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1. Creativity and Sustainability
 Preview:
 Valuing creativity
 Leading through time
 Walkback from success
 Sustainability and the branding wars

2. Valuing creativity
‘Creativity is not a major issue in Japan . . . .
it’s the only issue’
Kao, J. (1997). Jamming: The art and discipline
of business creativity. London:
HarperCollinsBusiness.
Kao online @ www.jamming.com
Q.2: Who said?
“Imagination is more important than
knowledge”
A.: Albert Einstein

3. Cashing in on creativity
 Walter Wriston, former CEO of Citicorp:
 Postindustrial enterprises run on intangible assets,
such as information, research, development, brand
equity, capacity for innovation, and human
resources. Yet none of these intangible assets
appear on a balance sheet. This is another way of
saying that, according to today’s accounting
practices, the worth of a brand name like Citibank or
Ford has no value. (cited in Low & Kalafut, 2002, p.
97)
 Low, J., & Kalafut, P. C. (2002). Invisible advantage:
How intangibles are driving business performance.
Cambridge, MA: Perseus Publishing.

4. Leadership is domain of the future (1)
Routing in time: Three domains
Past = Domain of description
Necessary but minimise and direct forward in
time
Present = Domain of action
Say why you’re here; what you are doing
Future = Domain of possibility
What might lie ahead

5. Leadership is domain of the future (2)
 Explore new possibilities
‘What if . . .’
Ask as many people as possible
Listen to what they say then ask again
in a different way to get specific
answers
 If you had an extra $1 million how
would you change your section?
 What would you do with an extra $50K

6. Relating to the Future
After ‘what ifs’
 State new ‘informed’ personal
possibility:
‘I think it’s possible to . . .’
‘I believe we can . . .’
 Check support for joint commitment:
‘We will become leaders in . . .’
‘This organisation is capable of . . .’

7. Success Is Where to Start the
Team’s Leadership Journey
 Scenarios present a range of creative
alternatives, incorporating emotional
learning.
 The Walkback, including “cast n’ props”,
begins the journey with success assured.
 There are two stages to the Walkback that
unite the intuitive and metaphorical with
the rational and systematic for best
results.

8. The walkback
Stage I: A Successful Outcome
 Take 3 minutes of quiet reflection with your eyes
closed and the lights turned down low.
 You are running the final scene of your team’s
movie of success in your head.
 You are the director,you are in control, you have
the right cast and props.
 The props need not be physical items;They may
be psychological ‘props’ e.g. Attitudes or they
may be special skills or experience.

9. The Winners’ Movie
 The project has been a success. Everyone
agrees it has been exceptional. All that was
hoped for has been achieved.
 Imagine what the final scene in this movie will
look like.That is what a successful outcome will
look like on your team project.
 You need to be there. What does it feel
like?Look around. Who else is there, what else is
there? Listen. What sounds are there?

10. Features of the Tableau
 People are happy, of course but which people?
Note the faces and names.Who is to your right
and to your left?
 When the lights go on again, discuss your
individual visions of that successful
outcome and then draw the team’s view of
that scene, using flipchart paper.
 Take your time and fill in the details of the
cast who were present and what props
they had to hand.

11. Stage II: From Fiction to Fact
 This stage has the greatest success for those
who take the most care and pay attention to
the details.
 This time, you are doing a movie storyboard
working backwards in a kind of ‘reverse
scheduling’.
 Draw on flipchart paper, the penultimate scene,
ie draw what has to have happened in the scene
just before the happy ending? Be detailed, draw
all the cast and props in this scene too.

12. Retrace That Path
 Then do the scene before that one and so on.
This is the ‘Walkback’ that maps out a step-by-
step route back to your first step on that
journey.
 Once all these steps have been taken, you have
a detailed map of the way back to success, i.e.
to that first scene.
 The ‘cast and props’ may have changed during
that journey but you will have an inventory of
the key people, skills and resources necessary to
successfully enact the team’s corporate vision.

