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Leading for Our Future
People, Profit, Planet - and Purpose...
A Real World Perspective
May 5, 2016
Annual Sharing Day
Jeana Wirtenberg, Ph.D.
CEO Transitioning to Green
Linda Morris Kelley
Principal, Transitioning to Green
Robert Coleman
Senior Manager, Office of Sustainable Development & Product
Stewardship at Church & Dwight Co., Inc.
Lauren Cranmer,
Corporate Sustainability Manager with Becton Dickinson (BD)
Welcome
Briefly introduce yourself at your table
• Your Name
• Your Affiliation
2
Leading for Our Future
People, Profit, Planet - and Purpose...
A Real World Perspective
 Benefits and challenges
 Producing profit within the resource boundaries
 Leadership purpose, mindfulness, reflection and
presence
 Experiential learning via GlobStrat Strategic Business
Simulation
 Corporate leaders’ experiences
3
Leading for Our Future
A Leader’s Perspective on Working Sustainably
People, Profit, Planet
Sustainable
• PLANET: We live and make our living
within the means of Earth’s natural
resources, replenishing what we use
• PROFIT: We use resources efficiently
and responsibly to create an
economy that serves the greater
good and businesses that consistently
produce profits with high-value
goods and services
• PEOPLE: We, individually and
collectively, achieve prosperity and
fulfillment by responsibly and
inclusively creating real benefits for
ourselves, our societies and our
world
Unsustainable
• PLANET: We continually waste and
deplete Earth’s natural resources
• PROFIT: We squander our
resources—both material and
human—extracting but not
regenerating capacity and value, and
concentrate rewards at the top
• PEOPLE: We institutionalize practices
that perpetuate inequality in
compensation, well-being, and
access to opportunities, thereby
limiting our future creation of value
4
Leading for Our Future: A Leader’s Challenge
Transition to Working Sustainably
SustainableUnsustainable
5
PROFIT
PEOPLE PLANET
PROFIT
PEOPLE
PLANET
Leadership
Essential Elements of a
Culture for Sustainability
• Sustainable Values
• Sustainable Mind-Set
• Leadership for sustainability
• Visionary
• Employee engagement
• Multi-disciplinary
• Diversity, inclusion, social
justice
• Wisdom
Essential Elements of a Culture for Sustainability
• Sustainable Values; sees organization in context of
community, society, and earth
• Sustainable Mind-Set; systems thinking
• Leadership for sustainability; leads with purpose and
authenticity
• Visionary: Envisions the future we want to create
• Employee engagement; builds agility and resiliency;
engages imagination; fun
• Multi-disciplinary; Embeds sustainability throughout
learning and development
• Diversity, inclusion, social justice; deep caring for all
people
• Wisdom: emotional, social, and ecological intelligence
Leading for Our Future
People, Profit, Planet - and Purpose...
A Real World, Sustainability Perspective
Systems
thinking
Intergenerational
responsibility
Socio-economic
justice
Enough … … for all … … forever.
Ecological
Intelligence
Economic
Intelligence
Emotional
Intelligence+ +
Context: Sustainable Business = Profitable Business
Produce profit within the resource boundaries of a
sustaining planet
• Optimizing overall value for the business
• Reducing risk exposure
• Reducing waste, energy use, and expenses simultaneously
• Unleashing employees for engaged productivity
• Increasing sustainable competitiveness and profitability
• Elevating your reputation
Sustainability supports your company’s
business by:
Leaders Drive Change for a Sustainable Future
There is a new reality emerging in which sustainability is not only a key
concern but also a pivotal driver that is essential to your company’s future.
Sustainability Leaders:
• Envision a compelling future
• Architect bridges to transition
company business sustainably
• Embody a supportive company
culture
• Build relationships that achieve goals
• Inspire and engage key stakeholders
• Anticipate sustainability opportunities
Leadership purpose, mindfulness, reflection and presence
are critical to succeeding sustainably
Experiential Learning Games
Speed and Deepen Leadership Capabilities
11
GlobStrat Triple Bottom Line
Strategic Business Simulation
Simulation Exercise
A Scenario
1. What you know about your new company:
a. Successfully produces a basic computer tablet
b. Sells primarily in company’s domestic market
c. interested in being more sustainable
d. Innovative competition is forcing reassessment of
business model
e. (Read A Scenario handout)
2. Table discussion:
 Where will you start? How will you start? And
why?
3. Tables report out to group
12
You have just been hired by GlobStrat Technologies as a
new Vice President.
