ThriveAbility- Presentation to Oasis of Excellence Innovation Conference- Paris v4

608 views

Published on

How can businesses create a thriving world? Robin explains how incremental and disruptive innovations within the ThriveAbility framework generate breakthroughs that ca make that happen. At the same time, this creates a new kind of competitive advantage for businesses, based on synergies that are created in their business ecosystems.

Published in: Business, Spiritual
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
608
On SlideShare
0
From Embeds
0
Number of Embeds
6
Actions
Shares
0
Downloads
5
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

ThriveAbility- Presentation to Oasis of Excellence Innovation Conference- Paris v4

  1. 1. OASIS OF EXCELLENCE IN INNOVATIONPARIS, APRIL 20 2013© Dr Robin Lincoln Wood Renaissance2 Foundation1
  2. 2. TODAY’S THRIVEABILITY AGENDATODAY’S THRIVEABILITY AGENDATODAY’S THRIVEABILITY AGENDATODAY’S THRIVEABILITY AGENDA• THE THRIVEABILITY STORY• THE UNCONSCIOUS, LINEAR ECONOMY- The Consequences of Business as Usualand Why Sustainability is not Working• THE CONSCIOUS, CIRCULAR ECONOMY- Turning Sustainability Upside Down andSetting the ThriveAbility Agenda• THE ESSENTIALS OF THRIVEABILITY• THE VIABILITY FACTOR- Current & Goal States• THE IMPROVEMENT & BREAKTHROUGH FACTORS- Improvement as Usual vsDisruptive Innovations for ThriveAbility• DERISKING IN COMPLEX ECOSYSTEMS• THRIVEABILITY METHODS, TOOLS AND TECHNIQUES• LEADING THE TRANSFORMATIONAL THRIVEABILITY JOURNEY• PANEL DISCUSSION- What Is Needed To Embed Thriveability in ourOrganisations & Economy?• THRIVEABILITY MINI-WORKSHOP- Group Discussion & Brainstorming• COLLECT & SHARE BEST IDEAS- Plenary• SUMMARY, LESSONS LEARNED & CLOSING© Dr Robin Lincoln Wood Renaissance2 Foundation 2
  3. 3. THE THRIVEABILITY STORY© Dr Robin Lincoln Wood Renaissance2 Foundation 3
  4. 4. © Dr Robin Lincoln Wood Renaissance2 Foundation1972KeepKeepKeepKeep SandtonSandtonSandtonSandtonClean, GreenClean, GreenClean, GreenClean, Greenand SereneCampaign1992BorneoBorneoBorneoBorneoRainforestRainforestRainforestRainforestShell Project1995CreatingCreatingCreatingCreating thethethetheFuture ofFuture ofFuture ofFuture ofComputingComputingComputingComputingHP2002TonyTonyTonyTony Blair’sBlair’sBlair’sBlair’sPolicyPolicyPolicyPolicyAdvisorsAdvisorsAdvisorsAdvisors---- TheTheTheTheDigitalDigitalDigitalDigitalEconomyEconomyEconomyEconomyNumber 10Policy Unit4
  5. 5. © Dr Robin Lincoln Wood Renaissance2 Foundation 5
  6. 6. RIO+20RIO+20RIO+20RIO+20
  7. 7. NumberofEarths2050201019600.51.52.52.3 Earths:Business-as-Usual1.1 Earths:Vision2050Carbon FootprintCroplandGrazing landForest landTHE FOOTPRINT OF OUR SPECIES ON EARTHTHE FOOTPRINT OF OUR SPECIES ON EARTHTHE FOOTPRINT OF OUR SPECIES ON EARTHTHE FOOTPRINT OF OUR SPECIES ON EARTHIS COMPLETELY UNSUSTAINABLEIS COMPLETELY UNSUSTAINABLEIS COMPLETELY UNSUSTAINABLEIS COMPLETELY UNSUSTAINABLE© Dr Robin Lincoln Wood Renaissance2 Foundation 7
  8. 8. BUTBUTBUTBUT DON’TDON’TDON’TDON’T WEWEWEWE HAVEHAVEHAVEHAVE ALREADYALREADYALREADYALREADY THETHETHETHETECHNOLOGYTECHNOLOGYTECHNOLOGYTECHNOLOGY TOTOTOTO SOLVESOLVESOLVESOLVE THETHETHETHE PROBLEMPROBLEMPROBLEMPROBLEM????© Dr Robin Lincoln Wood Renaissance2 Foundation 8
  9. 9. © Dr Robin Lincoln Wood Renaissance2 Foundation 9
  10. 10. © Dr Robin Lincoln Wood Renaissance2 Foundation 10
