Sustainability meets Leadership & Entrepreneurship

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Sustainability meets Leadership & Entrepreneurship

  1. Sustainability meets Leadership & EntrepreneurshipSebastian Straube, Passion driven Sustainability ExpertCopyright by Sebastian Straube
  2. Creativity is the most important leadership quality The study is based on face-to-face conversations with more than 1500 CEOs worldwideSource: Capitalising on Complexity, Global Chief Executive Officer (CEO) Study 2010, IBM Institute for Business Value
  3. Creativity is the most important leadership quality The study is based on face-to-face conversations with more than 1500 CEOs worldwideSource: Capitalising on Complexity, Global Chief Executive Officer (CEO) Study 2010, IBM Institute for Business Value
  4. Creativity is the most important leadership quality The study is based on face-to-face conversations with more than 1500 CEOs worldwideSource: Capitalising on Complexity, Global Chief Executive Officer (CEO) Study 2010, IBM Institute for Business Value
  5. Creativity is the most important leadership quality The study is based on face-to-face conversations with more than 1500 CEOs worldwideSource: Capitalising on Complexity, Global Chief Executive Officer (CEO) Study 2010, IBM Institute for Business Value
  6. Creative Leaders experiment to improve the status quo Creative Leaders experiment to improve the status qupSource: Capitalising on Complexity, Global Chief Executive Officer (CEO) Study 2010, IBM Institute for Business Value
  7. The next generation of leadersSource: Inheriting a complex world - Future leaders envision sharing the planet, IBM Institute for Business Value
  8. Students are more focused on sustainability than CEOsSource: Inheriting a complex world - Future leaders envision sharing the planet, IBM Institute for Business Value
  9. The Biosphere Economy Nine planetary boundariesSource: The Biosphere Economy: Natural limits can spur creativity, innovation and growth, VolansAdapted from: ‘A safe operating space for humanity’, Nature, by Johan Rockström,Will Steffen, Kevin Noone, Asa Persson,F. Stuart Chapin et al, September 23, 2009
  10. The Biosphere Economy Ecological Footprint and BiocapacitySource: The Biosphere Economy: Natural limits can spur creativity, innovation and growth, VolansAdapted from ‘The Ecological Power of Nations: The Earth’s Biocapacity as a New Framework for International Cooperation’, Global Footprint Network, 2009.
  11. The Biosphere Economy Natural limits can spur creativity, innovation & growthSource: The Biosphere Economy: Natural limits can spur creativity, innovation and growth, Volans
  12. Ecological footprintSource: http://www.worldmapper.org/
  13. WealthSource: http://www.worldmapper.org/
  14. Population growthSource: http://www.worldmapper.org/
  15. PovertySource: http://www.worldmapper.org/
  16. Outlook to 2050 - PopulationSource: http://www.worldmapper.org/
  17. Outlook to 2050 – GrowthSource: UN Population Division, World Population Prospects: The 2008 Revision, 2008
  18. Outlook to 2050 – GrowthSource: Goldman Sachs, BRICs and Beyond, 2007
  19. Outlook to 2050 – GrowthSource: World Bank, Global Economic Prospects, 2007
  20. Happiness does not completely depend on GDPSource: Deutsche Bank Research, Measures of Well-being, 2006
  21. Reconsidering sucess and progressSource: Deutsche Bank Research, Measures of Well-being, 2006
  22. Value Based Leadership Post Industrial Economy is based on knowledge & information Materialistic Leadership Model Value Based Leadership • High Profile Leader • Collaboration • Dominant objective of goal • Social Responsibility achivement • Sustainable Development • Self-interested & individualistic • Critical Dialoge outlook • Consensus oriented decision making • Male model of life • Materialistic perspective Traditional management concepts are no longer responsive to new challenges of globalisation, deregulation, rapid technological change, greater complexity and increasing competition -> increased importance of intangible capital.Source: Responsible Entrepreneurship, EBBF 2009
  23. Sustainability on the business agenda
  24. Which sector has a business case for sustainability?Source: Sustainability: The Embracers seize advantage, MIT Sloan Management Review, Winter 2011
  25. Organizational benefits of adressing sustainabilitySource: Sustainability: The Embracers seize advantage, MIT Sloan Management Review, Winter 2011
  26. CEO’s views on SustainabilitySource: A New Era of Sustainability, UN Global Compact-Accenture CEO Study 2010 (based on 766 completed responses)
  27. CEO’s views on SustainabilitySource: A New Era of Sustainability, UN Global Compact-Accenture CEO Study 2010 (based on 766 completed responses)
  28. Most critical challenges to the future of businessSource: A New Era of Sustainability, UN Global Compact-Accenture CEO Study 2010 (based on 766 completed responses)
  29. Consumers are driving business sustainabilitySource: A New Era of Sustainability, UN Global Compact-Accenture CEO Study 2010 (based on 766 completed responses)
  30. Tipping point for embedded sustainabilitySource: A New Era of Sustainability, UN Global Compact-Accenture CEO Study 2010 (based on 766 completed responses)
  31. The new agenda for businessSource:WBCSD Vision 2050, 2010
  32. How many Earths do we use in 2050?Source:Global Footprint Network and WBCSD Vision 2050, 2010
  33. A sustainable world in 2050Source:WBCSD Vision 2050, 2010
  34. Innovative Leadership for SustainabilitySource: IBM Institute for Business Value analysis, 2008
  35. Let’s get started with business as un-usual!
  36. Nature-Inspired Innovation Biomimicry, Cradle to Cradle, Natural Capitalism, Blue Economy Janine Benyus Michael Braungart Paul Hawken Gunter Pauli William McDonoughSource: The Biosphere Economy: Natural limits can spur creativity, innovation and growth, Volans
