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RECODE Webinar: A model for creating agile, innovative and change-capable organizations

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Presentation slides from our January 20, 2016 RECODE webinar with Leith Sharp. More about the webinar: http://www.re-code.ca/en/whats_happening/98

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RECODE Webinar: A model for creating agile, innovative and change-capable organizations

  1. 1. Creating agile, innovative, and profoundly change- capable organizations capable of driving sustainability into their core mission and business. Leith Sharp
  2. 2. RECODE WEBINAR Creating agile, innovative, and profoundly change- capable organizations capable of driving sustainability into their core mission and business. Leith Sharp, Director of Executive Education for Sustainability Leadership Harvard University's Center for Health and the Global Environment. Leith_Sharp@harvard.edu https://www.linkedin.com/in/leithsharp
  3. 3. The Bottleneck
  4. 4. “CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0 What does this look and feel like on the ground?
  5. 5. • Location: student residence (~300 students) • Proposed savings • Annual savings > $20,000 • Payback < 3 years • Process… Simple Lighting Upgrade Project: No progress for many years because no dedicated attention, money or time “CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0 The Harvard Light Bulb Story
  6. 6. Simple Lighting Upgrade Project: Facilities staff overstretched, need dedicated assistance to find new projects School Fin Mgr (capital budget) Fin Mgr (operating budget) Facility Director Building Manager (superintendent) House Master House Occupants (students) REP Coordinator (student) My Staff “CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0 The Harvard Light Bulb Story
  7. 7. Simple Lighting Upgrade Project: No money in annual maintenance budget, loan fund provided School Fin Mgr (capital budget) Fin Mgr (operating budget) Facility Director Building Manager (superintendent) House Master House Occupants (students) REP Coordinator (student) My Staff Green Campus Loan Fund “CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0 The Harvard Light Bulb Story
  8. 8. Simple Lighting Upgrade Project: Facilities manager was overstretched, dedicated project management TIME needed School Fin Mgr (capital budget) Fin Mgr (operating budget) Facility Director Building Manager (superintendent) House Master House Occupants (students) REP Coordinator (student) Sales Rep Technician Vendor My Staff Green Campus Loan Fund “CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0 The Harvard Light Bulb Story
  9. 9. Simple Lighting Upgrade Project: Senior financing management hesitates to give approval, needs convincing School Fin Mgr (capital budget) Fin Mgr (operating budget) Facility Director Building Manager (superintendent) House Master House Occupants (students) REP Coordinator (student) Sales Rep Technician Vendor My Staff Green Campus Loan Fund “CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0 The Harvard Light Bulb Story
  10. 10. Simple Lighting Upgrade Project: Building management must provide approval, needs convincing School Fin Mgr (capital budget) Fin Mgr (operating budget) Facility Director Building Manager (superintendent) House Master House Occupants (students) REP Coordinator (student) Sales Rep Technician Vendor My Staff Green Campus Loan Fund “CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0 The Harvard Light Bulb Story
  11. 11. Simple Lighting Upgrade Project: House Master concerned re:AESTHETICS, needs lots of engagement & discussion School Fin Mgr (capital budget) Fin Mgr (operating budget) Facility Director Building Manager (superintendent) House Master House Occupants (students) REP Coordinator (student) Sales Rep Technician Sales Rep Technician Vendor My Staff Green Campus Loan Fund “CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0 The Harvard Light Bulb Story
  12. 12. Simple Lighting Upgrade Project: Concern regarding MAINTENANCE of new light bulbs, basic training needed School Fin Mgr (capital budget) Fin Mgr (operating budget) Facility Director Building Manager (superintendent) House Master House Occupants (students) REP Coordinator (student) My Staff Maintenance Crew Univ. OpsSales Rep Technician Vendor My Staff Green Campus Loan Fund “CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0 The Harvard Light Bulb Story
  13. 13. Simple Lighting Upgrade Project: Vendor PERFORMANCE inadequate, needed follow up. School Fin Mgr (capital budget) Fin Mgr (operating budget) Facility Director Building Manager (superintendent) House Master House Occupants (students) REP Coordinator (student) Maintenance Crew Univ. OpsSales Rep Technician Vendor My Staff Green Campus Loan Fund “CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0 The Harvard Light Bulb Story
  14. 14. Fin Mgr (capital budget) Fin Mgr (operating budget) Facility Director Building Manager (superintendent) House Master House Occupants (students) REP Coordinator (student) My Staff Green Campus Loan Fund Sales Rep Technician Vendor Maintenance Crew Simple Lighting Upgrade Project: 3 months of constant facilitation by change management team TECHNOLOGY + ATTENTION + FUNDING + TIME + COMMUNICATION/NEGOTIATION, + APPROVALS + AESTHETICS + POLITICS + TRAINING + PROJECT MANAGEMENT “CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0 The Harvard Light Bulb Story – A Metaphore
  15. 15. We Must Master Idea Flow In most organizations, the journey of an Idea from inception to full scale implementation is fraught.
