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Sustainable Enterprise Fieldbook

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Book introduction at NJOD Sharing Day May 1, 2008

Book introduction at NJOD Sharing Day May 1, 2008

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Sustainable Enterprise Fieldbook Sustainable Enterprise Fieldbook Presentation Transcript

  • NJOD ASD May 1 st , 2008 Enterprise Sustainability Action Team
  • Guiding questions:
    • How can business leaders and managers
    • better integrate the needs of people, the
    • planet and profits in the short- and long-term?
    • What is OD’s role – our role - in building
    • sustainable enterprises?
  • Global sustainability issues impacting all organizations and people in the world
    • Environmental Sustainability
    • Poverty and Inequity
    • Social Justice
  • Global sustainability issues impacting all organizations and people in the world
    • Environmental Sustainability
      • Global Warming is unequivocal
        • Rising sea levels; shrinking arctic sea ice
      • “ The Death of Birth” - Loss of biodiversity
      • Fresh water shortages – 40% of the world (more than 2 billion people) have no access to clean water or sanitation
      • Ecological footprint – currently 23% larger than planet can regenerate
  • Global sustainability issues impacting all organizations and people in the world
    • Poverty and Inequity
    • 834 million people are chronically undernourished in developing countries
    • More than 3 billion people live on less than $2 a day
    • The three richest people in the world control more wealth than 600 million people in the poorest countries
    • Eighty of the world’s poorest countries are poorer now than they were 20 years ago
  • Global sustainability issues impacting all organizations and people in the world
    • Social Justice
    • One in five children in the world get no schooling whatsoever
    • Global population increasing from 6 billion to 9.1 billion by 2050, with almost all increases in developing countries
  • What is Sustainability?
    • “ Meeting the needs of the present without compromising the ability of future generations to meet their own needs.”
    • Our Common Future, UN Brundtland Report, 1987
    • “ A company’s ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental and social opportunities into its business strategies.”
    • “ Symposium on Sustainability – Profiles in Leadership,” NYC, Oct. 2001
    • Key aspects:
    • Focus simultaneously on the People, the Planet, and Profits
    • Balancing/integrating social, environmental, and economic factors for short and long-term performance
  • Our Purpose for today Addressing the Human Side of Sustainability
    • Explore OD practitioner contributions to forging a more sustainable future by:
    • Increasing understanding and awareness
    • Energizing and expanding commitment to enhancing sustainability
    • Providing practical tools to improve personal/enterprise sustainability in the short and long-term
  • Enterprise Sustainability Action Team (ESAT) Our Journey… Passion Process Pyramid Framework Principles
  • Our Passion
    • What sustained our efforts over 2.5 years?
    ESAT Formed 10 17 05 Self Organization Living Book Conversations Dialogue Collaboration & Inquiry ASD Today – Here we are… Book Launch Book Creation SPARC AOM GCFOD ISE, FDU ODN IODA UNGC YOU!!
  • Our Principles Holistic, emergent view Collaborative, sharing, inclusive, open approach Inquiry-action-inquiry… Act with integrity and help each other; be respectful Win–win–win Listen deeply—for understanding—and create the space for conversations Work in the in-between space and across boundaries Stay present to our intention, focus on improving the world Be attractors Seek to discover and serve mutual interests Be careful that we understand what we mean Walk in others’ shoes Be committed and accountable Create room for the difficult conversations Live what we want to become; pay attention to our “way of being” Develop tangible actions and short-term successes
  • Pyramid Framework Qualities of highly successful sustainability strategies
    • FOUNDATION
    • Strategic Centrality
    • Senior Management Support
    • Deeply Embedded Values
    • Participate in Strategy Formulation
    • Provide Leadership Development Opportunities to Build Top Management Support
    • TRACTION
    • Metrics/Measurement
    • Systems Alignment
    • Manage Transformational
    • Change Process
    • Inculcate Values
    • Develop Competencies
    • Support Workforce Engagement
    HR’s Contribution to Managing Sustainability The Triple Bottom Line SUSTAINABLE ENTERPRISE
    • INTEGRATION
    • Holistic Integration
    • Broad Stakeholder Engagement
    Facilitate Collaboration & Holistic Integration ©Institute for Sustainable Enterprise, 2006
  • Identity Intention Issues Relationship Principles & Standards Work Information Learning & Potential
    • Context
    • Greenleaf is publisher
    • AMA is distributer in USA
    • Many books on sustainability exist
    • Structure
    • Jeana lead the effort
    • 29 authors for the 10 chapters
    • George is editor
    • Each chapter had a team
    • Teams self-organized & did the writing
    0,9 1 2 3 4 5 6 7 8 1/16/2008 Actions in writing the Fieldbook
    • Jeana’s vision from 2000
    • ISE/FDU support
    • 29 authors form all over
    • Diverse backgrounds
    • Most have not met each other
    • George is editor
    • Jeana, Bill, David, (George, Dick)-Core team
    • A self-funded effort
    • Write & publish a book to improve
    • the world.
    • Use an approach to model what we
    • wanted to become.
    • Obtain a world-class publisher-Greenleaf
    • Get AMA as US distributer
    • High quality work, Professional work
    • Ground breaking; new research, a unique
    • piece of work
    • A book for managers & entrepreneurs
    • Developing a coherent body of work
    • Bringing 29 authors together
    • Everyone very busy
    • Learning the Self-Organizing Leadership
    • process on the fly.
    • People said it couldn’t be done
    • Some publishers rejected the idea
    • Meeting the dead lines
    • Funding the effort
    • Meeting editorial standards
    • Dealing with difficult people
    • Interdependence & trust developed
    • Holistic, emergent view
    • Collaborative, sharing, inclusive
    • Inquiry-action-inquiry
    • Act with integrity
    • Help each other,
    • Be respectful
    • Win-Win-Win
    • Listen deeply for understanding
    • Create the space for conversations
    • Live what we want to become
    • Work in between spaces &
    • across boundaries
    • Stay focused on our Intention
    • Be attractors
    • Be careful to say what we mean
    • Seek to discover & serve
    • Walk in other’s shoes
    • Be committed & accountable
    • Create room for difficult
    • conversations
    • Develop tangible actions &
    • short-term successes.
    • Gather the authors
    • Build the teams
    • Writing & editing
    • Do research as needed
    • Weekly ESAT calls
    • Find editor
    • Find publisher & distributor
    • Develop a marketing plan
    • All information shared
    • Editorial guidelines shared
    • Notes from ESAT calls
    • Myriad contacts
    • Many chapter edits
    • Very hard to keep on schedule
    • May have needed a project facilitator
    • Use more technical tools (eg portal)
    • Set earlier deadlines so final editing
    • & coordination could be done more
    • effectively.
    • Be sure everyone accepts the Principles &
    • Standards and review them frequently.
    • We more deeply understand the Self-Organizing
    • Leadership process.
    Process Process Enneagram©
  •  
  • A Call to Action Introducing Bill Russell