  11. 11. © Dr Robin Lincoln Wood Renaissance2 Foundation 11
  12. 12. © Dr Robin Lincoln Wood Renaissance2 Foundation 12
  13. 13. THINKING UPSIDE DOWN
  14. 14. • Growth- Transcend thematerialism of modernity• Development- Embrace fullspectrum of human potential• Diversity- Enjoy the richnessof diverse cultures & sharecommon perspectives• Consciousness- On a planetthat is increasingly alive,conscious & reaching for thestars
  15. 15. FROM:FROM:FROM:FROM: AN UNSUSTAINABLE, HIGH STRESS, LINEARECONOMY POWERED BY FEAR, FOSSIL FUELS & MATERIALISM© Dr Robin Lincoln Wood Renaissance2 Foundation15
  16. 16. GUESS WHO?"In both business and economic development, our understanding of success hasbeen incomplete. Previous efforts to go beyond economic measurement alonehave laid important groundwork,but we need a more holistic, comprehensive, andrigorous approach.is an attempt to address these gaps andopportunities.Social progress depends on the policy choices,investments, andimplementation capabilities of multiple stakeholders – government, civil society,and business.Action needs to be catalysed at country level. By informing and motivating thosestakeholders to work together and develop a more holistic approach todevelopment, I am confident that social progress will accelerate."© Dr Robin Lincoln Wood Renaissance2 Foundation 16Michael Porter – 2013 - 34 years after“Competitive Strategy” first published
  17. 17. TO:TO:TO:TO: A THRIVING CIRCULAR ECONOMY POWERED BYCARING, RENEWABLE ENERGY & CONSCIOUS ENTERPRISERenewableEnergyThriving GlobalCivilisationRenewed BiosphereCarrying Capacity© Dr Robin Lincoln Wood Renaissance2 Foundation 17Not a particle of waste
  18. 18. W H A T I S T H R I V A L ?© Dr Robin Lincoln Wood Renaissance2 Foundation 18At its simplest,Thrival can be recognisedin a society by flourishing humanbeings fulfilling their potential in waysthat promote a positive state ofwellbeing in a sustainable environment.There are several different dimensions:• Human Flourishing Measures• Social Progress Indicators• Stages of Human Development• Global Footprint Index• Global Happiness Index• Stockholm Resilience Institute• World Business Council for SustainableDevelopment
  19. 19. W H AT I S H U M A N F L O U R I S H I N G ?”If you want well-being,you will notget it if you care only aboutaccomplishment [e.g.profit].To flourish,we must learn that thepositive business & the individualstherein must cultivate meaning,engagement,positive emotion &positive relations.”PERMAP o s i t i v e P s y c h o l o g yE n g a g e m e n tR e l a t i o n s h i p sM e a n i n gA c c o m p l i s h m e n t© Dr Robin Lincoln Wood Renaissance2 Foundation 19
  20. 20. © Dr Robin Lincoln Wood Renaissance2 Foundation 2052Social ProgressIndicators3 Categories:Basic Human NeedsFoundations of WellbeingOpportunity50 countries =5,25 billion people
  21. 21. © Dr Robin Lincoln Wood Renaissance2 Foundation 21
  22. 22. © Dr Robin Lincoln Wood Renaissance2 Foundation 22
  23. 23. FINLAND807.46.2New Hybrids of Technical & Social Innovationare Required to Accelerate Us on our JourneyToward ThriveAbility© Dr Robin Lincoln Wood Renaissance2 Foundation 23
  24. 24. © Dr Robin Lincoln Wood Renaissance2 Foundation 24
  25. 25. © Dr Robin Lincoln Wood Renaissance2 Foundation 25