  16. 16. “Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  17. 17. “Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  18. 18. “Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  19. 19. “Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  20. 20. “Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  21. 21. Eco-Efficiency Slowing Down & Doing Less Bad Eco-Absurdity Speeding Up Towards the Cliff “CBIS Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0 At Best, we Appear to be Stuck at ‘Doing Less Bad’
  22. 22. Gallop “State of the American Workplace Report 2013” Disengagement 70 % of workers in the USA are not engaged in their work. Defined as essentially sleep walking throughout their day.
  23. 23. Lack of Funding for New Ideas Business As Usual Innovation
  24. 24. Hardwired Separation
  25. 25. It gets side-lined because there is no decision-making process for it. It runs through a mismatched decision-making process. With much grit, skill and effort the change agent gets EVERYONE to approve it. The common fate of a new kind of decision Burden of data/evidence requested exhausts resources. Low Levels of Decision-Making Agility
  26. 26. Source: Rebecca Henderson, Senator John Heinz Professor of Environmental Management. Harvard Business School And on top of all this - everyone is very, very busy…
  27. 27. Low Levels of Change Capability
  28. 28. Frederic Laloux - exhaustion Frederic Laloux about "Reinventing Organizations” - Youtube
  29. 29. The Big Ideas
  30. 30. There is a disconnect between the OFFICIAL STORY of how new things get done & the REALITY of how new things get done.
  31. 31. We Need a New Conversation About Organizational Design
  32. 32. What Does a Command Control Operating System Do Well? • Directs • Specialization • Scales Up • Efficiency and incremental improvement • Consistency and Predictability • Accountability • Concentrates power and wealth
  33. 33. What Does Command Control NOT Do Well? • Change • Agility • Shared Purpose • Learning • Empowerment • Innovation • Create conditions for ideas to emerge, arise and be built upon
  34. 34. Eco-Efficiency Slowing Down & Doing Less Bad Eco-Absurdity Speeding Up Towards the Cliff “CBIS Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0 At Best, we Appear to be Stuck at ‘Doing Less Bad’
  35. 35. Eco-Efficiency Slowing Down & Doing Less Bad Eco-Effectiveness Changing Direction & Doing Well By Doing Good Eco-Absurdity Speeding Up Towards the Cliff “CBIS Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0 Changing Direction is a Qualitatively Different Change Leadership Challenge
  36. 36. Command and Control alone is inadequate for the task of leading significant amounts of engagement, change & innovation. The End of An Era
  37. 37. The Work of Innovation, Adaptation and Change is Now as Important to Any Organization’s Survival as the Work of Continuous Improvement Command Control was Not Designed for Continuous Innovation and Yet That is Now What We Need Changin g Context
  38. 38. THE GOOD NEWS IS – our sustainability journey so far has been revealing what a future fit organizational model might look like.
