Innovation towards Sustainability

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Slides of the Workshop facilitated by Glocalminds for MINN Team, Mondragon Team Academy in Oñati, Gipuzkoa, December 2011.

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Innovation towards Sustainability

  1. 1. Innovation towards Sustainability 2011December 20th Pablo Villoch
  2. 2. Framework for Strategic Sustainable Development WHY?The GlobalChallenge 4 principles Innovation HOW? ABCD
  3. 3. Remember a moment of intimateand deep connection with Nature
  4. 4. This MINN Team 1has been selected to live the rest of their life in a SpaceShip. You have 10 minutes to design the Spaceship where you will live the rest of your live and design how will you co-liveand survive together in the same spaceship.
  5. 5. “Many signals indicate that we are livinga period of global transition, as if something old is falling while something new Is being born with pain, As if something were falling While something else, still confuse, Is rising from the Crabble.” (Vaclav Havel)
  6. 6. Margaret Wheatley
  7. 7. ´VIDEOS EJEMPLOSNatura ChileBolsas Falabella VerdeBanco Real de BrasilAhorra Agua
  8. 8. ¿funnel or cilinder? Unsustainability Sustainable Society
  9. 9. The Global Sustainability Challenge
  10. 10. Increasing consumption of resources Growing demand on ecosystem services Pressures to limit access to resources Undermined ecosystems health CompaniesCommunities Sustainable Institutions SocietyUnsustainability Growing world population Increasing conflicts and unequality Decreasing social cohesion and trustReducing field of possibilities / campo de maniobra Tiempo
  11. 11. “Modern times” Industrial Age Mechanistic Paradigm Organizations as machines People asexchangeable pieces
  12. 12. MechanisticUnderstanding ofHuman Being
  13. 13. Be aware of your mental models! They will become into your glasses to see and understand the world
  14. 14. Linear World View of Classical Economy
  15. 15. Mental Model under Industrial Age Economy Economy Products Raw Materials and services Energy Work Waste Natural Resources Society
  16. 16. Mental Model under Industrial Age Economy
  17. 17. Mental Model in the Ecological Economy Biosphere Society Economy
  18. 18. FOCUS:MAXIMIZE PROFIT SHARE (DEFINITION HOLDER OF SUCCESS) COMPANY
  19. 19. CSR Approach: SHARE HOLDERS NGOs EMPLOYEES ESTATE MANAGERS COMPANY LOCAL ENVIRONMENT COMMUNITY CUSTOMER COMPETENCE SUPPLIERS
  20. 20. SustainabilityApproach: SHARE HOLDERS NGOs EMPLOYEES ESTATE MANAGERS COMPANY LOCAL COMMUNITY CUSTOMER COMPETENCE SUPPLIERS
  21. 21. Origins of “Sustainable Development” Concept E.F. Schumacher (1973): «Small is beautiful» Donella Meadows(1972): «Limits of Growth» Gro Harlem Brundtand(1987): «Our Common Future»
  22. 22. Origins of “Sustainable Development” Concept Sustainable Development Meet the needs of present generations without compromising the possibility of future generations to meet their own needs. Brundtland Report (1987): «Our Common Future»
  23. 23. HUMAN NEEDS according to Max-Neef protection affection leisure http://arising.files.wordpress.com/2008/05/arising_colour_no-logo-web.jpg subsistence creativity transcendence understanding freedom participation identity
  24. 24. Latest Best Sellers
  25. 25. Latest Best Sellers
  26. 26. Framework for Strategic Sustainable Society Dr. Karl-Henrik Robert
  27. 27. 5 levels to plan in Complex Systems Understand the rules of the game, the players, their relationships Understanding the definition of success in that system Guideliines that guide strategic decisions Initiatives to be developed The tools needed to implement the actions
  28. 28. Basic Foundation of Natural Science System« Nothing can be destroyed »« Everything tends to be dispersed »« Living systems have capacity to self-organize. »
  29. 29. Natural Cycles Closed System Open System to matter to Energy 1) Nothing disappears 2) Everything gets dispersed Sustainability is Photosynthesis the capacitiy of Human Society to maintain indefinitely within the natural cycles Slow Geological Cyles Slow Geological cycles (erosion , slow vulcanic (sedimentation and cycles) mineralization)
  30. 30. Cómo destruir los ciclos naturales Degradar físicamente los ecosistemas Barreras que impiden a las personas satisfacer sus necesidades Introducir componentes persistentes ajenos a la naturaleza Flujos relativamente grandes de materiales de la corteza terrestre
  31. 31. 5 levels to plan in Complex Systems Understand the rules of the game, the players, their relationships Understanding the definition of success in that system Guideliines that guide strategic decisions Initiatives to be developed The tools needed to implement the actions
  32. 32. 4 Sustainability Principles In a Sustainable Society, people ...are not subject to conditions that systematically undermine their capacity to meet their needs And Nature is not subject to systematical increase of… ...concentrations of substances extracted from the Earth’s Crust, ...concentrations of substances produced by society, ...degradation by physical means.