  26. 26. THETHETHETHE ESSENTIALSESSENTIALSESSENTIALSESSENTIALS OF THRIVEABILITYOF THRIVEABILITYOF THRIVEABILITYOF THRIVEABILITY© Dr Robin Lincoln Wood Renaissance2 Foundation 26
  27. 27. The Carrying Capacity ofMy World© Dr Robin Lincoln Wood Renaissance2 Foundation 27
  28. 28. © Dr Robin Lincoln Wood Renaissance2 Foundation 28Biosphere Carrying CapacityGlobal Socio-Economic FootprintSustainable Technology IntensityRenewable EnergyForests & AgricultureResilient HabitatsLow Carbon TransportBCCGSEFVF 0 = ∆ STI VF 1=x
  29. 29. Current State Goal StateBiosphere Carrying CapacityGlobal Socio-Economic FootprintBCCGSEF=11,6≤ 1= Not ViableBCCGSEF=10,9≥ 1= ViableSocioEconomicInnovations∆BCCGSEF=11,6≤ 1= Not ViableBCCGSEF=1,51≥ 1= ViableBiosphere EnhancingInnovations∆© Dr Robin Lincoln Wood Renaissance2 Foundation 29
  30. 30. THEINTERFACESTORY© Dr Robin Lincoln Wood Renaissance2 Foundation 30Interface®, Inc., began in 1973 when Founder Ray C. Anderson recognized the need forflexible floorcoverings that would facilitate the emerging technologies of the modern office.Over the years, Interface became the world’s largest producer of modular carpet withmanufacturing on four continents and sales in more than 110 countries.In 1994, Ray set the company on a new course, moving it away from the traditionalindustrial model and toward a business focused on sustainability, using a cyclical modelmimicking nature. Today, Interface is a billion-dollar corporation, named by Fortunemagazine as one of the “Most Admired Companies in America” and the “100 BestCompanies to Work For.”In 1994, while preparing remarks on Interface’s environmental vision for a company taskforce meeting, Ray Anderson, experienced a fundamental perspective change. Seekinginspiration for his speech, Ray read Paul Hawken’s “The Ecology of Commerce” and wasdeeply moved — an experience he has described as an epiphany. It awakened Ray to theurgent need to set a new course for Interface toward sustainability.
  31. 31. THE INTERFACESTORY© Dr Robin Lincoln Wood Renaissance2 Foundation 31For instance, carpets may contain:•Known carcinogens such as pKnown carcinogens such as pKnown carcinogens such as pKnown carcinogens such as p----DichlorobenzeneDichlorobenzeneDichlorobenzeneDichlorobenzene. These chemicals may also causehallucinations, nerve damage and respiratory illness in humans.•4444----PC, the chemical that gives carpets their distinctive "new carpetPC, the chemical that gives carpets their distinctive "new carpetPC, the chemical that gives carpets their distinctive "new carpetPC, the chemical that gives carpets their distinctive "new carpet smell"smell"smell"smell"and is associated witheye, nose and upper respiratory problems.•Mothproofing chemicals, which contain naphthalene.Mothproofing chemicals, which contain naphthalene.Mothproofing chemicals, which contain naphthalene.Mothproofing chemicals, which contain naphthalene.•Fire retardants with PBDEsFire retardants with PBDEsFire retardants with PBDEsFire retardants with PBDEs, which may cause damage to thyroid, immune system and braindevelopment functions in humans.Older carpets can be more problematic than new ones for two reasons:1.Older carpets may contain older, more toxic chemicals that have since been banned fromthe market2.Older carpets accumulate toxins (such as cigarette smoke, pesticide sprays, paint fumes,etc.) and can slowly release them over time.