  39. 39. A Growing Chorus
  40. 40. Johan Rockstrom, Stockholm Resilience Center
  41. 41. “Properties of the AOS & CCOS” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  42. 42. “Properties of the AOS & CCOS” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  43. 43. It’s not new. It’s intuitive to many. “Properties of the AOS & CCOS” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  44. 44. What is new is having a shared language. This opens the way to go from an amateur to a professional sport. “Properties of the AOS & CCOS” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  45. 45. ADAPTIVE OPERATING SYSTEM TYPE OF WORK IT GETS DONE = EMERGENCE Senses Connects Generates Engagement Fosters Group Intelligence Innovates, Learns, Creates Resolves Risk “Properties of the AOS & CCOS” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  46. 46. CBI-S moves us from a command control operating system to a dual operating system aligned around shared purpose. “CBIS Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0 Core Business Innovation for Sustainability (CBI-S)
  47. 47. Our Organizations Must Become Versatile
  48. 48. No them and us…..all us…using both operating systems We as Individuals Must Become Ambidextrous “Leading the AOS & CCOS” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  49. 49. ADAPTIVE OPERATING SYSTEM COMMAND CONTROL OPERATING SYSTEM Intrinsic motivation to align with internal values/purpose & social needs Extrinsic motivation to align with organizations mission, vision & goals Community structure, relationships Authority structure, transactions Boundary crossing connectivity Division and hierarchy Co-created change, leadership as a system Top-down change, leadership as a linear Applied learning focus Execution focus Socially supported learning, story Strategy, metrics, reporting Dynamic, emergence, transient, multiple Structure, routine, permanent, uniform We Need to Become Sophisticated in Understanding & Leading Both Operating Systems Aligned via Shared Purpose “Leading the AOS & CCOS” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  50. 50. ADAPTIVE OPERATING SYSTEM COMMAND CONTROL OPERATING SYSTEM Sensing/Emergence Execution/Structure Integration We Need to Actively Lead the Integration of Both Systems – Leading from the Middle “Leading the AOS & CCOS” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  51. 51. Accuracyof Predictions Years Learning Wild Guesses Informed Estimates Reliable Forecasts Use The AOS to Reduce Risk and Uncertainty to Digestible Levels for the CCOS to Scale/Structure “AOS Functions” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  52. 52. Use the AOS as a Sensing System “AOS Functions” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  53. 53. Use the AOS to Learn by Doing Pilot Expand “AOS Functions” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  54. 54. Use the AOS to Empower Early Adopters to Do What they Do Best Leveraging our innovators & early adopters to trigger social influence and social learning “AOS Functions” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  55. 55. Use the AOS to Harness Positive Social Dynamics and Unleash New Levels of Group Intelligence Exposure to surrounding peer behaviors is the largest single factor in driving idea flow. For group intelligence, the pattern of interaction is more important that all other factors taken together – individual intelligence, personality & skill. “AOS Functions” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  56. 56. High Perceived Stability Willingness to Embrace Change Low Perceived Stability Low High Use Both OS’s to Remove Risk & Fosters Stability Across the Entire Organizational Ecosystem Change leadership is about creating stability, reducing risk and uncertainty as much as it is about creating change.
  57. 57. RELEASE PHASE Time of ‘creative destruction’ re-organization & uncertainty RESILIENCE: low but increasing A CBI-S Organization Mimics Our Living Planet “CBI-S Organization as Living System” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  58. 58. “CBIS Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0 Bringing Purpose to Life
  59. 59. Idea Idea Idea Idea PURPOS E Individual Ideas Animate Purpose “Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  60. 60. We Must Master Idea Flow In most organizations, the journey of an Idea from inception to full scale implementation is fraught. “Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  61. 61. Sometimes the AOS doesn’t get enough CCOS engagement before the AOS champion leaves “Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  62. 62. Sometimes the AOS is very persistent but never makes an effective connection with the CCOS – and so little victories never scale. “Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  63. 63. Sometimes the CCOS moves too quickly to execute on the idea – neglecting to do the important AOS work of fostering “Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  64. 64. Sometimes the CCOS moves too quickly to approve the idea and then fails to resource implementation – neglecting AOS piloting to diagnosing implementation requirements “Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  65. 65. Neither operating system understood the other. “Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  66. 66. “Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0 When one Operating System dominates = Friction, Backwash & Plateauing
  67. 67. “Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  68. 68. “Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  69. 69. “Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  70. 70. “Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  71. 71. “Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  72. 72. Idea PURPOS E “Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0 Idea Flow Happens when the Right Operating System is Activated for the Right Stage in the Life Cycle of the Idea
  73. 73. Idea s Sensi ng Pilotin g CCOS champsScal eAOS Champs P2P Influence Sensing Right Fit “Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0 Idea Flow Happens when Each Stage in the Life Cycle is Properly Invested in and Sequenced
  74. 74. • Good Ideas • Engagement • Reduced risk • Permission • Resourcing • Decision-making agility Idea Flow Happens When there is Mutual Respect & Synergy Between Operating Systems “Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  75. 75. many types of purpose.Ideal Flow can accelerate “Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  76. 76. many scales of change.Ideal Flow can accelerate “Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  77. 77. Stories from the Field
  78. 78. Minneapolis - St. Paul International Airport: Snow Removal • This innovation was developed by front-line employees, collaborating together • Team used immediate field piloting to test and improve • Team members continue to work to identify additional efficiencies, heartened by this initial success and support from senior leaders Snow removal operations were radically improved. A case story of engagement, agility and change capability.