Sustainability-Based Leadership Culture Drives
Business Success
Sustainability: Strategic Business Imperative
A Leadership Perspective
• Sustainability and operational excellence
– People
• Diversity and inclusion
• Learning and fulfilment
• Appreciation and engagement
– Technologies and materials
• Low environmental impact
• High beneficial impact
– Value chain
• Responsible management
• Raising the bar
• Sustainability and market excellence
– Continuing profitability
– Industry leadership
• Sustainability and the creation of value
– Talent acquisition and retention
– Stock and share value
– Contributions to well-being and prosperity
14
Interacting Functions
Sales, Marketing, Finance, Production, R & D and HR
Develop Your Business Model
Volume-Cost Domination Differentiation
Quality & ISO certifications
Service Coverage
Differentiate from competitors
Create real value
Build actual, sustainable competitive advantage
Source: Michael Porter
Team by Team Triple-Bottom-Line Results
QUESTIONS?
18
The experiences of two corporate leaders who
brought what they learned about leadership for
sustainability into their companies
19
Bob Coleman Lauren Cranmer
A Perspective on Leadership
For Building a Sustainable Enterprise
21
1. What is a Sustainable Enterprise?
2. Is Sustainability a Strategic Business
Imperative?
3. What are its Key Elements?
4. WHAT IS LEADERSHIP’S ROLE?
Some Key Questions
22
Leadership’s Role
• You must first understand your business, and the
risks, opportunities and value to all stakeholders
• Act on the opportunities;
quantify the risks and value;
convert risks to opportunities
• Communicate risks, opportunities and value to all
stakeholders
• Continually assess and realign plans
23
Program Learnings
• Integrating TBL is part mindset and part
investment, but the return can be significant
• Spending on sustainability can help deliver
top and bottom line benefits
• Build your sustainability plan upfront to
establish the fit and foundation--TBL is not a
fast follow
• You need to balance informed decision-
making with risk-taking
QUESTIONS?
24
25
Envision the Future
• Changing world
• Systems Thinking
• Trends
• Globalization
• Economy
• Regulatory
• Technology
• Customer needs
• Business model changes
• Developing capability to lead change
• Kotter 8 step framework
26
Leadership in a changing time…
• Leadership Behaviors
• Communication
• IQ/EQ
• Listening
• Inspiring – talk their language
• Healthy debate/problem solving
• Enabling others to act
• Leadership is the act of getting someone else to do something
you want done because he wants to do it
• Millennials
• Social Networking
27
You don’t need a title to be a leader
• Passion/Hard work
• Build Understanding &
• Relationships
• Metrics and data
• GlobStrat –
• Viewpoints of all major corporate
functions (WIIFM: sales, mktg, R&D,
Ops, HR, Finance)
• When and how does it make sense
to invest in sustainability/CSR
• Tools to help quantify lifecycle benefits?
Without data you’re just
another person with an opinion
28
What are your CEOs saying?
• We believe the long-term success of Whirlpool is tied in part to
the health and well-being of society in general
– Jeff Fettig, CEO of Whirlpool
• …Public companies can move the collective needle by using
their human and financial resources to innovate in ways that
benefit both private interests and the public good
– Ronald Williams, CEO of Aetna
• In the next decade, the most successful companies will be those
that integrate sustainability into their core businesses
– Jim Owens, CEO Caterpillar
• It takes 20 years to build a reputation and five minutes to ruin it
– Warren Buffet
QUESTIONS?
29
Company Conundrums in Addressing
Sustainability-Related Challenges
People-Related Challenges
 Changing Mind-Sets and Behavior
 Filling the Pipeline from STEM Disciplines
 Overwhelming Workloads and Competing Priorities
 HR and OD Need to Seize this Opportunity
Promote Well-Being by
Cultivating
Sustainability-Inspired
Habits and Practices
• Silent Reflection
• Mindfulness
• Listening generously
• Both-And
• Being, Satisfaction
• Caring, Compassion, and Service
• Gratitude
• Collaboration
• Balance
Three Big Tipping Points
• Co-Creation
• Bottom-Up
• Long View
Your thoughts?
Thank you!
www.TransitioningToGreen.com
info@transitioningtogreen.com
Jeana Wirtenberg, Ph.D.
CEO Transitioning to Green
jwirtenberg@transitioningtogreen.com
Robert Coleman
Senior Manager, Office of Sustainable Development & Product
Stewardship at Church & Dwight Co., Inc.
