Rick Edgeman

1. INTERDISCIPLINARY CENTERFOR ORGANIZATIONAL ARCHITECTURE

4. GOAL
STRATEGY
ENVIRONMENT
GEOGRAPHIC
DISTRIBUTION
TASK
DESIGN
KNOWLEDGE
EXCHANGE
PEOPLE
LEADERSHIP
STYLE
CLIMATE
COORDINATION
/CONTROL
INFORMATION
SYSTEMS
INCENTIVES
CONFIGURATION
COMPLEXITY

5. INTERDISCIPLINARY CENTER FOR ORGANIZATIONAL ARCHITECTURE

6. Sustainable enterprise excellence, resilience and robustness (SEER2)
balance the complementary and competing interests of key stakeholder segments,
including society and the natural environment and increases the likelihood of superior
and sustainable competitive positioning and hence long-term enterprise success that is
defined by continuously relevant and responsible governance, strategy, actions,
performance and impact.
This is accomplished through ethical, efficient and effective (E3) enterprise governance
and strategy that emphasize superior organization design & function, innovation,
enterprise intelligence & analytics, operational, supply chain, customer-related, human
capital, financial, marketplace, societal, and environmental strategy and performance.
Sustainable enterprise excellence results from driving 3E triple top line strategy
throughout enterprise culture, processes, and activities to produce superior triple bottom
line 3P performance and consequent impact that is simultaneously pragmatic, innovative
and supportive of enterprise resilienceand robustness.

7. is sometimes characterized as enterprise capacity to self-renew through
innovation and adapt its responses over time to negative shocks or extreme
challenges.
is resistance or immunity to such impacts and challenges – that is, enterprise
capacity to form and execute an array of strategies, policies, partnerships,
and practices that maintain enterprise competitive position or transform
extreme challenges into opportunities, thus avoiding any necessity to
rebound.

8. SOCIAL-ECOLOGICAL INNOVATION (SEI)
manifests at the interface of sustainable
innovation and innovation for sustainability.
SUSTAINABLE INNOVATION is central to
organizational culture when innovation is
regular, rigorous, systematic, systemic and a
focal part of enterprise strategy.
INNOVATION FOR SUSTAINABILITY
explicitly targets social or environmental
outcomes that are tangibly and positively
linked to both general and enterprise financial
performance so that SEI partially enables
transformation of triple top line strategy into
triple bottom line performance.
SOCIAL-ECOLOGICAL
INNOVATION:
New ideas, products,
services, institutions&
relationships that
offer fresh approaches
To overcoming critical
societal & environmental
challenges.

10. The Necessary Revolution: Working Together to Create a Sustainable World. Broadway Books, New York, 2010.
Peter Senge, Bryan Smith, Nina Kruschwitz, Joe Laur & Sara Schley.
Established a commission in 2006 that laid out a 15 year plan to cut fossil fuel use
to zero by 2020. Northern Sweden will likely become the world’s first “bioregion” in which all
energy needs are met from sustainably produced biofuels.
Has set itself on a course to shift its product line from petroleum-based to bio-
based feedstocks. DuPont has worked for years to reduce waste, including carbon dioxide (CO2)
emissions.
INNOVATION OPPORTUNITIES LIE IN THE CREATION OF NEW PRODUCTS THAT BREAK
A COMPANY’S DEPENDENCE ON CONVENTIONAL OIL AND GAS ALTOGETHER.
has reduced its carbon footprint by more than 75%. Nike has declared its intention to
achieve zero waste, zero toxicity, and 100% recyclability across its entire product line by 2020.
introduced jeans made principally from recycled water bottles.