  32. 32. © Dr Robin Lincoln Wood Renaissance2 Foundation 32THE INTERFACE STORY
  33. 33. INTERFACE MISSION ZERO - 2013© Dr Robin Lincoln Wood Renaissance2 Foundation 33Interface will become the first name in commercial and institutional interiorsworldwide through its commitment to people, process, product, place andprofits. We will strive to create an organization wherein all people areaccorded unconditional respect and dignity; one that allows each person tocontinuously learn and develop.We will focus on product (which includes service) through constant emphasison process quality and engineering, which we will combine with carefulattention to our customers’ needs so as always to deliver superior value to ourcustomers, thereby maximizing all stakeholders satisfaction.We will honor the places where we do business by endeavoring to become thefirst name in industrial ecology, a corporation that cherishes nature andrestores the environment. Interface will lead by example and validate byresults, including profits, leaving the world a better place than when we began,and we will be restorative through the power of our influence in the world.
  34. 34. INTERFACE STORY – A HAPPY ENDING?© Dr Robin Lincoln Wood Renaissance2 Foundation34Achieving ZeroAchieving ZeroAchieving ZeroAchieving Zero FootprintFootprintFootprintFootprint ---- 2020202020202020Our ambitious sustainability goals includereducing our impacts on the environment toachieve zero environmental footprint. Our peoplehave embraced this bold vision, and we’vealready achieved progress beyond ourimagination. This is a goal that demands constantimprovement and attention, but the ambition ofthis goal encourages us to dream big andaccomplish things we never thought possible.Interfacesshare price hasmoved fromUSD$3 to overUSD$19 in fouryears.
  35. 35. Current State Future StateHumanCapacityforChangeCollectiveIntelligenceThrival:FlourishingandWellbeingThe Human Capacity for Change- we can grow, learn and develop all our lives,enabling us to change and transform very quickly. Creativity, innovation &sometimes paradigm shifts occur more often, especially in crises.© Dr Robin Lincoln Wood Renaissance2 Foundation 35Collective Intelligence- we now have a sea of global data and technologieswhich provide us with very high levels of collective intelligence. This createsforesight with predictive capabilities and potentially wisdom for bettercollective decisionmaking.
  36. 36. © Dr Robin Lincoln Wood Renaissance2 Foundation 36
  37. 37. Current State Goal StateHumanCapacityforChangeCollectiveIntelligenceImprovement Factor Many Small ∆’sThrival:FlourishingandWellbeing=Incremental Innovations1/Rate of Adoption=In CSR and Sustainability incremental innovations and a slow rate of adoptionare failing to close the sustainability gap, for at least three reasons:• They lack a clear context beyond the immediate organisational issues• They ignore the possibilities inherent in transformational change andcollective intelligence• They are generally poorly informed and risk averse© Dr Robin Lincoln Wood Renaissance2 Foundation 37
  38. 38. This enables existing disciplinesto be integrated in creativeways, leading to innovativeoutcomes that are gamechangers© Dr Robin Lincoln Wood Renaissance2 Foundation 38THE HUMAN CAPACITY FOR CHANGE & TRANSFORMATION:POSSIBILITIES FOR SYNTHESIS & BREAKTHROUGHSEach stage of humandevelopment is a transformationthat transcends & includes all ofthe others.
  39. 39. THE PUMA STORY -ORIGINS© Dr Robin Lincoln Wood Renaissance2 Foundation 39
  40. 40. THE PUMA STORY – ZEITZ AND THE ‘EPL’© Dr Robin Lincoln Wood Renaissance2 Foundation 40Jochen Zeitz joined PUMA in 1990 and in 1993 was appointed Chairman and CEO at the ageof 30. Zeitz then spearheaded the worldwide restructuring of PUMA, and implemented along-term development plan that saw PUMA’s share price gain around 4000 percentin 13years, from 8.6 Euros in his first year as CEO to an all-time high of 350 Euros when themajority stake of the company was acquired by Kering in 2007. Zeitz managed to turn PUMAfrom a low priced, undesirable brand into one of the top 3 brands in the sporting goodindustry.In 2008 Zeitz introduced PUMAVision as an umbrella concept to implement an ethicalframework defined by the four key principles of being Fair, Honest, Positive and Creative asapplied to all professional behavior, business procedures and relationships throughout andoutside of PUMA.Zeitz conceived the Environmental Profit & Loss Account (E P&L) and coined the term and inMay 2011 he announced PUMA’s Environmental Profit & Loss Accountthat puts a monetaryvalue to a businesses use of ecosystem services across the entire supply chain. In October2010, Zeitz was appointed Chief Sustainability Officer (CSO) at Kering and soon afterlaunched PPR HOME, a new and holistic sustainability initiative across the global brands ofthe Group that operates four interconnected strands of Leadership, Ecology, Humanity andCreativity.
