Joe Laur, at Opportunity Green 2009


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Joe Laur, at Opportunity Green 2009

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Joe Laur, at Opportunity Green 2009

  1. 2. Structure Mental Models Events Patterns Increasing leverage and learning Policies Processes Procedures Perceptions
  2. 12. Seven Benefits of Leading in a Regenerative Economy <ul><li>1. There is significant money to be saved. Interface, Xerox </li></ul><ul><li>2. There is significant money to be made. Xerox, Toyota, GMCR </li></ul><ul><li>3. You can provide your customers with a competitive edge. Anvil/Nike </li></ul><ul><li>4. Sustainability is a point of differentiation. Interface, BP,7 th Gen </li></ul><ul><li>5. You can shape the future of your industry. BP, Plug Power </li></ul><ul><li>6. You can become a preferred supplier. Plug Power </li></ul><ul><li>7. You can change your image and brand. Nike </li></ul><ul><li>Companies in every industry can successfully remake their reputations and brands through serious investments in environmental initiatives. </li></ul>
  3. 13. Our Future <ul><li>Reduce aggregate consumption. </li></ul><ul><li>Invest in the regeneration of living, social and natural capital, the foundation of all real wealth. </li></ul><ul><li>Accelerate social innovations, adaptation and learning by nurturing cultural diversity. </li></ul><ul><li>Reverse the “short-termism” that dominates capital markets and many business decisions. </li></ul><ul><li>Increase long-term economic performance through governance systems that promote collaborative stewardship of social, natural and intellectual capital. </li></ul>
  4. 15. Systems Thinking <ul><li>A process for collective inquiry, which uncovers & helps people to see: </li></ul><ul><li>Wholes rather than parts </li></ul><ul><li>Interrelationships rather than things </li></ul><ul><li>Interdependencies (circular causality) rather than linear cause & effect chains </li></ul><ul><li>Processes of change (patterns) rather than snapshots </li></ul>
  5. 16. Systems Thinking
  6. 17. Value of Systems Thinking <ul><li>Surface assumptions which drive our actions. </li></ul><ul><li>Learn about the consequences of our actions both intended and unintended over time. </li></ul><ul><li>Increase our capacity for holding apparent opposites. </li></ul><ul><li>Discover critical interfaces & leverage </li></ul><ul><li>Builds shared understanding of complex issues which is critical for commitment and collaboration. </li></ul>
  7. 18. When to Apply Systems Thinking <ul><li>Systems Thinking and Systems Sensing are useful when: </li></ul><ul><li>Complex issues arise </li></ul><ul><li>Multiple points of view (typically different) need to be understood </li></ul><ul><li>Collaboration across traditional boundaries is desired </li></ul><ul><li>Desire exists to understand critical factors that lead to sustainable growth </li></ul><ul><li>Repeated attempts have been made to solve an issue and it defies solution (chronic) </li></ul>
  8. 19. “ Sustainable development” and these emerging practices can reduce unsustainability, BUT Reducing unsustainability does not equate to creating sustainability e.g. recyclable and recycling do not mean regenerative, resilient, closed loop , sustainable!
  9. 20. There’s More to the Story Competence and attention decline (S-t-B) The solution becomes the problem. (Addiction) R1 Side effect S S B2 S O Delay O Symptomatic solution Problem symptom S B1 Fundamental solution
  10. 21. Reducing Unsustainability Does Not Produce Sustainability R1 Slow erosion of resources, delay of fundamental action S S Sustainability Path- e.g. true closed loop, driven by renewables Sustainable Development Path e.g. recycling B2 S O Delay O Eco-efficiency Unsustainability S B1 Industrial ecology
  11. 22. There’s More to the Story Competence and attention decline (S-t-B) The solution becomes the problem. (Addiction) R1 False sense of solution, delay while resources erode, lack of demand, market S S B2 S O Delay O Recyclable, recycling, One way street Resource depletion, Waste accumulation S B1 Closed Loop, Consumer is supplier