  37. Unreasonable Institute Vision: Accelerate ventures that future generations will remember as having defined progress in our time.Source: http://unreasonableinstitute.org/ 50 Fellows
  38. Unreasonable Institute Giving the World’s Most Unreasonable Entrepreneurs WingsSource: http://unreasonableinstitute.org/
  39. Unreasonable Institute Objectives • Create effective, internationally scalable solutions to the biggest global challenges of our time. • Support the international collaboration of the world’s most promising entrepreneurs. • Educate Unreasonable Fellows in the most innovative principles of entrepreneurship & equip them with integral skills, support, & financing. • Elicit an international community of the world’s most innovative investors, entrepreneurs and thought leaders… what we like to call the International League of Unreasonables. • Ensure that Boulder, Colorado is recognized an international hub for innovation and entrepreneurship. • Work relentlessly and have fun doing it.Source: http://unreasonableinstitute.org/
  40. Unreasonable Institute Financial foundingSource: http://unreasonableinstitute.org/
  41. Skoll Foundation Mission: Drive large scale change by investing in, connecting and celebrating social entrepreneurs and the innovators who help them solve the world’s most pressing problemsSource: http://www.skollfoundation.org/ 70 Fellows
  42. Skoll Foundation Issues • Economic and Social Equity benefits all segments of society, not a select few. • Environmental Sustainability is an integral part of long-term economic development and growth. • Everyone has access to basic Health care. • The Institutional Responsibility of corporate, governmental, and other powerful interests can be upheld through standards for transparency, citizenship and sustainability. • Forging cross-cultural understanding and respect for human dignity can lead to Peace and Security. • Tolerance and Human Rights win over discrimination and persecution.Source: http://www.skollfoundation.org/
  43. Skoll Foundation Financial foundingSource: http://www.skollfoundation.org/
  44. Richard Reed, Adam Balon & Jon Wright Founders, Innocent DrinksSource: http://www.innocentdrinks.co.uk/
  45. Innocent Drinks Business IdeaSource: http://www.innocentdrinks.co.uk/
  46. Yvon Chouinard Founder, PatagoniaSource: www.patagonia.com
  47. Patagonia Patagonias Mission Statement „Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.”Source: www.patagonia.com
  48. Patagonia We use 1% of our sales each year to support environmental work around the world.Source: www.patagonia.com
  49. Ray Anderson Founder, InterfaceSource: www.interfaceglobal.com
  50. Interface The Sustainability Journey – Mission Zero: To be the first company that, by its deeds, shows the entire industrial world what sustainability is in all its dimensions: People, process, product, place and profits — by 2020 — and in doing so we will become restorative through the power of influence.Source: www.interfaceglobal.com
  51. Interface The Sustainability Journey – Mission Zero We’re now sixteen years into our journey and a decade away from the date we predicted for achieving our vision – 2020. Company-wide commitment to Mission Zero has unleashed innovative thinking and connected us to a higher purpose. Were simultaneously pursuing sustainability along three paths - innovative solutions for reducing our footprint, new ways to design and make products and an inspired and engaged culture.,Source: www.interfaceglobal.com
  52. Big business going sustainable
  53. Marks & Spencer - Plan ASource: Marks and Spencer Group plc, How We Do Business Report 2011
  54. Marks & Spencer - Plan ASource: Marks and Spencer Group plc, How We Do Business Report 2011
  55. Marks & Spencer - Plan A CEO, Stuart RoseSource: Marks and Spencer Group plc, How We Do Business Report 2011
  56. Marks & Spencer - Plan ASource: Marks and Spencer Group plc, How We Do Business Report 2011
  57. Marks & Spencer - Plan ASource: Marks and Spencer Group plc, How We Do Business Report 2011
  58. Marks & Spencer - Plan ASource: Marks and Spencer Group plc, How We Do Business Report 2011
  59. Marks & Spencer - Plan ASource: Marks and Spencer Group plc, How We Do Business Report 2011
  60. Marks & Spencer - Plan ASource: Marks and Spencer Group plc, How We Do Business Report 2011
  61. Marks & Spencer - Plan ASource: Marks and Spencer Group plc, How We Do Business Report 2011
  62. Marks & Spencer - Plan ASource: Marks and Spencer Group plc, How We Do Business Report 2011
  63. CocaCola - Live PositivlySource: 2009/2010 Sustainability Review, CocaCola Company
  64. CocaCola - Live Positivly Live PositivlySource: 2009/2010 Sustainability Review, CocaCola Company
  65. CocaCola - Live PositivlySource: 2009/2010 Sustainability Review, CocaCola Company
  66. CocaCola - Live PositivlySource: 2009/2010 Sustainability Review, CocaCola Company
  67. CocaCola - Live PositivlySource: 2009/2010 Sustainability Review, CocaCola Company
  68. PepsiCo - Performance with PurposeSource: 2009 Sustainability Report Overview, Pepsico
  69. PepsiCo - Performance with PurposeSource: 2009 Sustainability Report Overview, Pepsico
  70. PepsiCo - Performance with PurposeSource: 2009 Sustainability Report Overview, Pepsico
  71. PepsiCo - Performance with PurposeSource: 2009 Sustainability Report Overview, Pepsico
  72. PepsiCo - Performance with PurposeSource: 2009 Sustainability Report Overview, Pepsico
  73. PepsiCo - Refresh Everything
  74. Coca Cola vs. PepsiCo
  75. Bottom of the pyramid innovation
  76. M-Pesa
  77. Nokia Open Studios
  78. D.Light Design
  79. Let’s play entrepreneurship! Sustainability minded Entrepreneur

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