  79. 79. Integrated Design = A Dual Operating System
  80. 80. Cindy Ortega Senior Vice President & Chief Sustainability Officer MGM Resorts International Organizational Agility In Action
  81. 81. 17 Resorts – 48,000 Hotel Rooms 740 Acres on the Las Vegas Strip 350 Food & Beverage Outlets 61,000 Employees 3 Million Sq. Ft. of Convention Space
  82. 82. THE PROGRAM
  83. 83. Board Directive Program Development & Strategic Plan Pilot 2,600 Employees Executive Roadshow Chairman BOD Gold Strike 1,200 Employees ARIA & Vdara 8,400 Employees Corporate 2,600 Employees Bellagio 8,100 Employees Mirage 4,500 Employees MGM Grand 8,400 Employees Mandalay Bay 6,900 Employees NYNY 2,000 Employees Luxor/Excalib ur 5,400 Employees Circus Circus 3,700 Employees Monte Carlo 2,300 Employees May June-July August- September December - April MGM Grand Detroit 3,100 Employees 60,000+ Employees – 11 Months!
  84. 84. Harvard University: 130+ Green Buildings Harvard has more certified green buildings than any university in the world. 18 45
  85. 85. 2001 2002 2003 2004 2005 2006 2007 2008 2009 2011 Number of LEED® Projects At Harvard A story of Emergence, Integration, Command Control and Transformation • Early Champions • Pilot Projects – Stories of Success • Changing Mindsets • Building Capabilities and Confidence • Peer to Peer Influence • Seed Capital • Diagnose & Remove Barriers • Streamline Process • Critical Mass of Champions • Critical Mass of Projects 5 12 163 4 50+23 80+ A Story of the Adaptive Operating System, Integration, Command & Control
  86. 86. 2001 2002 2003 2004 2005 2006 2007 2008 2009 2011 12 4 23 Number'of'LEED'Projects'At'Harvard''' • Prove the Business Case • Prove Capabilities • Prove Performance • Prove Reputation Benefit • Align request with risk tolerance • Create a New Decision Making Process for a New Kind of Decision • Gain Approval to Scale A story of Emergence, Integration, Command Control and Transformation 5 12 163 4 50+23 80+ Number of LEED® Projects At Harvard A Story of the Adaptive Operating System, Integration, Command & Control
  87. 87. 2001 2002 2003 2004 2005 2006 2007 2008 2009 2011 12 4 50+23 Number of LEED® Projects At Harvard 5 12 163 4 50+23 80+ A story of Emergence, Integration, Command Control and Transformation • Make green building commitment public • Embed into capital planning and approvals • Embed into RFPs, contracts and position descriptions • Provide ongoing training and support A Story of the Adaptive Operating System, Integration, Command & Control
  88. 88. Case Story: Interface, Inc. Erin Meezan Vice President, Sustainability at Interface, Inc.
