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Conference: Business Sustainability 2011, Povoa de Varzim,Portugal, 22-24 June 2011
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Conference: Business Sustainability 2011, Povoa de Varzim,Portugal, 22-24 June 2011

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  • 1. Developing Triple Bottom Line Sustainability by Learning to Innovate & Innovating to Learn !! Dancing with a Gorilla !! Presented by: Peter A.C. Smith, President & CEO The Leadership Alliance Inc. T H E L E A D E R S H I P A L L I A N C E I N C.
  • 2. TLAINC TBL Sustainabiityhttp://www.tlainc.comLeading Into The FutureTLAINC defines TBL Sustainability as:“The result of the activities of an organization, voluntaryor governed by law(s), that demonstrate the ability ofthe organization to maintain viable its businessoperations (including financial viability as appropriate)whilst not negatively impacting any social or ecologicalsystems”T H E L E A D E R S H I P A L L I A N C E I N C. © 2011 All Rights Reserved
  • 3. TLAINC The Face of Changehttp://www.tlainc.comLeading Into The FutureT H E L E A D E R S H I P A L L I A N C E I N C. © 2011 All Rights Reserved
  • 4. TLAINC The Change Journey http://www.tlainc.com Leading Into The Future Selfish Compliant Exemplary• Simple questions• stay in business, profit• ignore sustainability• pyramid intelligence• paternal leadership• analytic, know answers• instil fear• people are machine parts• inward focus, little change• historical advantage T H E L E A D E R S H I P A L L I A N C E I N C. © 2011 All Rights Reserved
  • 5. TLAINC The Change Journey http://www.tlainc.com Leading Into The Future Selfish Compliant Exemplary• Simple questions • Complicated questions• stay in business, profit • profit, responsible• ignore sustainability • support sustainability• pyramid intelligence • collaborative intelligence• paternal leadership • facilitative leadership• analytic, know answers • systemic, questioning• instil fear • drive out fear• people are machine parts • humanism w/o emotion• inward focus, little change • Mixed focus, innovative• historical advantage • competitive advantage T H E L E A D E R S H I P A L L I A N C E I N C. © 2011 All Rights Reserved
  • 6. TLAINC The Change Journey http://www.tlainc.com Leading Into The Future Selfish Compliant Exemplary• Simple questions • Complicated questions • Complex questions• stay in business, profit • profit, responsible • be the best we can be• ignore sustainability • support sustainability • epitomize tbl sustainability• pyramid intelligence • collaborative intelligence • collective intelligence• paternal leadership • facilitative leadership • emergent leadership• analytic, know answers • systemic, questioning • self-organizing, sharing• instil fear • drive out fear • develop trust networks• people are machine parts • humanism w/o emotion • healthy, spiritual, emotional• inward focus, little change • Mixed focus, innovative • entrepreneurial, innovative• historical advantage • competitive advantage •unique adaptive advantage T H E L E A D E R S H I P A L L I A N C E I N C. © 2011 All Rights Reserved
  • 7. TLAINC Sustainability Scorecardhttp://www.tlainc.comLeading Into The Future SELFISH COMPLIANT FOCUS: SURVIVAL FOCUS: RESPONSIBILITY HIERARCHY & CONTROL UNORGANIZED EXEMPLARY FOCUS: FRAGMENTED FOCUS: TBL SUSTAINABILITY AUTONOMY & SELF-ORGANIZATIONT H E L E A D E R S H I P A L L I A N C E I N C. © 2011 All Rights Reserved
  • 8. TLAINC Planning As Usualhttp://www.tlainc.comLeading Into The Future Reactive Planning is tactically oriented planning that consists of identifying deficiencies in an organizations performance and devising projects to remove or reduce them one by one. It is deficient in three ways:  It is dedicated to removing deficiencies, and when one gets rid of what one does not want, one does not necessarily get what one does want, and may get something much worse.  It deals with the parts of the organization separately, despite the fact that the performance of the organization depends more on how the parts interact than on how they act independently of each other.  It does not develop a visionary target.T H E L E A D E R S H I P A L L I A N C E I N C. © 2011 All Rights Reserved
  • 9. TLAINC Planning As Usualhttp://www.tlainc.comLeading Into The Future Preactive Planning is strategically oriented, top-down planning that consists of two major activities: prediction and preparation. It is based on the questionable assumption that although the future is essentially uncontrollable, with good forecasting an organization can control, at least in part, the effects of that future on the organization. It is deficient because:  It is concerned with planning for the future, not planning the future itself. and the future it plans for are bound to be different than anticipated in significant ways. For this reason very few preactive plans are carried out to completion  It does not develop a visionary target.T H E L E A D E R S H I P A L L I A N C E I N C. © 2011 All Rights Reserved