  41. 41. THE PUMA EPL STORY© Dr Robin Lincoln Wood Renaissance2 Foundation 41As an industry leader in sustainability, PUMA had already delivered on many sustainabilityinitiatives since 1999. At the end of 2009:• we were setting ourselves ambitious targets to reduce CO2 emissions, energy, waste andwater in PUMA offices, stores, warehouses and direct supplier factories by 25% by 2015.• it occurred to me that - while all these initiatives are crucially important to help reducePUMA’s negative environmental impact - we had to take the next step and demonstratebusiness as a force for better.Having been inspired by The Economics of Ecosystems and Biodiversity (TEEB) study whichdraws attention to the global economic benefits of biodiversity and valuing natural capital, Irealized that in becoming a truly sustainable business we must address the cost of ourbusiness to nature and value it accordingly.
  42. 42. © Dr Robin Lincoln Wood Renaissance2 Foundation 43After searching for a solution and tool to implement at PUMA, and finding that there wasnothing available, I realized that never before had a company accounted for andintegrated the immense value - the true cost – of these services provided by nature suchas fresh water, clean air, healthy biodiversity and productive land - which all businessesdepend on.I wanted to know how much :• we would need to pay for the services nature provides so that PUMA can produce,market and distribute footwear, apparel and accessories made of leather, cotton,rubber or plastic for the long run• compensation we would have to provide if nature was asking to be paid for the impactdone through PUMA’s manufacturing process and operations.While nature is much more to us as humans than a mere “business”, the simple questionI put forward was - if our planet was a business, how much would it ask to be paid for theservices it provides to a company in order to operate?THE PUMA EPL STORY
  43. 43. © Dr Robin Lincoln Wood Renaissance2 Foundation 44
  44. 44. THE PUMA LESSON© Dr Robin Lincoln Wood Renaissance2 Foundation 45Placing a monetary value on our impacts - on natural services - has helpedto illustrate the potentially negative impact depleted ecosystems can haveon a business’ future performance. It is common practice in the corporateworld that this ‘inherent’ value of nature is not defined and integrated intoa company’s accounting.Some corporations believe that businesses solely rely on financials and aredriven by their “bottom lines”. However, even those concerned only aboutbottom lines - and not the fate of nature - must now begin to realize thatthe sustainability of business itself depends on the long-term availability ofnatural capital.
