L) 3526 1(I) 4. honesty 2520 5(I) PV: 10-0 CC: 0-10 5. poverty reduction 2499 1(O) 7. commitment 2271 5(I) 7. conflict/ aggression (L) 3225 2(R) DC: 10-0 6. governmental 2347 3(O) 8. balance (home/work) 2259 4(I) 8. uncertainty about the 3039 1(I) effectiveness future (L) 9. caring 2241 2(R) 7. law enforcement 2329 3(O) 10. ethics 2047 7(I) 9. bureaucracy (L) 2989 3(O) 8. educational 2270 3(O) 10. ethnic 2246 2(R) opportunities discrimination (L) 9. concern for future 2244 7(S) generations 10. effective healthcare 2205 1(O) Black Underline = PV & CC Orange = CC & DC P = Positive L = Potentially Limiting I = Individual O = Organizational Orange = PV, CC & DC Blue = PV & DC (white circle) R = Relationship S = SocietalValues Plot Copyright 2011 Barrett Values Centre August 2011 24
    22. 22. 25
    23. 23. 26
    24. 24. To aThe pathway to Vision 20502050 sustainable world in From business-as-usual TODAY
    25. 25. The purpose Happiness is theof our lives is extent to which youto be happy live in love, as Dalai opposed to living in Lama fear. Phil Clothier
    26. 26. Richard Barrett& Bernardo Teixeira Diniz 29