  • 10. TLAINC The Face of Changehttp://www.tlainc.comLeading Into The FutureT H E L E A D E R S H I P A L L I A N C E I N C. © 2011 All Rights Reserved
  • 11. TLAINC Planning For TBL Sustainability http://www.tlainc.com Leading Into The Future Need a planning approach that successfully addresses ….  Huge systemic organizational challenge: Financial/social/ecological subsystems Other subsystems -- Governance & C-Suite; Economics; Leadership; Culture; Organizational Architecture; Learning; Innovation; Digitization; Knowledge Sharing; Security; Multigenerational Cohorts; Business Advantage;  All stakeholders must be involved and committed  Complexity related experimentation and innovation  Need for a visionary target  “Learning to Innovate” and “Innovating to Learn”T H E L E A D E R S H I P A L L I A N C E I N C. © 2011 All Rights Reserved
  • 12. TLAINC Planning For TBL Sustainability http://www.tlainc.com Leading Into The Future It is critical for strategic planning be “interactive” and “participative”, focusing on “making it happen” by facilitating learning, and by exploring and exploiting situations as they eventuate in dynamic fashion (Ackoff, R.L. [1977] “The Corporate Rain Dance”, The Wharton Magazine, Winter, pp. 36-41) “Planning means changing minds not making plans” (De Geus, A.P. [1988] “Planning As Learning”, Harvard Business Review, March- April, pp. 70-74) Interactive Planning meets all these criteria and provides an excellent overarching approach to TBL Sustainability implementation – see http://bit.ly/hUQ2Tf T H E L E A D E R S H I P A L L I A N C E I N C. © 2011 All Rights Reserved
  • 13. TLAINC Interactive Planninghttp://www.tlainc.comLeading Into The Future Interactive Planning is directed at creating the future. It is based on the belief that an organizations future depends at least as much on what it does between now and then, as on what is done to it. This type of planning is effective because:  It consists of the design of a desirable present and the selection or invention of ways of approximating it as closely as possible.  It creates its future by continuously closing the gap between where it is at any moment of time and where it would most like to be.  It involves all the stakeholders  It develops a visionary targetT H E L E A D E R S H I P A L L I A N C E I N C. © 2011 All Rights Reserved
  • 14. TLAINC Interactive Planninghttp://www.tlainc.comLeading Into The Future Interactive Planning is divisible into five interrelated phases: (1) ends planning, (2) means planning, (3) resource planning, (4) design of implementation, and (5) design of controls and reporting. These five phases need not be carried out in the order presented, but they are usually initiated in this order. Because they are strongly interdependent, the phases usually take place simultaneously and interactively Because of the continuous nature of the Interactive Planning process, no phase is ever finally completed, and all outputs are subject to subsequent revision. Plans are treated as, at best, still photographs taken from a motion pictureT H E L E A D E R S H I P A L L I A N C E I N C. © 2011 All Rights Reserved
  • 15. TLAINC Interactive Planning http://www.tlainc.com Leading Into The Future Ends Planning  Determining what the organization would ideally like to be now if it could be whatever it wanted, and determining the gaps between this ideal and the current organization Means Planning  Determining what should be done to remove or reduce the gaps identified in ends planning by selecting or inventing the courses of action, practices, projects, programs, and policies to be implemented. Resource Planning  Defining how much of each type of resource (facilities and equipment; materials, energy, and services; personnel; money; and information, knowledge, understanding, and wisdom) will be required, when and where.  Defining availability and timing of resources and what to do about any shortages or excesses identified. Design of Implementation  Determining who is to do what, when and where. Design of Controls  Defining how to monitor assignments and schedules and adjust for failures to meet the schedules.  Defining how to monitor implemented planning decisions to determine whether they are producing expected results and, if not, determining what corrective action should be taken  Defining how to report internally and externally on progress T H E L E A D E R S H I P A L L I A N C E I N C. © 2011 All Rights Reserved
  • 16. TLAINChttp://www.tlainc.comLeading Into The Future -- Thank you for your attention --T H E L E A D E R S H I P A L L I A N C E I N C. © 2011 All Rights Reserved