  33. 33. What is your vision of Success?
  34. 34. Frame your definition of success within 4 SPshttp://www.thenaturalstep.org/en/4-system-condition-icons
  35. 35. Frame your vision of success within 4 SPs
  36. 36. Vision framed within the 4 SPs The Company « XXX » will accomplish xxx … elimininating its contribution to the systematical… ...undermining of people’s capacity to meet their needs ...increase of concentrations of substances extracted from the Earth s Crust ...increase of concentrations of substances produced by society ...physical degradation of Nature.
  37. 37. Select an object and assess its lifecycle Against the Sustainability Principles EXTRACTIOI TRANSPORT PRODUCTION DISTRIBUTI=N CONSUMPTI DISPOSAL N COMERCIALIZA ON TION / USESP 1SP 2SP 3SP4
  38. 38. 5 levels to plan in Complex Systems Understand the rules of the game, the players, their relationships Understanding the definition of success in that system Guideliines that guide strategic decisions Initiatives to be developed The tools needed to implement the actions
  39. 39. Backcasting: Retroprospectiva Future Presente 1. Start with an End in mind 2. Back from future vision towards present 3. Muévete paso a paso hacia la visión
  40. 40. ABCD Method System AWARENESS CREATIVE SOLUTIONS Future DECIDE ON Presente PRIORITIES BASE Nos mueve en la dirección correcta? LINE Es una plataforma flexible? Tiene un buen retorno sobre la inversión?
  41. 41. http://arising.files.wordpress.com/2009/01/creative-tension_learning-house_senge.jpg
  42. 42. Strategic Guidelines - Are we in the right direction ? - Is it a flexible platform? -What is the return on investment? (not only monetary) + Other additional criteria
  43. 43. 5 levels to plan in Complex Systems Understand the rules of the game, the players, their relationships Understanding the definition of success in that system Guideliines that guide strategic decisions Initiatives to be developed The tools needed to implement the actions
  44. 44. 5 levels to plan in Complex Systems Understand the rules of the game, the players, their relationships Understanding the definition of success in that system Guideliines that guide strategic decisions Initiatives to be developed The tools needed to implement the actions
  45. 45. Tools
  46. 46. FRAMEWORK FOR STRATEGIC SUSTAINABILITY System Awareness Creative Solutions Future Decide on Presente Priorities Base Are we on the right direction? Line Is it a flexible platform? Return on Investment?
  47. 47. ABCD Application 1. Choose an organization / business / project 2. Apply the ABCD method A- Understand the system and frame the vision of success B- Base Line against the 4 SPs C- Creative Solutions D- Decide on priorities 3. Present it to the group
  48. 48. Product /Process Innovation Service Innovation Business Model Innovation Innovation Systems and Culture
  49. 49. NEED VALUE EXTENDED OFFER ENTERPRISE Actual Strategic Life Cycle Assessment Actual market Extended human against Sustainability Enterpriseneeds and Principles desires Future ways to Future meet the needs: Future Market Extended Human Incremental or radical Enterpriseneeds and changes? desires
  50. 50. 1.- Transform our mental models2.- Transform our business models “sustainable intrapre-learning”
  51. 51. What isWhat is the real my humanpassion? need? How can I add value (satisfy that need) in a sustainable way?What can Where cangenerate I be theincomes? best?
  52. 52. NIKE: CONSIDERED DESIGN
  53. 53. MAX BURGER, SUECIA
  54. 54. SCANDIC HOTELS
  55. 55. Obama ha previsto la creación de 5 millones de “empleos verdes” entorno a energías renovables. http://www.whitehouse.gov/issues/energy-and-environment
  56. 56. Ya, ya… pero…¿ y en Chile?