  89. 89. Jeff Risom Partner, Managing Director Gehl Studio MSc City Design and Social Science Times Square as a taste of things to come
  90. 90. Times Square (before) (after)
  91. 91. Gehl Broadway, Herald Square (before) (after) 96
  92. 92. Gehl NYC Plaza Program 50 plazas reclaimed from roads as public space in six years Plazas added in four of five boroughs
  93. 93. 98 CASE STUDY University of Hawaii System: Various sustainability initiatives implemented by passionate champions over the years Vice Preside nts Presid ent Lassn er Hawaii CC UH System Kaua`i CC UH Maui College Kapiolani CC Leeward CC Honolulu CC UH West Oahu UH Manoa UH Foundation UH Hilo Windward CC County Gov’t Agency “CBIS Framework” by L.Sharp, adapted in part from J.Kotter, is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
  94. 94. Various sustainability initiatives implemented by passionate champions over the years Vice Preside nts Presid ent Lassn er Hawaii CC UH System Kaua`i CC UH Maui College Kapiolani CC Leeward CC Honolul u CC UH West Oahu UH Manoa RESULT: Waxing & waning of various sustainability initiatives across the campuses, rising on the strength of passionate champions and falling due to systemic lack of supporting resources. UH Foundation UH Hilo Windward CC County Gov’t Agency Engineers for Sustainable World Sustainable UH Student Club UHM SC
  95. 95. DUAL OPERATING SYSTEM: Enhances decision-making ability and creates conditions for ideas to emerge from anywhere. UH OFFICE OF SUSTAINABILITY Systemwide Sustainability Council Systemwide Sustainability Curriculum Council Vice Preside nts President Lassner Hawaii CC UH System Kaua`i CC UH Maui College Kapiolani CC Leeward CC Honolulu CC UH West Oahu UH Manoa UH Foundation UH Hilo Windward CC County Gov’t Agency Coordination, Connection, Facilitation, Translation, Advocacy Student Sustainability Coalition of Hawaii Translation and Integraton are key. Engineers for Sustainable World Sustainable UH Student Club UHM SC
  96. 96. Paradigm Shift Ahead
  97. 97. I believe that the organization is the ultimate modern technology. It is the organization that is the emblematic modern machine, not the computer or the internal combustion engine or the electric lightbulb. Source: The Southern Wall. Author of The Southern Wall. Warren Nilsson is a senior lecturer in social innovation at the University of Cape Town (UCT) Graduate School of Business
  98. 98. New Normal organization Normal organization Up Next: A Paradigm Change in the Way we Organize Future organizational model
  99. 99. CBI-S Involves Two Leadership Modalities: 1. Day to day idea flow
  100. 100. CBI-S Involves Two Leadership Modalities: 1. Day to day idea flow 2. Transformation of organizational conditions, processes
  101. 101. Transforming Organizational Conditions, Systems & Structures Emotional Intelligence Psychological safety Governance structures to give permission for idea flow Stories that model emotional resources: courage, hope, drive Access to seed funding for pilots Forums for social (P2P) learning Permission for piloting & exploration Shared ownership, credit, public recognition Group processes/meetings with optimal patterns of interaction Agile decision-making processes for scaling. “CBIS Content” by L.Sharp, is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0 Trust based culture
  102. 102. Idea Flow Leads to Organizational Transformation
  103. 103. Transformation and Idea Flow Will Grow Together
  104. 104. Implications and Opportunities for Your RECODE Work?
  105. 105. Relevance to Your RECODE Work? RECODE might remain a caged tiger if we don’t engage effectively in transforming the dominant organizational model.
  106. 106. Could Idea Flow Mapping be Useful for Your RECODE Efforts? What else?
  107. 107. 2016 options to skill up in CBI-S
  108. 108. Who Should Attend? Executive tier leaders, high potential leaders and sustainability professionals with a senior report. All sectors. Location: Harvard University, Cambridge campus, MA Date and Time: Nov 1st - 4th Program Cost: $3,975 Accommodation: Block hotel rooms available Class Size: 60 participants In collaboration with Executive Education for Sustainability Leadership 2016 In collaboration with To learn more and request an application: http://www.chgeharvard.org/CBIS
  109. 109. My responsibilities go beyond sustainability and I think the concepts are fully adaptable to human resources management, IT management, facilities management and many other facets - a way to engage members of the community to make the institution perform better. I’m engaged. I want to learn more. Highly recommend it.” -- Roger Cote, VP Service, Concordia University ”Before I came to Harvard I felt like I had come as far as I could with my current toolkit. I came back from Harvard with a powerful set of tools, language and approaches that have already begun to show their worth. I’ve been able to make a strong and compelling case to senior leadership that sustainability is THE solution to our organizational problems. I highly recommend it.” -- Candace Le Roy, Director, SFU Sustainability Office, Simon Fraser University Testimonials from RECODE Participating Institutions
  110. 110. WWW.RE-CODE.CA @LetsRECODE #LetsRECODE

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