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The Necessary Revolution by Peter Senge
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The Necessary Revolution by Peter Senge

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  • 1. 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
  • 2. 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
    • 3. Founding chair of the Society for Organisational Learning
    • 4. Journal of Business Strategy (1999): “strategist of the century”
    • 5. Wall Street Journal: One of the world’s most influential business thinkers”
    Peter Senge
  • 6. 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.”
  • 7. 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
    • 8. 15% of cars run on ethanol
    • 9. 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.
  • 10. 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.
  • 11. 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.
  • 12. 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
  • 13. 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
  • 14. 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
  • 15. 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.
  • 16. 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)
  • 17. How? – Getting started
    1. Change mental models
    Economy
    Environment
    Environ-ment
    Society
    Society
    Economy
    (p 102)
  • 18. 2. See the business rationale
    Proactive
    Reactive
    (p 115)
  • 19. 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)
  • 20. 4. Develop three essential capabilities:
  • 21. 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)
  • 22. 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)
  • 23. 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
  • 24. 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
  • 25. 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
  • 26. 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
  • 27. “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)
  • 28. Centre for Business in Society
    www.usb-ed.com/business-in-society