  57. 57. C ReATiVitywithin RESTRICTIONSpRinCiPles based Inn_OvatioN
  58. 58. El avión de papel1. Make a paper plane
  59. 59. El avión de papel1. Make a paper plane2. Now, throw itand let it fly.
  60. 60. Let’s analyse the results:- What’s the average?- What can we say on dispersion?- Which one is the best plane?
  61. 61. Now ...Let’s repeat the gameOur engineerwill share the knowledge
  62. 62. What can we learn from this game
  63. 63. Estandarización vs. DiversidadControl vs. CreatividadConvergencia vs. DivergenciaPromedio vs. DispersiónMejores prácticas vs. Innovación
  64. 64. Knowledge Creation. Nonaka & Takeuchi (1995) Knowledge Spiral Implicit Diálogo Explicit Socialization Externalization Articulating Empathy concepts Embody Connecting practice Internalization Combination Implicit Aprender haciendo Explícit
  65. 65. The Ball GamePurpose: Be as efficient as possible
  66. 66. Principles1.- La pelota debe pasar por todos2.- Todos deben tocar la pelota al menos con una mano3.- Debe repetirse la misma secuencia una y otra vez4.- Se puede pasar la pelota a la persona que está enfrente,pero no a la persona de al lado5.- Si la pelota cae, se comienzade nuevo, siguiendo la misma secuencia6.- El equipo se pone sus propias metas
  67. 67. Preguntas sobre el Juego de la Pelota:- Cómo podemos describir qué ha pasado durante el juego?- Qué momentos o imágenes del juego quedarán en tu memoria? éxito?- Qué factores contribuían al- Qué factores lo obstaculizaban?- Qué podemos aprender de este juego?
  68. 68. Jugglingpurpose_Keep the ballsMoving on the air
  69. 69. El juego de Malabares1.- Las pelotas deben moverse todoel tiempo2.- Repetir la misma secuenciacontinuamente3.- La pelota puede pasarse a quienestá enfrente pero no a la personaque está a tu lado. 4.- Si la pelota se cae, recógela ycontinúa el juego.5.- Sin reloj. Sin presión.6.- Juega y disfruta.
  70. 70. Preguntas sobre los Malabares-¿Cómo podemos describir lo que ocurrió durante el juego?- ¿Sensaciones, emociones, actitudes, conductas…-¿Qué imágenes o momentos del juego quedarán en tu memoria?- ¿Que factores contribuían al éxito del juego?- ¿Qué factores lo obstaculizaban?-¿Qué semejanzas podemos encontrar entre el juego y el emprendizaje?- ¿Y si cada pelota fuera una metáfora de un elemento del emprendizaje?- ¿Qué podemos aprender de este juego?
  71. 71. El Avión de Papel La Pelota Los Malabares Diversidad DiversiónIndicadores Estrés / tensiónCaos y orden
  72. 72. Las preguntas que han guiado a Dee Hock en su vida y su libro-> ¿Por qué las organizaciones, en todo el mundo,ya sean políticas, empresariales o sociales,son cada vez más incapaces de gestionar sus problemas?-> ¿Por qué los individuos, en todo el mundo, se sienten cada vez más alienados o en conflicto con las organizaciones en las que trabajan?-> ¿Por qué la sociedad y la biosfera están en un progresivo deterioro?
  73. 73. “Debemos cuestionar seriamente los conceptos que subyacen en la estructura de las organizaciones y preguntarnos si son los adecuados para enfrentar los crecientes problemas ambientales y sociales e incluso más allá, debemos considerar seriamente si son la causa principal de esos problemas “ Dee Hock
  74. 74. Caórdico : adj. caos y orden:1. El comportamiento de cualquier organismo, organización o sistema que auto-gobierna, mezclando armónicamente características de orden y de caos.2. Diseñado de un modo en que no es dominado ni por el caos ni por el orden3. Característica de los principios fundamentales que organizan la evolución y la naturaleza
  75. 75. pablo@glocalminds.com
  76. 76. Degradation: The world could be running out of some resources Global supply forecasts according to the implied ultimate recoverable resources of conventional oil, date of peak production and the post-peak aggregate decline rate 8% 7%Forecast post-peak decline rate Shell USEIA 6% 5% Peak Oil Consulting OPEC 4% LBST Miller Meling IEA 3% Campbell BGR 2% 1% Uppsala Total 0% 2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050 Forecast date of peak Source: UKERC, The Global Oil Depletion Report, 2009

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