Robert.Coleman@churchdwight.com
Lauren Cranmer,
Corporate Sustainability Manager with Becton Dickinson (BD)
lauren_cranmer@bd.com

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Leading for our future 05 may2015-njodlc-asd

  • 1. Leading for Our Future People, Profit, Planet - and Purpose... A Real World Perspective May 5, 2016 Annual Sharing Day Jeana Wirtenberg, Ph.D. CEO Transitioning to Green Linda Morris Kelley Principal, Transitioning to Green Robert Coleman Senior Manager, Office of Sustainable Development & Product Stewardship at Church & Dwight Co., Inc. Lauren Cranmer, Corporate Sustainability Manager with Becton Dickinson (BD)
  • 2. Welcome Briefly introduce yourself at your table • Your Name • Your Affiliation 2
  • 3. Leading for Our Future People, Profit, Planet - and Purpose... A Real World Perspective  Benefits and challenges  Producing profit within the resource boundaries  Leadership purpose, mindfulness, reflection and presence  Experiential learning via GlobStrat Strategic Business Simulation  Corporate leaders’ experiences 3
  • 4. Leading for Our Future A Leader’s Perspective on Working Sustainably People, Profit, Planet Sustainable • PLANET: We live and make our living within the means of Earth’s natural resources, replenishing what we use • PROFIT: We use resources efficiently and responsibly to create an economy that serves the greater good and businesses that consistently produce profits with high-value goods and services • PEOPLE: We, individually and collectively, achieve prosperity and fulfillment by responsibly and inclusively creating real benefits for ourselves, our societies and our world Unsustainable • PLANET: We continually waste and deplete Earth’s natural resources • PROFIT: We squander our resources—both material and human—extracting but not regenerating capacity and value, and concentrate rewards at the top • PEOPLE: We institutionalize practices that perpetuate inequality in compensation, well-being, and access to opportunities, thereby limiting our future creation of value 4
  • 5. Leading for Our Future: A Leader’s Challenge Transition to Working Sustainably SustainableUnsustainable 5 PROFIT PEOPLE PLANET PROFIT PEOPLE PLANET Leadership
  • 6. Essential Elements of a Culture for Sustainability • Sustainable Values • Sustainable Mind-Set • Leadership for sustainability • Visionary • Employee engagement • Multi-disciplinary • Diversity, inclusion, social justice • Wisdom
  • 7. Essential Elements of a Culture for Sustainability • Sustainable Values; sees organization in context of community, society, and earth • Sustainable Mind-Set; systems thinking • Leadership for sustainability; leads with purpose and authenticity • Visionary: Envisions the future we want to create • Employee engagement; builds agility and resiliency; engages imagination; fun • Multi-disciplinary; Embeds sustainability throughout learning and development • Diversity, inclusion, social justice; deep caring for all people • Wisdom: emotional, social, and ecological intelligence
  • 8. Leading for Our Future People, Profit, Planet - and Purpose... A Real World, Sustainability Perspective Systems thinking Intergenerational responsibility Socio-economic justice Enough … … for all … … forever. Ecological Intelligence Economic Intelligence Emotional Intelligence+ +
  • 9. Context: Sustainable Business = Profitable Business Produce profit within the resource boundaries of a sustaining planet • Optimizing overall value for the business • Reducing risk exposure • Reducing waste, energy use, and expenses simultaneously • Unleashing employees for engaged productivity • Increasing sustainable competitiveness and profitability • Elevating your reputation Sustainability supports your company’s business by:
  • 10. Leaders Drive Change for a Sustainable Future There is a new reality emerging in which sustainability is not only a key concern but also a pivotal driver that is essential to your company’s future. Sustainability Leaders: • Envision a compelling future • Architect bridges to transition company business sustainably • Embody a supportive company culture • Build relationships that achieve goals • Inspire and engage key stakeholders • Anticipate sustainability opportunities Leadership purpose, mindfulness, reflection and presence are critical to succeeding sustainably
  • 11. Experiential Learning Games Speed and Deepen Leadership Capabilities 11 GlobStrat Triple Bottom Line Strategic Business Simulation
  • 12. Simulation Exercise A Scenario 1. What you know about your new company: a. Successfully produces a basic computer tablet b. Sells primarily in company’s domestic market c. interested in being more sustainable d. Innovative competition is forcing reassessment of business model e. (Read A Scenario handout) 2. Table discussion:  Where will you start? How will you start? And why? 3. Tables report out to group 12 You have just been hired by GlobStrat Technologies as a new Vice President.
