Using a wiki to enable learning leaders to use The Sustainable Enterprise Fieldbook as an interactive text.
For complete leaders guides, register at www.thesustainableenterprisefieldbook.net
This was written using a collaborative process that began with me creating an outline based on the client's rough draft and an in-depth phone call. This gave her direction to flesh out some detail for the next draft, which I will then edited, adding and rewriting sections as needed. There were a number of iterations of this process until it was complete.
Research indicates that organizations that successfully apply collective innovation methods are able to reconcile seemingly contradicting management situations. Further it is shown that people in liminal conditions, e.g. periods of transitions or on the borderlines between organizations, experience a state of flux where contradictions arise: assigned roles, and goals are difficult to understand for those individuals. The management of such liminal conditions can either acknowledge these paradoxes or manage them. Clegg, da Cunha, and Cunha (Clegg, da Cunha, & e Cunha, 2002) review the literature on managerial paradoxes, and find that ““the two opposite poles of a paradox may be present simultaneously, beyond the will or power of management. Little can be done other than to acknowledge their presence”“ (p. 484). Managers must find their places on the continuum between the two extremes. The authors argue that paradoxes are part of the everyday practice of management, and that there is value of having such paradoxes. In this context, Beech, and colleagues (Beech, Burns, de Caestecker, MacIntosh, & MacLean, 2004) argue that the most reasonable way to handle managerial paradoxes is to simply act to transform constructively, rather than remove the paradox. From this recent collective innovation research (Elmquist, Fredberg, Ollila, & Yström, 2010, forthcoming), we know that dilemmas are present in the management of collective innovation, as could be expected due to the liminal character of associated innovation activities. However, the context of collective innovation raises new issues: How do “opinion leaders” like “firm leaders”, as well as lead users or community leaders who work together to simultaneously solve dilemmas? How do participants appropriate, and / or share results, and values? What are the forms of “centralization” at the ““collective” level (inter-firm, ecosystem, etc.)? In collective innovation research, the following issues remain unclear:
1. How are leaders/organizations solving dilemmas? In particular we wonder how do they collectively shape the not‐yet visible or in other words the emerging future?
2. What are the “hidden/invisible” variables (with regard to leadership, processes, IT tools etc.) enabling them to resolve resulting dilemmas? What are relevant conditions, and efficient means for creating promises, and shaping the not‐yet visible or the emergent?
Resolving Dilemmas in Collective InnovationCLICresearch
Research indicates that organizations that successfully apply collective innovation methods are able to reconcile seemingly contradicting management situations. Further it is shown that people in liminal conditions, e.g. periods of transitions or on the borderlines between organizations, experience a state of flux where contradictions arise: assigned roles, and goals are difficult to understand for those individuals.
more: clicresearch.org/peter-pribilla-stiftung/?page_id=122
Resolving Dilemmas in Collective InnovationCLICresearch
Research indicates that organizations that successfully apply collective innovation methods are able to reconcile seemingly contradicting management situations. Further it is shown that people in liminal conditions, e.g. periods of transitions or on the borderlines between organizations, experience a state of flux where contradictions arise: assigned roles, and goals are difficult to understand for those individuals.
more: http://clicresearch.org/peter-pribilla-stiftung/?page_id=122
This was written using a collaborative process that began with me creating an outline based on the client's rough draft and an in-depth phone call. This gave her direction to flesh out some detail for the next draft, which I will then edited, adding and rewriting sections as needed. There were a number of iterations of this process until it was complete.
Research indicates that organizations that successfully apply collective innovation methods are able to reconcile seemingly contradicting management situations. Further it is shown that people in liminal conditions, e.g. periods of transitions or on the borderlines between organizations, experience a state of flux where contradictions arise: assigned roles, and goals are difficult to understand for those individuals. The management of such liminal conditions can either acknowledge these paradoxes or manage them. Clegg, da Cunha, and Cunha (Clegg, da Cunha, & e Cunha, 2002) review the literature on managerial paradoxes, and find that ““the two opposite poles of a paradox may be present simultaneously, beyond the will or power of management. Little can be done other than to acknowledge their presence”“ (p. 484). Managers must find their places on the continuum between the two extremes. The authors argue that paradoxes are part of the everyday practice of management, and that there is value of having such paradoxes. In this context, Beech, and colleagues (Beech, Burns, de Caestecker, MacIntosh, & MacLean, 2004) argue that the most reasonable way to handle managerial paradoxes is to simply act to transform constructively, rather than remove the paradox. From this recent collective innovation research (Elmquist, Fredberg, Ollila, & Yström, 2010, forthcoming), we know that dilemmas are present in the management of collective innovation, as could be expected due to the liminal character of associated innovation activities. However, the context of collective innovation raises new issues: How do “opinion leaders” like “firm leaders”, as well as lead users or community leaders who work together to simultaneously solve dilemmas? How do participants appropriate, and / or share results, and values? What are the forms of “centralization” at the ““collective” level (inter-firm, ecosystem, etc.)? In collective innovation research, the following issues remain unclear:
1. How are leaders/organizations solving dilemmas? In particular we wonder how do they collectively shape the not‐yet visible or in other words the emerging future?