13. Collect and keep
these flipcharts
following your
presentation
Charting Your Team Story

14. Sustaining Success
 To introduce debates on sustainability
 To review the Brundtland Commission report to
the UN, 1987.
 To consider Hilton and Gibbons book Good
Business
 To consider Naomi Klein book No logo

15. Developing Sustainability
• Socially unsustainable organisations do “not
build upon and contribute to the fabric of their
society” they “cannot continue to ravage the
planet, nor can they continue to destroy some
of their finest participants” (Limerick,
Cunnington, & Crowther, 2000, p. viii)

16. Eco-sustainability:part of the triple bottom line
The term “sustainable development” was first defined in 1987 by the
United Nations’ Brundtland Commission as:
“…development which meets the needs of the present without
compromising the ability of future generations to meet their own needs.”

17. The Eco-Sustainability Challenges
The challenges encompass more than ecology; they include the economic, social and
‘spiritual’ in the broadest sense. From a reductionist version of ecology to a holistic
ecology. They are about reframing the way we see the world in which we live and the
ways in which we envisage future scenarios playing out

18. 1. Address any areas of contention you foresee concerning implementing,
monitoring, measuring,defining terms used, business and trade impacts,
specific industries’issues and so on, if the Brundtland definition were to
be adopted as part of some of the Key Performance Indicators (KPI) for
your business.
2. Select a spokesperson to report back to the class with your
conclusions.
Group Activity 1:( 15minutes)

19. Business Performance Feature Checks KPI’s: Top Objectives
Level Results
Shareholder Value/social benefits Reliability & Risk Major Event Risks
System Availability
Employee/ Public Safety Operating efficiency System Availability
Volume efficiency
Environmental responsibility R.O.C.E. Quality performance
Regulatory compliance compliance checks Asset values
Audit compliance costs
Customer impression Image and morale Reportable incidents
social impact Opinion surveys
Some areas involved in ‘wiring up’ Ecological sustainability

20. Some have attempted to outline the range of
definitions:
weak sustainability where sustainable development can be
accommodated within the current economic paradigm, largely by
internalising externalities and innovation over time and suggests
a balance between economic, social and environmental goals;
strong sustainability which views the current economic
paradigm as central to the problem of achieving sustainable
economic, social and environmental goals, suggesting that
radical changes to the structure of society are required, with
ecological imperatives as the primary focus.
Sustainable Development in New Zealand: Here Today, Where
Tomorrow? ( Pacific Rim Institute of Sustainable Management, 2001).

21. There are a number of ways that environmental
management may be measured.
Most focus on emissions and pollution but few take a
lifecycle approach, accounting for the flow of materials
and energy.
Some of the methods used are Energy and Material
Flow Analysis (EMFA), Mass balance Analysis (MBA),
Material Intensity per Unit Service (MIPS), Life Cycle
Analysis (LCA).
Ecological Footprint analysis (EFA) draws on all of the
ones above and has the added advantage of linking the
measures to the Earth‘s ‘carrying capacity‘.
Measures of sustainability

22. Eco footprinting
 This gives a single measure of how
individual, organizational, regional and global
behaviours and consumption interact.
It is in a metaphorical form which is
intuitively easy to recall.
By using other concepts such as
‘Earthshare’
Earthshare is the average, sustainable, bio
productive capacity available per person
This also shows the impact of population
demographics.

23. Other Elements of Sustainable
Business
•Corporate governance
•Business ethics
•Community dividend
•National prosperity
•Industry reputation
•Global and local security
•Other? You identify them…..

24. Hilton and Gibbons Book: Why CSR?
1. Litigation risk (Texaco sued for racism)
2. Reputation: Coca Cola “damage the asset that
is the brand and you damage share price”
3. CSR builds “fund of benevolence”
4. Losing business from ethical investors
5. Without CSR, firms invite regulation
6. Demand of social auditing for future
generations
7. Without organisation’s acting, others will
shape CSR

25. Hilton and Gibbons: Background
• Steve Hilton and Giles Gibbons founded
UK’s first social marketing company, the
consulting firm ‘Good Business’ in 1997
• They have a prestigious client list including
Coca Cola and Nike
• Their selling slogan for the book of the
same name parodies Karl Marx’s Manifesto:
• “Capitalists and anti-capitalists of the world
unite! You have nothing to lose but your
guilt.”