  • 13. Sustainability-Based Leadership Culture Drives Business Success
  • 14. Sustainability: Strategic Business Imperative A Leadership Perspective • Sustainability and operational excellence – People • Diversity and inclusion • Learning and fulfilment • Appreciation and engagement – Technologies and materials • Low environmental impact • High beneficial impact – Value chain • Responsible management • Raising the bar • Sustainability and market excellence – Continuing profitability – Industry leadership • Sustainability and the creation of value – Talent acquisition and retention – Stock and share value – Contributions to well-being and prosperity 14
  • 15. Interacting Functions Sales, Marketing, Finance, Production, R & D and HR
  • 16. Develop Your Business Model Volume-Cost Domination Differentiation Quality & ISO certifications Service Coverage Differentiate from competitors Create real value Build actual, sustainable competitive advantage Source: Michael Porter
  • 17. Team by Team Triple-Bottom-Line Results
  • 19. The experiences of two corporate leaders who brought what they learned about leadership for sustainability into their companies 19 Bob Coleman Lauren Cranmer
  • 20. A Perspective on Leadership For Building a Sustainable Enterprise
  • 21. 21 1. What is a Sustainable Enterprise? 2. Is Sustainability a Strategic Business Imperative? 3. What are its Key Elements? 4. WHAT IS LEADERSHIP’S ROLE? Some Key Questions
  • 22. 22 Leadership’s Role • You must first understand your business, and the risks, opportunities and value to all stakeholders • Act on the opportunities; quantify the risks and value; convert risks to opportunities • Communicate risks, opportunities and value to all stakeholders • Continually assess and realign plans
  • 23. 23 Program Learnings • Integrating TBL is part mindset and part investment, but the return can be significant • Spending on sustainability can help deliver top and bottom line benefits • Build your sustainability plan upfront to establish the fit and foundation--TBL is not a fast follow • You need to balance informed decision- making with risk-taking
  • 25. 25 Envision the Future • Changing world • Systems Thinking • Trends • Globalization • Economy • Regulatory • Technology • Customer needs • Business model changes • Developing capability to lead change • Kotter 8 step framework
  • 26. 26 Leadership in a changing time… • Leadership Behaviors • Communication • IQ/EQ • Listening • Inspiring – talk their language • Healthy debate/problem solving • Enabling others to act • Leadership is the act of getting someone else to do something you want done because he wants to do it • Millennials • Social Networking
  • 27. 27 You don’t need a title to be a leader • Passion/Hard work • Build Understanding & • Relationships • Metrics and data • GlobStrat – • Viewpoints of all major corporate functions (WIIFM: sales, mktg, R&D, Ops, HR, Finance) • When and how does it make sense to invest in sustainability/CSR • Tools to help quantify lifecycle benefits? Without data you’re just another person with an opinion
  • 28. 28 What are your CEOs saying? • We believe the long-term success of Whirlpool is tied in part to the health and well-being of society in general – Jeff Fettig, CEO of Whirlpool • …Public companies can move the collective needle by using their human and financial resources to innovate in ways that benefit both private interests and the public good – Ronald Williams, CEO of Aetna • In the next decade, the most successful companies will be those that integrate sustainability into their core businesses – Jim Owens, CEO Caterpillar • It takes 20 years to build a reputation and five minutes to ruin it – Warren Buffet
  • 30. Company Conundrums in Addressing Sustainability-Related Challenges People-Related Challenges  Changing Mind-Sets and Behavior  Filling the Pipeline from STEM Disciplines  Overwhelming Workloads and Competing Priorities  HR and OD Need to Seize this Opportunity
  • 31. Promote Well-Being by Cultivating Sustainability-Inspired Habits and Practices • Silent Reflection • Mindfulness • Listening generously • Both-And • Being, Satisfaction • Caring, Compassion, and Service • Gratitude • Collaboration • Balance
  • 32. Three Big Tipping Points • Co-Creation • Bottom-Up • Long View
  • 34. Thank you! www.TransitioningToGreen.com info@transitioningtogreen.com Jeana Wirtenberg, Ph.D. CEO Transitioning to Green jwirtenberg@transitioningtogreen.com Robert Coleman Senior Manager, Office of Sustainable Development & Product Stewardship at Church & Dwight Co., Inc. Robert.Coleman@churchdwight.com Lauren Cranmer, Corporate Sustainability Manager with Becton Dickinson (BD) lauren_cranmer@bd.com