The document discusses leadership qualities and sustainability. It summarizes findings from a 2010 IBM study that interviewed over 1,500 CEOs worldwide, which found that creativity is the most important leadership quality. It also discusses how students are more focused on sustainability than CEOs. The document advocates for value-based leadership and discusses how sustainability has become an important issue for businesses.

1. Sustainability meets Leadership & Entrepreneurship
Sebastian Straube, Passion driven Sustainability Expert
Copyright by Sebastian Straube

2. Creativity is the most important leadership quality
The study is based on face-to-face conversations with more than 1500 CEOs worldwide
Source: Capitalising on Complexity, Global Chief Executive Officer (CEO) Study 2010, IBM Institute for Business Value

3. Creativity is the most important leadership quality
The study is based on face-to-face conversations with more than 1500 CEOs worldwide
Source: Capitalising on Complexity, Global Chief Executive Officer (CEO) Study 2010, IBM Institute for Business Value

4. Creativity is the most important leadership quality
The study is based on face-to-face conversations with more than 1500 CEOs worldwide
Source: Capitalising on Complexity, Global Chief Executive Officer (CEO) Study 2010, IBM Institute for Business Value

5. Creativity is the most important leadership quality
The study is based on face-to-face conversations with more than 1500 CEOs worldwide
Source: Capitalising on Complexity, Global Chief Executive Officer (CEO) Study 2010, IBM Institute for Business Value

6. Creative Leaders experiment to improve the status quo
Creative Leaders experiment to improve the status qup
Source: Capitalising on Complexity, Global Chief Executive Officer (CEO) Study 2010, IBM Institute for Business Value

7. The next generation of leaders
Source: Inheriting a complex world - Future leaders envision sharing the planet, IBM Institute for Business Value

8. Students are more focused on sustainability than CEOs
Source: Inheriting a complex world - Future leaders envision sharing the planet, IBM Institute for Business Value

9. The Biosphere Economy
Nine planetary boundaries
Source: The Biosphere Economy: Natural limits can spur creativity, innovation and growth, Volans
Adapted from: ‘A safe operating space for humanity’, Nature, by Johan Rockström,Will Steffen, Kevin Noone, Asa Persson,F. Stuart Chapin et al, September 23, 2009

10. The Biosphere Economy
Ecological Footprint and Biocapacity
Source: The Biosphere Economy: Natural limits can spur creativity, innovation and growth, Volans
Adapted from ‘The Ecological Power of Nations: The Earth’s Biocapacity as a New Framework for International Cooperation’, Global Footprint Network, 2009.

11. The Biosphere Economy
Natural limits can spur creativity, innovation & growth
Source: The Biosphere Economy: Natural limits can spur creativity, innovation and growth, Volans

12. Ecological footprint
Source: http://www.worldmapper.org/

13. Wealth
Source: http://www.worldmapper.org/

14. Population growth
Source: http://www.worldmapper.org/

15. Poverty
Source: http://www.worldmapper.org/

16. Outlook to 2050 - Population
Source: http://www.worldmapper.org/

17. Outlook to 2050 – Growth
Source: UN Population Division, World Population Prospects: The 2008 Revision, 2008

18. Outlook to 2050 – Growth
Source: Goldman Sachs, BRICs and Beyond, 2007

19. Outlook to 2050 – Growth
Source: World Bank, Global Economic Prospects, 2007

20. Happiness does not completely depend on GDP
Source: Deutsche Bank Research, Measures of Well-being, 2006

21. Reconsidering sucess and progress
Source: Deutsche Bank Research, Measures of Well-being, 2006

22. Value Based Leadership
Post Industrial Economy is based on knowledge & information
Materialistic Leadership Model Value Based Leadership
• High Profile Leader • Collaboration
• Dominant objective of goal • Social Responsibility
achivement • Sustainable Development
• Self-interested & individualistic • Critical Dialoge
outlook • Consensus oriented decision making
• Male model of life
• Materialistic perspective
Traditional management concepts are no longer responsive to new challenges of globalisation, deregulation,
rapid technological change, greater complexity and increasing competition -> increased importance of
intangible capital.
Source: Responsible Entrepreneurship, EBBF 2009