12. PRINCIPLE DESCRIPTION: Businesses Should:
HR 1 Supportand respectthe protection of internationally proclaimed human rights.
HR 2 Makesurethat they are notcomplicit in human rights abuses.
L 3 Uphold freedom of association and effectiverecognition of the right to collectivebargaining.
L 4 Uphold the elimination of all formsof forced and compulsory labor.
L 5 Uphold the effectiveabolition of child labor.
L 6 Uphold the elimination of discrimination with respect to employmentand occupation.
E 7 Supporta precautionary approachto environmentalchallenges.
E 8 Undertakeinitiatives to promotegreater environmentalresponsibility.
E 9 Encouragedevelopmentand diffusion of environmentally friendlytechnologies.
AC 10 Work against corruption in all its forms, includingextortion and bribery.
HR: Human Resources L: Labor E: Environment AC: Anti-Corruption
A.P. Moller – Maersk / Aarhus University / Arla / ATP / Carlsberg / Coop / COWI / Danfoss / Danske Bank / Dong Energi /
Georg Jensen / Grundfos / CPH / Lego Group / Novo Nordisk / Novozymes / Ramboll / Royal Copenhagen / Vestas

14. NEWS
PERSPECTIVE
COMPASS DIMENSIONS
TRIPLE TOP LINE STRATEGY & GOVERNANCE
N Financial & MarketplaceStrategy for SEER2
& Supply Chain Strategy
E The Enterprise& Human Ecology Strategy
W Social-Ecological Innovation (SEI)and GeneralInnovation Strategy
S Big Data, Intelligence Generation, and AnalyticsStrategy
PROCESS IMPLEMENTATION, TRANSLATION & EXECUTION
N Financial, Operations & Supply Chain Processes for SEER2
E Human Ecology, and ContextSpecific Competence-Building
W SEI / Innovation, Design & ContinuousImprovementProcesses& Execution
S Big Data, Intelligence Generation, and AnalyticsProcesses & Execution
FINANCIAL & MARKETPLACE PERFORMANCE & IMPACT
N Financial & MarketplaceResultsTraceable to Supply Chain Performance
E Financial & MarketplaceResultsTraceable to Human Capital Investment
W ROI & Reinvestmentin Innovation, Design & Continuous Improvement: R&D
S Financial & MarketplaceResultsTraceable to Big Data,
Intelligence Generation, and Analytics
Table 1. Springboard to SEER2 NEWS CompassPoint Elements
3
2
1

15. Table 1. Springboardto SEER2 NEWS Compass Point Elements (CONTINUED)
NEWS
PERSPECTIVE
COMPASS DIMENSIONS
SUSTAINABILITY (SEER2) PERFORMANCE W/ EMBEDDED
ECONOMIC, INNOVATION, AND ANALYTIC IMPACT
N Sustainability Results Traceable to Supply Chain Performance& Analytics
E Sustainability Results Traceable to Human CapitalEngagement& Analytics
W EnvironmentalSustainability Results & Refinementand Analytics
S Societal Sustainability Results & Refinementand Analytics
HUMAN ECOLOGY & CAPITAL PERFORMANCE & IMPACT
N Impact of Human Ecology & Capital on the Supply Chain
E Impact of Human Ecology & Capital on Trajectory, Agility and Velocity
W Impact of Human Ecology & Capital on Innovation Capacity
S Impact of Human Ecology & Capital on Organization Design
SEI & GENERAL INNOVATION, DESIGN, AND CONTINUOUS
IMPROVEMENT (CI) PERFORMANCE & IMPACT
N Impact of Innovation, Design & CI Across and In the Supply Chain on SEER2
E Impact and Interaction of Innovation, Design & CI with Human Ecology &
Capital on SEER2
W Impact of Innovation, Design & CI on Other Non-Financials& Intangibles
S Impact and Interaction of Big Data, Intelligence Generation, and Analytics
with and on Innovation, Design & CI Relativeto SEER2
6
5
4