2. What are the “hidden/invisible” variables (with regard to leadership, processes, IT tools etc.) enabling them to resolve resulting dilemmas? What are relevant conditions, and efficient means for creating promises, and shaping the not‐yet visible or the emergent?
Resolving Dilemmas in Collective InnovationCLICresearch
Research indicates that organizations that successfully apply collective innovation methods are able to reconcile seemingly contradicting management situations. Further it is shown that people in liminal conditions, e.g. periods of transitions or on the borderlines between organizations, experience a state of flux where contradictions arise: assigned roles, and goals are difficult to understand for those individuals.
more: clicresearch.org/peter-pribilla-stiftung/?page_id=122
Resolving Dilemmas in Collective InnovationCLICresearch
Research indicates that organizations that successfully apply collective innovation methods are able to reconcile seemingly contradicting management situations. Further it is shown that people in liminal conditions, e.g. periods of transitions or on the borderlines between organizations, experience a state of flux where contradictions arise: assigned roles, and goals are difficult to understand for those individuals.
more: http://clicresearch.org/peter-pribilla-stiftung/?page_id=122
Purposeful Community and Change Leadership for the 21st Centuryohedconnectforsuccess
Purposeful Community and Change Leadership for the 21st Century
June 29, 10:30am – noon, Room: Union A
Purposeful Community touches all aspects of the learning process. The four components of Purposeful Community will be explored in relation to increasing student achievement and growth. Participants will learn about the phases of the change-leadership process in the Ohio Appalachian Collaborative (called Enhancing Leadership Quality for Collaborative Action Impact). A mindset-management approach to leadership and delivery models will be shared, which will assist participants in creating a plan for Purposeful Community and Change Leadership in their own school or district.
Main Presenter: Mark Glasbrenner, Battelle for Kids
Co-Presenter(s): Barb Hansen, Battelle for Kids
IDP ROLES:
" The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world but if they don't play together, the club won't be worth a dime.............
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
Strategic planning for agile leaders - AgileAus 2019 WorkshopMia Horrigan
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
Iterating an Innovation Model: Challenges and Opportunities in Adapting Accel...juliahaines
Startup accelerators have expanded worldwide in recent years, fostering the development of technology startups and spreading Lean practices and Silicon Valley values to all corners of the globe. These accelerators clearly create value—for the teams whose development they foster, the products they create, and the larger ecosystems they build. But there are also a number of challenges arising from the model and how it is implemented in different contexts globally. Through fieldwork at accelerators in Singapore and Buenos Aires, I investigate the global expansion of this innovation model. In this paper, I discuss the most salient challenges and discuss potential opportunities emerging from these challenges, and how other methods and practices such as design thinking, intensive user research and flexible, bottom up-approaches can add value to the accelerator process. I also highlight mutually beneficial ways the EPIC community can become more involved in startups ecosystems.
This is a paper published in the proceedings of the 2014 Ethnographic Praxis in Industry Conference (EPIC).
Change cannot be managed, only facilitated. We see ourselves as guide by the side, not a sage on the stage. Find out more about Propellor's view on change facilitation.
Leading and Managing Through the Design of EnvironmentsMichael Hamman
These slides are from a webinar which George Schlitz and I conducted in February 2013. In this presentation, we talked about 'environment design' as a management practice for catalyzing the capacity for organizational agility.
Environment design constitutes a set of very practical management practices which reflect, nevertheless, a recognition of that social systems (i.e. organizations and companies) are inherently complex and therefore call for an entirely new paradigm for management.