23. Sustainability on the business agenda

24. Which sector has a business case for sustainability?
Source: Sustainability: The Embracers seize advantage, MIT Sloan Management Review, Winter 2011

25. Organizational benefits of adressing sustainability
Source: Sustainability: The Embracers seize advantage, MIT Sloan Management Review, Winter 2011

26. CEO’s views on Sustainability
Source: A New Era of Sustainability, UN Global Compact-Accenture CEO Study 2010 (based on 766 completed responses)

27. CEO’s views on Sustainability
Source: A New Era of Sustainability, UN Global Compact-Accenture CEO Study 2010 (based on 766 completed responses)

28. Most critical challenges to the future of business
Source: A New Era of Sustainability, UN Global Compact-Accenture CEO Study 2010 (based on 766 completed responses)

29. Consumers are driving business sustainability
Source: A New Era of Sustainability, UN Global Compact-Accenture CEO Study 2010 (based on 766 completed responses)

30. Tipping point for embedded sustainability
Source: A New Era of Sustainability, UN Global Compact-Accenture CEO Study 2010 (based on 766 completed responses)

31. The new agenda for business
Source:WBCSD Vision 2050, 2010

32. How many Earths do we use in 2050?
Source:Global Footprint Network and WBCSD Vision 2050, 2010

33. A sustainable world in 2050
Source:WBCSD Vision 2050, 2010

34. Innovative Leadership for Sustainability
Source: IBM Institute for Business Value analysis, 2008

35. Let’s get started with business as un-usual!

36. Nature-Inspired Innovation
Biomimicry, Cradle to Cradle, Natural Capitalism, Blue Economy
Janine Benyus Michael Braungart Paul Hawken Gunter Pauli
William McDonough
Source: The Biosphere Economy: Natural limits can spur creativity, innovation and growth, Volans

37. Unreasonable Institute
Vision: Accelerate ventures that future generations will remember as having defined
progress in our time.
Source: http://unreasonableinstitute.org/ 50 Fellows

38. Unreasonable Institute
Giving the World’s Most Unreasonable Entrepreneurs Wings
Source: http://unreasonableinstitute.org/

39. Unreasonable Institute
Objectives
• Create effective, internationally scalable solutions to the biggest global
challenges of our time.
• Support the international collaboration of the world’s most promising
entrepreneurs.
• Educate Unreasonable Fellows in the most innovative principles of
entrepreneurship & equip them with integral skills, support, & financing.
• Elicit an international community of the world’s most innovative investors,
entrepreneurs and thought leaders… what we like to call the International
League of Unreasonables.
• Ensure that Boulder, Colorado is recognized an international hub for innovation
and entrepreneurship.
• Work relentlessly and have fun doing it.
Source: http://unreasonableinstitute.org/

40. Unreasonable Institute
Financial founding
Source: http://unreasonableinstitute.org/

41. Skoll Foundation
Mission: Drive large scale change by investing in, connecting and celebrating social
entrepreneurs and the innovators who help them solve the world’s most pressing problems
Source: http://www.skollfoundation.org/
70 Fellows

42. Skoll Foundation
Issues
• Economic and Social Equity benefits all segments of society, not a select few.
• Environmental Sustainability is an integral part of long-term economic
development and growth.
• Everyone has access to basic Health care.
• The Institutional Responsibility of corporate, governmental, and other powerful
interests can be upheld through standards for transparency, citizenship and
sustainability.
• Forging cross-cultural understanding and respect for human dignity can lead to
Peace and Security.
• Tolerance and Human Rights win over discrimination and persecution.
Source: http://www.skollfoundation.org/