  45. 45. Breakthroughs occur at intersections of Bodies of Knowledge© Dr Robin Lincoln Wood Renaissance2 Foundation 46
  46. 46. Current State Goal StateTransformationalChangeCollectiveIntelligenceBreakthrough Factor BIG ∆Thrival:FlourishingandWellbeing=Disruptive Innovations1/Rate of Adoption=Breakthrough innovations close the sustainability gap and lead to thrival:• They focus on business ecosystem and global issues• They exploit the possibilities inherent in transformational change and thepredictive capabilities of collective intelligence to guide wise investments© Dr Robin Lincoln Wood Renaissance2 Foundation 47
  47. 47. BCCGSEFVF 0 = ∆ STI VF 1=Many More Small ∆’s=Incremental Innovations1/Rate of Adoption=More BIG ∆’s=Disruptive Innovations1/Rate of Adoption=THE ∆ FACTOR = Social Innovation Intensity (‘SII’)Let us illustrate the ThriveAbility Factor using an optimistic version of theWBCSD Vision 2050 scenarios, with variables as follows:• VF1 = BCC of 1/GSEF of 0,9 = 1,111 (using 0,9 planets in 2050)• VF0 = BCC of 1/GSEF of 1,6 = 0,625 (using 1,6 planets in 2013)
  48. 48. © Dr Robin Lincoln Wood Renaissance2 Foundation 49Let us illustrate the ThriveAbility Factor using an optimistic version of theWBCSD Vision 2050 scenarios, with variables as follows:• VF1 = BCC of 1/GSEF of 0,9 = 1,111 (using 0,9 planets in 2050)• VF0 = BCC of 1/GSEF of 1,6 = 0,625 (using 1,6 planets in 2013)ThisThisThisThis outcomeoutcomeoutcomeoutcome---- aaaa thrivingthrivingthrivingthriving world for all by 2050world for all by 2050world for all by 2050world for all by 2050----IsIsIsIs achievableachievableachievableachievable ifififif wewewewe follow thefollow thefollow thefollow the principlesprinciplesprinciplesprinciples of ThriveAbilityof ThriveAbilityof ThriveAbilityof ThriveAbility
  49. 49. SOME APPLICATIONS1. Defining the limits/constraints on your business model, products or servicestoday (VF0) and in the future (VF1).2. Calculate your ThriveAbility Factor now. What could it be in the future?3. Imagine your most powerful competitor has worked out how to overcomesuch constraints to deliver a much higher ThriveAbility Factor than you.4. Identifying the leverage points that could be breakthroughs for your businessmodel, products or services on a trajectory from today into the future5. Developing an innovation trajectory that yields both improvements andbreakthroughs based on 1 and 2 above.6. Identify who you would need to partner with outside of your organisation tomake these innovations a reality.© Dr Robin Lincoln Wood Renaissance2 Foundation 50
  50. 50. MAKINGMAKINGMAKINGMAKING THRIVEABILITY A REALITYTHRIVEABILITY A REALITYTHRIVEABILITY A REALITYTHRIVEABILITY A REALITYMETHODS, TOOLS & TECHNIQUES© Dr Robin Lincoln Wood Renaissance2 Foundation 51
  51. 51. The right trianglecontains theThriveAbilityEquation and theintegrated modelling& algorithms fordecisionmaking andthe dashboardTop triangle contains the macro- perspective, with theNorth Star pathways acting as integrators for key trendschallenges and opportunitiesBottom triangle contains the micro-perspective, withstrategic capabilities interacting with key challengesand opportunitiesThe ThriveAbilityDashboard maps andtracks the actual shiftsvs the required shiftsand defines actionneeded to close gapsThe left trianglecontains theThriveAbility Processwhich interfaces allof this intoorganisationalmanagement andbusiness processes
  52. 52. BEGINNING THE JOURNEY OFInvolves Clarifying, redefining and combining….© Dr Robin Lincoln Wood Renaissance2 Foundation 53
  53. 53. © Dr Robin Lincoln Wood Renaissance2 Foundation 54
  54. 54. Pay for PerformanceMore Security - Less RiskScienceTechnologyProductsInfrastructureFinancingInvestmentFinanciers&InvestorsStocks of RawMaterialsServiceProvidersKnowHowProviders ofInfrastructure& ProductsTomorrow’sMaterials atYesterday’s PricesAssurance ofRevenues & Costs© Dr Robin Lincoln Wood Renaissance2 Foundation 55
