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The Necessary Revolution by Peter Senge
 

The Necessary Revolution by Peter Senge

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    The Necessary Revolution by Peter Senge The Necessary Revolution by Peter Senge Presentation Transcript

    • The Necessary Revolution
      By Peter Senge
      We Read for You, August 2011
      Presented by:
      Arnold Smit, Centre for Business in Society
      Date: 19/08/2011
    • Learning organizations: “…where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.”
      • Senior lecturer at MIT
      • Founding chair of the Society for Organisational Learning
      • Journal of Business Strategy (1999): “strategist of the century”
      • Wall Street Journal: One of the world’s most influential business thinkers”
      Peter Senge
    • Setup of the book
      “In the necessary revolution, we will talk about
      the challenges we face in three interconnected areas –
      energy and transportation, food and water,
      material waste and toxicity (what we make and discard) –
      and the consequent imbalances that result when
      too many resources are concentrated in too few hands.”
    • Three stories
      First story: Never doubt what one person and
      a small group of co-conspirators can do
      Sweden:
      • Oil counts only for 30% of energy
      • 15% of cars run on ethanol
      • All major manufacturers offer ethanol-based cars.
      … countless local networks developed quietly, thanks to the efforts
      of small groups of committed and courageous individuals who set
      out to find others with
      similar aspirations.
    • Second story: Aligning an industry
      “If global carbon emissions were
      currency, most of the “money” could
      be found in our office buildings, malls,
      hotels, factories, apartment buildings,
      and homes.”
      USGBC: The US Green Building Council
      LEED: Leadership in Energy and Environmental Design
      A small group of likeminded people who were interested in genuinely addressing the
      total impact of buildings on the environment,
      human health and well-being, and communities.
    • Third story: Unconventional allies - Coke and WWF
      partner for sustainable water
      “We should not cause more water to be removed from a watershed than we replenish.” (Neville Isdell, CEO, 2007)
      In the next two decades it is estimated that
      water use by humans will increase by about
      40 percent, and that 17 percent more water
      will be needed to grow food for a growing
      Population.
    • Why? - The case for change
      The industrial age paradigm
      Consumption
      product & services
      Harvesting and extracting natural resources
      Goods in production
      Goods in use
      Waste from extracting
      and manufacturing
      Waste
      from use
      Waste from
      discard
      Accumulating waste
    • The CO2 Bathtub
      5bn tons added
      To the atmosphere
      Fossil fuel
      burning
      8bn tons go in
      800bn tons
      3bn tons absorbed
      by the land and the ocean
    • Mental models of the industrial age
      Energy is infinite and cheap
      There will always be enough room to dispose of all our waste
      Humans can’t possibly alter the global environment
      Humans are the primary species on earth.
      Basic resources such as water and topsoil are unlimited
      Productivity and standardisation are keys to economic progress
      Economic growth and rising GDP are the best way to “lift all boats” and reduce social inequities
    • A new mental model
      Surf the flux; live within our energy income.
      Zero to landfill; make everything recyclable, remanufacturable, compostable
      We are borrowing the future from our children; we have to pay it back
      We are only one of nature’s wonders
      Value the earth’s services; they come free of charge to those who treasure them.
      Embrace variety; build community
      In the global village there is only one boat, and a hole sinks us all.
    • Take-make-waste
      solutions
      Short-term fixes
      Easier, faster
      Unintended
      side effects
      Societal needs
      Damage to social and
      environmental systems
      Fundamental solutions
      Harder, take time
      delay
      Regenerative solutions –
      all life flourishes
      (p 38)
    • How? – Getting started
      1. Change mental models
      Economy
      Environment
      Environ-ment
      Society
      Society
      Economy
      (p 102)
    • 2. See the business rationale
      Proactive
      Reactive
      (p 115)
    • 3. Create value for the future and the present
      Tomorrow
      Drivers:
      Population
      Poverty
      Inequity
      Drivers:
      Disruption
      Clean tech
      Footprint
      Strategy:
      Clean technology
      Payoff:
      Innovation and repositioning
      Strategy:
      Base of the Pyramid
      Payoff:
      Growth and trajectory
      External
      Sustainable
      value
      Internal
      Drivers:
      Pollution
      Consumption
      Waste
      Drivers:
      Civil Society
      Transparency
      Connectivity
      Strategy:
      Pollution prevention
      Payoff:
      Cost and risk reduction
      Strategy:
      Product stewardship
      Payoff:
      Reputation and legitimacy
      Today
      (p 122)
    • 4. Develop three essential capabilities:
    • Clean air
      Drinkable water
      Fertile soil
      Pollination
      Stable climate
      Seeing systems
      Solar energy
      Natural nutrients
      Growth
      Ecological systems
      Regeneration
      Technical nutrients
      Harvesting and extracting natural resources
      Goods in production
      Goods in use
      Non-regenerative resources
      Waste from extracting
      and manufacturing
      Waste
      from use
      Waste from
      discard
      Accumulating waste
      (p 214)
    • Collaborating across boundaries
      Get the system in the room
      See reality through others’ eyes
      Build shared commitment
      Collaborating is ultimately about relationships, and relationships
      do not thrive based on a rational calculus of costs and benefits,
      but rather because of genuine caring an mutual vulnerability.
      Building the capacity to collaborate is hard work and demands
      the best of people, particularly when it involves people from
      different organisations (or even different departments within
      a larger organisation) with different goals and with little history
      of working together. (p 233)
    • open mind
      (structure)
      Co-initiating
      Co-evolving
      open heart
      (process)
      Co-sensing
      Co-creating
      SENSING
      REALISING
      open will
      (thought)
      Co-presencing
      Theory U (Otto Scharmer)
      PRESENCING
    • Creating desired futures
      Learn from living systems
      Unleashing everyday magic
      You don’t have to have all the answers
      It’s not what the vision is, it’s what the vision does
    • Redesigning for the future
      Alignment of
      environment,
      design and strategy
      No division
      or department
      can be
      exempt from
      integrating
      sustainability
      into the key
      results they
      produce (p 342)
      Environment changes,
      design and strategy does
      not follow
      Environment and strategy
      change, design does
      not follow
    • Value of the book
      Connecting sustainability with systems thinking to build the case for change
      Emphasising the importance of collaboration and co-creation
      Inspiring hope through highlighting positive stories of change
    • “We are a young species who, uncertain of our niche,
      has very recently – in a virtual second of life’s day on earth –
      expanded to fill the world. In a sense we are like teenagers,
      full of enthusiasm and energy, and more than a bit confused.
      and, like every teenager must, we are about to discover
      that we are not the center of the universe – not even the
      center of life on this planet. We are but one of millions,
      and our merit depends not on our ego, but on our contribution.”
      (p 380)
    • Centre for Business in Society
      www.usb-ed.com/business-in-society