21. R1
R2
R3
R4
R5
R6
R7
R8
R9
R10

22. Element Description
Socio-Ecological
Innovation Strategy
The enterprise has explicitly identified areas of and goals for socio-ecological innovation in
relation to both revenue and reinvestment.
Innovation Support Leadership encourages and supports a culture of cross-disciplinary collaboration and co-
creation in its development of products, processes, and service solutions.
Innovation Competencies
and Technologies
The enterprise lucidly understands its core competencies and technologies, actively
engages in identification of areas in which core competencies and technologies must be
further enhanced or acquired, and has clearly linked these to its short-and-long-term
innovation strategies that are informed both by its innovation insight and foresight.
Socio-Ecological
Innovation Capacity
The enterprise cross-functionally and collaboratively coordinates and otherwise empowers,
and mobilizes its innovation competencies for action in proportions appropriate to
innovation opportunities and needs. These resources are committed to development (e.g.
fulfillment) of such needs and opportunities.
Innovation Insight Enterprise actively engages customers, society, and surrogates for the ecological voice in the
innovation process as a means of identifying both articulated and unarticulated needs and,
subsequently, fulfilling those needs.
Innovation Readiness The enterprise has sufficient innovation and design competencies and technologies.
New Product& Service
Innovation & Design
The enterprise has explicit targets for amount or proportion of its revenue deriving from
new or recent product and service introduction, as well as targets for reinvestment of
profits in research and development (e.g. new products and services innovations and
designs).
Innovation Foresight The enterprise actively, systematically, rigorously, and strategically engages in sensing of
socio-ecological and other innovation needs, trends, and opportunities. The enterprise also
actively seeks to uncover and understand threats and risks associated with socio-ecological
and other innovation needs and opportunities.
BusinessModelInnovation Enterprise systematically challenges business model assumptions, incorporating learning
in its product and service development strategies and processes.
Systematic Change
Integration
Enterprise strives for systemic enterprise-wide implementation and change and allocates
resources needed to accomplish this. Learning from these, together with foresight activities
inform future strategy and business model innovation.
A1
A10
A3
A2
A4
A5
A6
A7
A8
A9

23. MATURITY
LEVEL
RATING
RANGE
DESCRIPTION
Low Socio-
Ecological
Awareness and
Activity Levels
VERY LOW
MATURITY
0 or 1
Little, no, or anecdotal evidence only. The enterprise generally has little
or no awareness of socio-ecological innovation issues and their relation
to enterprise performance. The enterprise mindset toward social and
environmental sustainability is that they drive costs, rather than profit.
Processes related to socio-ecological innovation are poorly documented
and problems are handled predominantly on an ad-hoc basis. There is
little or no evidence of or emphasis on continuous improvement in this
domain so that measures used generally deliver little or no foresight.
Reactive
Problem-Solving
LOW
MATURITY
2 or 3
Socio-ecological innovation effort or operations are in-large driven by
immediate or near-term problems, needs, and media potential rather
than by repeatable and reliable processes. Goals generally are defined
rather vaguely and are associated with measures that provide imprecise
feedback. There is little coordination among enterprise entities.
Early Systematic
Socio-Ecological
Innovation
Approaches
MODERATE
MATURITY
4, 5 or 6
The enterprise is in the early to middle stages of culturally embedding
socio-ecological innovation in its practices and conducting operations
via repeatable processes that are subject to evaluation and improvement
so that measures provide some foresight. There is some socio-
ecological innovation coordination among enterprise entities, namely
the CSER unit and R&D with possible contribution from marketing &
sales. Strategy and quantitative goals are being defined. Strategies
aimed at involvement of key supply chain partners are considered.

24. MATURITY
LEVEL
RATING
RANGE
DESCRIPTION
Aligned &
Partially
Integrated
Socio-
Ecological
Innovation
Approaches
HIGH
MATURITY
7 or 8
Socio-ecological innovation efforts span both the societal and
environmental domains, as appropriate to enterprise
competitive context, and are connected to financial
performance. Socio-ecological innovation opportunities are
addressed in enterprise-wide strategic plans. Learning is shared
and there is moderate to strong coordination among enterprise
entities with active and moderately successful engagement of
supply-chain partners. The enterprise is of benchmark quality
with respect to socio-ecological innovation.
Well-Integrated
Socio-
Ecological
Innovation
Approaches
VERY HIGH
MATURITY
9 or 10
Socio-ecological innovation spans societal and environmental
domains as driven by organizational competitive context,
contribute clearly and positively to financial performance, is a
key element of enterprise-wide strategic planning, and is a
driver of business model innovation. Innovation processes are
repeatable, are routinely and rigorously scrutinized and
improved in collaboration with other affected enterprise
entities, address key enterprise sustainability strategies and
goals, and are based on well-defined measures that deliver
foresight impacting future strategic planning and drive
enterprise pursuit of next best practices and sources of
competitive advantage. The enterprise is world-class with
respect to socio-ecological innovation strategy and results.