Purposeful Community and Change Leadership for the 21st Centuryohedconnectforsuccess
Purposeful Community and Change Leadership for the 21st Century
June 29, 10:30am – noon, Room: Union A
Purposeful Community touches all aspects of the learning process. The four components of Purposeful Community will be explored in relation to increasing student achievement and growth. Participants will learn about the phases of the change-leadership process in the Ohio Appalachian Collaborative (called Enhancing Leadership Quality for Collaborative Action Impact). A mindset-management approach to leadership and delivery models will be shared, which will assist participants in creating a plan for Purposeful Community and Change Leadership in their own school or district.
Main Presenter: Mark Glasbrenner, Battelle for Kids
Co-Presenter(s): Barb Hansen, Battelle for Kids
IDP ROLES:
" The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world but if they don't play together, the club won't be worth a dime.............
Chris Jansen (www.Ideacreation.org) - "Leadership concepts"Chris Jansen
This presentation was made with a group of Chinese leaders and professors from universities in China who were in New Zealand on a study tour at Canterbury University
Strategic planning for agile leaders - AgileAus 2019 WorkshopMia Horrigan
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
Iterating an Innovation Model: Challenges and Opportunities in Adapting Accel...juliahaines
Startup accelerators have expanded worldwide in recent years, fostering the development of technology startups and spreading Lean practices and Silicon Valley values to all corners of the globe. These accelerators clearly create value—for the teams whose development they foster, the products they create, and the larger ecosystems they build. But there are also a number of challenges arising from the model and how it is implemented in different contexts globally. Through fieldwork at accelerators in Singapore and Buenos Aires, I investigate the global expansion of this innovation model. In this paper, I discuss the most salient challenges and discuss potential opportunities emerging from these challenges, and how other methods and practices such as design thinking, intensive user research and flexible, bottom up-approaches can add value to the accelerator process. I also highlight mutually beneficial ways the EPIC community can become more involved in startups ecosystems.
This is a paper published in the proceedings of the 2014 Ethnographic Praxis in Industry Conference (EPIC).
Change cannot be managed, only facilitated. We see ourselves as guide by the side, not a sage on the stage. Find out more about Propellor's view on change facilitation.
Leading and Managing Through the Design of EnvironmentsMichael Hamman
These slides are from a webinar which George Schlitz and I conducted in February 2013. In this presentation, we talked about 'environment design' as a management practice for catalyzing the capacity for organizational agility.
Environment design constitutes a set of very practical management practices which reflect, nevertheless, a recognition of that social systems (i.e. organizations and companies) are inherently complex and therefore call for an entirely new paradigm for management.
How good are you working with intelligent machines?vaxelrod
How good are you at working with intelligent machines?
Our technologies are an extension of us. We have now crossed over to technologies smarter than some of us, but not all of us.
In this presentation Victoria G. Axelrod will give an overview of current technology with an emphasis on the questions we need to be asking to intentionally shape a future already augmented by smart machines and algorithms. Utilizing “systems thinking” and network analysis will be central to framing the discussion.
KM Cafe 10/5/16 Axelrod Becker Consulting
Axelrod Becker Consulting facilitated the 2.5 day environment and health summit for MDI Biological Laboratory. Key stakeholders published their action plan commitments in Current Environmental Health Reports.
LEAN AND SUSTAINABILITY: How Can They Reinforce Each Other?Rudy Gort
Abstract
The purpose of this dissertation is to find out whether sustainability can introduce lean to companies in situations other than a crisis. The project also looks at how lean, as a proven management system, can support sustainability in becoming economically more attractive.
This dissertation starts with an extensive literature review, first about lean, followed by sustainability. It looks at: definitions, reasons why, how to, and barriers. Then a combined literature review focuses on: the communalities, potential conflicts, and how lean and sustainability can support one another. Each chapter concludes with a conceptual framework where findings are summed.
The research approach is both deductive (literature review to develop a theoretical position) and inductive (data collection and analysis). The main research design is an exploratory study based on comparative case studies. For this both a Lean Change Agent and an Environment, Health & Safety Manager were interviewed at three multinationals.
The findings show that lean is mainly used for its practical guidance, by using its tools and techniques, while also helping to make the broad concept of sustainability more tangible. However, without adopting lean’s long-term philosophic base, its utilisation remains superficial and is less likely to have a long lasting impact.