26. Hilton and Gibbons: Preface
• 1960 quote from founder of Hewlett-Packard:
“I want to discuss why a company exists in the first
place . . . . many people assume, wrongly, that a
company exists simply to make money. While this
is an important result of a company’s existence,
we have to go deeper and find the real reasons
for our being. . . .we inevitably come to the
conclusion that a group of people get together
and exist as an institution that we call a company
so they are able to accomplish something
collectively that they could not accomplish
separately – the make a contribution to society.”

27. H & G: Sources of CSR info
• Beyond Ben & Jerry, Body Shop & Hubbard
• Business in the Community - over 700 of the
UK's top companies committed to improving
their positive impact on society.
www.bitc.org.uk/ Business-impact.org
• See links @ http://www.freedomtocare.org
• www.iosreporting.org offers web based
environmental and social reports from leading
companies, displayed in easily accessible
graphical formats within a consistent
framework of quantitative indicators

28. H & G
• Uses Marx & Engels’ anti-capitalist bible The
Communist Manifesto to invite business “to
eliminate social abuses” while increasing profit
• Contrasts negative images of business
(Simpsons) with positive image of brands
• Sees potential for brands for social change
“If a brand can sell a child a dream, why can’t
it persuade that child to read?”
• Example of “Reach for the Sky” UK campaign
that built Sky’s brand image while impacted
positively on some teenage careers

29. H & G (2)
• An organisation’s collective creativity and
skills can be used “to crack a social problem”
• H & G almost totally positive about potential
of, and much behaviour of corporates
• Sees Nike as less exploitative than local
business in third world
• Attacks reading by Klein because she is
published by Rupert Murdoch’s ‘Evil Empire”
• Despite cover – H & G imply hypocrisy in
Klein’s book’s global corporate success for
condemning corporate globalisation

30. Background to Naomi Klein
• Canadian journalist/writer/activist
• No Logo worldwide bestseller
• Became a guru of the anti-corporatism
• Published a 2002 update: Fences and
Windows: Dispatches from the Front Lines of
the Globalization Debate
• Taps into popular culture (e.g. Fight Club)
• "When deep space exploitation ramps up, it
will be corporations that name everything. The
IBM Stellar Sphere. The Philip Morris Galaxy.
Planet Starbucks.“

32. Klein’s Corporate-Society Links
 Advertising invites people to buy products
 They then act as advertisements for brand
 So people become "walking billboards"
 I am what I buy
 On campus Coca Cola becomes the only
refreshment in refreshment slot machine
 Items become synonymous with stars
 Beer and tobacco companies sponsor arts and
sport to equate them with their products

33. No Logo’s Web of Brands
• Similar topics & different conclusions to H & G
• Connects the brand of London Fog in Canada
to sweat shop workers in Indonesia
• IBM computer makers in “designer slums” with
no chance of becoming computer users
• “Solutions for a small planet” shift problems
• Gap between image and identity
• New Brand World: Move from “the making of
things” to the selling of perceptions

34. No Logo’s Web of Brands (2)
• Customers buy brands rather than things
• Kraft worth $12.6 billion – double its paper
worth because of value of its brand name
• Brands powered by ads, marketing, & PR
• Brands establish “emotional ties” through “the
Starbucks Experience”
• Has positive and negative potential: If image
and identity fit then all can be well - otherwise

35. No Logo’s Web of Brands (3)
• Can you brand sand? (p. 661)
• Major challenges for commodity producing
nations such as New Zealand and China
• How can you brand sustainable development
• Can it be done without integrating image and
identity?
• Returns to central communication question:
• How can we stay honest in our personal and
organisational lives?