  55. 55. 56LifecyclePerformancecycleANCIENT BUSINESS MODEL56TimeUser Satisfaction &Product Durability%
  56. 56. Fast innovation cycle inspires consumer need.TimeLifecyclePerformancecycleProductDurability/UserSatisfactionGrowth drivers in saturated markets: InnovationWaste
  57. 57. Short life span undermines user need.TimeProductDurability/User needPerformancecycleGrowth drivers in saturated markets: bad qualityWasteLifecycle
  58. 58. TODAY’S PRODUCTS ARETOMORROW’S RESOURCES ATYESTERDAY’S PRICESWalter Stahel
  59. 59. INTEGRAL DESIGN AND MODULAR DISASSEMBLY
  60. 60. OPAiTurntoo PartnersOUR THRIVEABILITY CONSORTIUMOUR THRIVEABILITY CONSORTIUMOUR THRIVEABILITY CONSORTIUMOUR THRIVEABILITY CONSORTIUM PARTNERPARTNERPARTNERPARTNER
  61. 61. 6262PRODUCER RESPONSIBILITYPRODUCER RESPONSIBILITYENERGY REDUCTION AFTERINSTALLATION
  62. 62. REAL ESTATEAS RAWMATERIAL BANKREAL ESTATEAS RAWMATERIAL BANK
  63. 63. kartonnen binnenwandenschanskorvenE-draaideurriet triple glas houtconstructie
  64. 64. Maxima pleinBuitenruimtescholenBuitenruimteKDOPSZBuitenruimteBuitenruimteGEMEENTEHUISBRUMMENVOGELVLUCHTNIEUWE SITUATIE
  65. 65. 66INTERIORAS RAWMATERIAL BANKINTERIORAS RAWMATERIAL BANK
  66. 66. CIRCULAR ECONOMYWOULD RESULT IN SAVINGSOF €500 BILLION
  67. 67. LEADERSHIP FOR THRIVEABILITYTHE NEED FOR INTEGRAL LEADERSHIP & TRANSFORMATIVE CHANGE© Dr Robin Lincoln Wood Renaissance2 Foundation 69
  68. 68. © Dr Robin Lincoln Wood Renaissance2 Foundation 70
  69. 69. THOUGHT LEADERSHIP CURVEFocuses on Beneficial Human EmergenceScaled Up through ThriveAbilityViable Futures underpinned byIntegral Design (Beneficial Food,Water, Air, Energy, Habitat, Wellnessetc.) and the ThriveAbility ApproachNEW ERANOWCHAORDICZONEBRIDGINGZONEOLD ERALEADING THROUGH COMPLEXITYThought Leadership utilises Integral Design to bridgeThought Leadership utilises Integral Design to bridgeThought Leadership utilises Integral Design to bridgeThought Leadership utilises Integral Design to bridge tttthe gap between the old and newhe gap between the old and newhe gap between the old and newhe gap between the old and neweras:eras:eras:eras:• Thought LeadershipThought LeadershipThought LeadershipThought Leadership anticipates what is coming next naturally, addressesunderlying issues, triggers systemic change, and creates cultural resilience; all ofwhich leads to long-term organisational and societal viability• IIIIntegral Designntegral Designntegral Designntegral Design uses deep insights plus action-based learning to create beneficiallyabundant innovation© Christopher and Sheila Cooke 5Deep Ltd ThriveAbility Core Team Partners 71
  70. 70. ThriveAbility represents thefor all of us.This involves expressing our own unique abilities in away that ,while honoring the limits we each encounter in ourstriving for thrival.It also requires us to, as wedesign the integral pathways toward thrival for all.© Dr Robin Lincoln Wood Renaissance2 Foundation72
  71. 71. © Dr Robin Lincoln Wood Renaissance2 Foundation 73
  72. 72. To create an global open platform that:• becomes the acknowledged way of creating thrivingbusinesses and communities• embeds sustainable value through next generationsustainable innovation, organisationaltransformation through conscious evolution• radically simplifies and deeply integrates new withexisting methods, practices and tools through theThriveAbility Consortium© Dr Robin Lincoln Wood Renaissance2 Foundation 74
  73. 73. © Dr Robin Lincoln Wood Renaissance2 Foundation 75ThriveAbilityCivil SocietyInvolving and learningfrom the for-impactorganisations and com-munities setting thestandards for lifestyles ofThriveAbility.ThriveAbilityThinking• Awareness raising• Training• EducationThriveAbilityApps• Dashboards• Diagnostics• SimulatorsProviders of data on Thrival/Wellbeing/Happiness plus psychographic dataThriveAbilityBusiness Movement• Pioneering academics,business leaders &consultants demon-strating ThriveAbility inaction• Investors and ratersredefining whatsuccess means.Providers of environmental, social & business data on sustainability and CSR