Sustainability hardly provides any other incentives for lean than financial ones. Although an extra constancy of purpose is not offered by sustainability, the emerging economic urgency may create a useful tide for lean.
As such this dissertation still provides enough arguments for both lean and sustainability implementers to stand stronger together facing mutual issues.
Green Training in a Blue Economy: The Role of Training in Corporate Sustainab...Human Capital Media
The training function has been a key player in many of the green initiatives that have sprouted up in recent years. But with the lingering economic doldrums, many organizations are sharpening their focus on the bottom line. Will the “new normal” undercut the drive for a green future? In this session, we’ll look at a number of examples of sustainability initiatives in a variety of organizations and the role of training in supporting them. Finally, we’ll share ideas for training organizations that want to lead by example with environmentally friendly training practices.
Julie Ogilvie, Vice President, Corporate Marketing, SkillSoft
Source is the home of lean thinking - this edition we cover approaches to building in house lean learning capabilities to sustain organisational chnage
Embedding Sustainability: From rules to reasons and consciousnessPaul Gibbons
How do you embed sustainability in businesses? A presentation on linking the best behavioral change methods to sustainability to bring about the required transformation in mindsets, attitudes and actions.
From Paul Gibbons, Chairman and Founder, Future Considerations
and Mark Wade, Future Considerations Director, and former Sustainability Director at Shell
open-sustainability is an approach that applies best practice principles from modern software development and management consulting to drive sustainable development in complex organizations. Using open source software we are creating Sustainability 2.0 – or as we call it FISDev, a Framework for Integrated Sustainable Development.
Emerging 21st century organizational models abcvaxelrod
Open systems models for collaboration and change which have proven successful in organizations needing to adapt to a volatile, uncertain, complex and ambiguous world.
Collaboration, Complexity, and Open Networksvaxelrod
Organizational impact of complex, interconnected environment and collaborative technologies. Taking advantage of social tools, network analysis and new organizational models.
Transorganizational Collaboration and Sustainability Networksvaxelrod
Transorganizational collaboration and sustainability networks are illuminated with case examples, tools, and activities for businesses wanting to expand their reach and impact.
Networks are social capital; where business value is created in relationships. Network analysis reveals the networks. CORE process identifies new market opportunities or innovation, improvess effectiveness, extends firms reach through stakeholder networks.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Discover the innovative and creative projects that highlight my journey throu...
Building a sustainable enterprise collaboratively using a wiki 5 2 11
1. Building
the
Sustainable
Enterprise
Collabora5vely
Using
a
Wiki
Learning
Space
Annual
Sharing
Day
2011
OD Means Business
Victoria G. Axelrod, Linda Kelley, Jeana Wirtenberg
2. Presenters
Victoria G. Axelrod, Linda Kelley, Jeana Wirtenberg
The Sustainable Enterprise Fieldbook 3
3. Agenda
15
Minutes
introduc:on
to
the
Sustainable
Enterprise
Fieldbook
Wiki
-‐
seBng
context
for
sustainable
enterprises,
and
how
the
wiki
works
30
Minutes
table
exercises
30
Minutes
tables
create
wiki
pages
from
their
exercises
15
Minutes
debrief
of
all
tables.
Par:cipants
see
their
wiki
work
real-‐:me
on
the
Sustainable
Enterprise
Fieldbook
Wiki
Table topics:
Nature
and
Domains
of
Leadership
for
Sustainable
Enterprise
Cul:va:ng
Mental
Models
for
Building
Sustainability
Employee
Engagement
for
Sustainable
Enterprise
Six
Lenses
for
Sustainable
Globaliza:on
The
Wiki
format
makes
it
easy
to
introduce
concepts
to
learners
who
are
just
beginning
to
understand
and
apply
these
ideas,
and
also
to
extend
the
knowledge
(or
the
capabili:es
of
others)
to
those
steeped
in
the
field.