43. Skoll Foundation
Financial founding
Source: http://www.skollfoundation.org/

44. Richard Reed, Adam Balon & Jon Wright
Founders, Innocent Drinks
Source: http://www.innocentdrinks.co.uk/

45. Innocent Drinks
Business Idea
Source: http://www.innocentdrinks.co.uk/

46. Yvon Chouinard
Founder, Patagonia
Source: www.patagonia.com

47. Patagonia
Patagonia's Mission Statement
„Build the best product, cause no unnecessary harm, use business to inspire and
implement solutions to the environmental crisis.”
Source: www.patagonia.com

48. Patagonia
We use 1% of our sales each year to support environmental work around the world.
Source: www.patagonia.com

49. Ray Anderson
Founder, Interface
Source: www.interfaceglobal.com

50. Interface
The Sustainability Journey – Mission Zero: To be the first company that, by its deeds,
shows the entire industrial world what sustainability is in all its dimensions: People,
process, product, place and profits — by 2020 — and in doing so we will become
restorative through the power of influence.
Source: www.interfaceglobal.com

51. Interface
The Sustainability Journey – Mission Zero
We’re now sixteen years into our journey and a decade away from the date we predicted for
achieving our vision – 2020. Company-wide commitment to Mission Zero has unleashed
innovative thinking and connected us to a higher purpose. We're simultaneously pursuing
sustainability along three paths - innovative solutions for reducing our footprint, new ways to
design and make products and an inspired and engaged culture.,
Source: www.interfaceglobal.com

52. Big business going sustainable

53. Marks & Spencer - Plan A
Source: Marks and Spencer Group plc, How We Do Business Report 2011

54. Marks & Spencer - Plan A
Source: Marks and Spencer Group plc, How We Do Business Report 2011

55. Marks & Spencer - Plan A
CEO, Stuart Rose
Source: Marks and Spencer Group plc, How We Do Business Report 2011

56. Marks & Spencer - Plan A
Source: Marks and Spencer Group plc, How We Do Business Report 2011

57. Marks & Spencer - Plan A
Source: Marks and Spencer Group plc, How We Do Business Report 2011

58. Marks & Spencer - Plan A
Source: Marks and Spencer Group plc, How We Do Business Report 2011

59. Marks & Spencer - Plan A
Source: Marks and Spencer Group plc, How We Do Business Report 2011

60. Marks & Spencer - Plan A
Source: Marks and Spencer Group plc, How We Do Business Report 2011

61. Marks & Spencer - Plan A
Source: Marks and Spencer Group plc, How We Do Business Report 2011

62. Marks & Spencer - Plan A
Source: Marks and Spencer Group plc, How We Do Business Report 2011

63. CocaCola - Live Positivly
Source: 2009/2010 Sustainability Review, CocaCola Company

64. CocaCola - Live Positivly
Live Positivly
Source: 2009/2010 Sustainability Review, CocaCola Company

65. CocaCola - Live Positivly
Source: 2009/2010 Sustainability Review, CocaCola Company

66. CocaCola - Live Positivly
Source: 2009/2010 Sustainability Review, CocaCola Company

67. CocaCola - Live Positivly
Source: 2009/2010 Sustainability Review, CocaCola Company

68. PepsiCo - Performance with Purpose
Source: 2009 Sustainability Report Overview, Pepsico

69. PepsiCo - Performance with Purpose
Source: 2009 Sustainability Report Overview, Pepsico

70. PepsiCo - Performance with Purpose
Source: 2009 Sustainability Report Overview, Pepsico

71. PepsiCo - Performance with Purpose
Source: 2009 Sustainability Report Overview, Pepsico

72. PepsiCo - Performance with Purpose
Source: 2009 Sustainability Report Overview, Pepsico

73. PepsiCo - Refresh Everything

74. Coca Cola vs. PepsiCo

75. Bottom of the pyramid innovation

76. M-Pesa

77. Nokia Open Studios

78. D.Light Design

79. Let’s play entrepreneurship!
Sustainability minded Entrepreneur