  74. 74. Members© Dr Robin Lincoln Wood Renaissance2 Foundation 76Members
  75. 75. 1. ThriveAbility Dashboard (measuring/mapping meaningful performancebreakthroughs, not incremental changes, with metrics that inform the design ofspaces for accelerated evolution)2. Integrative Benchmarking & Best Practice (at level of systemic dynamics ofmacro/meso/micro interactions)3. Joint Research Projects (within and between business ecosystems)4. Transformation through Sustainable Innovation, Strategy and Design (Methods &tools to drive transformation incl. serious gaming)5. Stakeholder Alignment (co-creative, collaborative approaches to scanning &mapping actual & required shifts in stakeholder values & ideals)6. ThriveAbility Leadership (from ThriveAbility Thinking to Design, Innovation,Strategy & Change capabilities)7. Scaling ThriveAbility (Training and Licensing practitioners & projects)© Dr Robin Lincoln Wood Renaissance2 Foundation 78
  76. 76. • Charter, principles, processes and events• Programs, Dashboards and Navigation Systems• Methods and Toolkit prototypes• Training, development and licensing programs• Form a community of organisations across key industries• Pioneer the use of the ThriveAbility principles, practices, dashboards & toolkits• Act as a community of practice in Europe and globally, role modelling ThriveAbility• Become involved in programs, events, training and development• Demonstrate ThriveAbility practitioner skills and results in their work© Dr Robin Lincoln Wood Renaissance2 Foundation 79
  77. 77. MINIMINIMINIMINI----WORKSHOPWORKSHOPWORKSHOPWORKSHOP ---- SOSOSOSO WHAT CAN YOU DO IN YOURWHAT CAN YOU DO IN YOURWHAT CAN YOU DO IN YOURWHAT CAN YOU DO IN YOURBUSINESS OR ORGANISATION TOBUSINESS OR ORGANISATION TOBUSINESS OR ORGANISATION TOBUSINESS OR ORGANISATION TO EMBED THRIVEABILITY?EMBED THRIVEABILITY?EMBED THRIVEABILITY?EMBED THRIVEABILITY?For this exercise, we would like you to answer five questions in your group:1. Describe the value-added of the most successful innovation associated with yourorganisation in terms of:a. The customer/market/end-userb. The environmentc. Local communitiesd. The regions/countries where you operate.2. What are the most powerful limits/constraints on scaling this innovation to the nextlevel?3. How might you use these limits/constraints to reinvent your innovation and/or businessdesign?4. What would you need to change in your organisation and its business ecosystem to:a. Reduce your footprint to zero? (How would you measure this?)b. Maximise the thrival in your organisation and its business ecosystem? How would youmeasure this?5. What are the implications of your answers to the questions above for your leadership ofyour organisation and its culture?© Dr Robin Lincoln Wood Renaissance2 Foundation 80
  78. 78. THRIVEABILITY TRAINING & DEVELOPMENT -2013In 2013 we invite you to join us for one or more of the events featuring ThriveAbility:• 19/06/13 - 57th EOQ Congress - Featuring ThriveAbility Keynote-http://www.quality2013.eu/Embedding ThriveAbility – 3 day weekend immersion programs: Chateau La TourApollinaire, Perpignan, France• 28/06/13 - Embedding ThriveAbility 2 – Perpignan- places still available• 27/09/13 - Embedding ThriveAbility 3 – Perpignan- places still available• 13/12/13 - Embedding ThriveAbility 4 – Perpignan- places still availableTo find out more and book your place with leading pioneers in the circular economy,breakthrough sustainability strategy, innovation, thrival and more, visit us at:http://r2meshwork.ning.com© Dr Robin Lincoln Wood Renaissance2 Foundation 81

×