4
The Sustainable Enterprise Fieldbook
4. The
Sustainable
Enterprise
Fieldbook
Wiki
-‐
seBng
context
for
sustainable
enterprises
• The
SEF-‐TM
Learning
Guide
Wiki
follows,
and
complements
The
Sustainable
Enterprise
Fieldbook
• The
Wiki
expands
meaningful
par:cipa:on
in
the
conversa:ons
about
sustainability
• The
Wiki
is
a
virtual
space
for
co-‐crea:on
of
prac:cal
approaches
and
implementa:on
of
sustainability
ini:a:ves
The Sustainable Enterprise Fieldbook 5
6. The
Sustainable
Enterprise
Fieldbook
Part
I
-‐
Introduc5on
and
Overview
Overview
and
Context
Part
II
-‐
Preparing
the
founda5on
for
a
sustainable
enterprise
Chapter
1
Leadership
for
a
sustainable
enterprise
Chapter
2
Mental
models
for
sustainability
Chapter
3
Developing
a
sustainability
strategy
Part
III
-‐
Embracing
and
Managing
Change
Sustainably
Chapter
4
Managing
the
change
to
a
sustainable
enterprise
Chapter
5
Employee
engagement
for
a
sustainable
enterprise
Chapter
6
Sustainable
metrics
and
measurement
systems
Part
IV
-‐
Connec5ng,
integra5ng
and
aligning
toward
the
future
Chapter
7
Sustainable
globaliza5on
-‐
the
challenge
and
the
opportunity
Chapter
8
Transorganiza:onal
collabora:on
and
sustainability
networks
Part
V
-‐
When
it
all
comes
together
Chapter
9
A
new
beginning
-‐
when
it
all
comes
together
The Sustainable Enterprise Fieldbook 7
7. Nature and Domains of Leadership for
Sustainable Enterprise
The Sustainable Enterprise Fieldbook 8
11. Significant CEO Mindset Shift
2010 Increase
CEOs Agree /Strongly Agree that sustainability should be …. Over 2007
… fully embedded into company
strategy and operations
… discussed and acted on by boards
… fully embedded into subsidiaries’
strategies and operations
… embedded throughout the
global supply chain
… the basis for industry collaborations
and multi-stakeholder partnerships
… incorporated into discussions
with financial analysts
From a Survey of 766 worldwide CEOs, including 50 in-depth interviews , UN Global Compact and Accenture study,
“A New Era of Sustainability,” June 2010. Courtesy of Bob Willard
The Sustainable Enterprise Fieldbook 12
15. • Mental models are built and changed through action. Fostering mental models that cultivate respect and
trust among people and engage them to work toward a common goal happens in action.
• A mental model includes both Internal Focus (on principles and values) and External Vision (on people and
events).
Linda Morris Kelley, The Sustainable Enterprise Fieldbook, 2008
1. Intention drives Results.
2. Responses shape Results
3. Intention and Responsiveness influence each other
4. Habits bias Everything
5.It is the Interactions between these Factors—Intention, Responsiveness, and Habits—that generate Results.
The Sustainable Enterprise Fieldbook 16
16. Employee Engagement for Sustainable
Enterprise
17 Best Practices…
The Sustainable Enterprise Fieldbook 17
17. • Employee Engagement critical to sustainability according to
managers
• 96% in employee survey prefer working for “successful company
that also aspires to do good” (Willard, 2002)
The Sustainable Enterprise Fieldbook 18
23. Economic
/financial
• ESG
Framework
Geopolitical Technology
• Governance •
Redefining • Service
• Terrorism GDP sector
and security
• Nationalism • Leveling the
vs. tribalism Six Lenses for playing field
• Democratic
capitalism Sustainable
globalization Poverty and
Movement Holistic integration Inequity
of talent • Bottom of the
pyramid
• Migration • New market
Limits to creation
• Urbanization • North-South
growth
• CSR
• Manufacturing
sector
• Ecosystems
services
http://www.toolpack.com/axelrod/try6.php
• Agribusinesses
Copyright 2007 V. G. Axelrod, J. Harmon, W. C. Russell, and J. Wirtenberg
The Sustainable Enterprise Fieldbook 24
24. One Laptop for Every Child
Google’s
RechargeIT
The Sustainable Enterprise Fieldbook 25
26. These Sustainable Enterprise Fieldbook collaboration tools and social networks
are key nodes in the architecting of our community of participation.
The Sustainable Enterprise Fieldbook 27
27. 30
Minutes
table
exercises:
select
your
topic
table,
discuss
as
a
group
and
co-‐
create
a
new
resource
to
share
on
the
wiki
Topics
for
today:
– Leadership
for
sustainable
enterprise
– Mental
models
for
sustainability
– Employee
engagement
for
sustainable
enterprise
– Sustainable
globaliza:on
30
Minutes
tables
create
wiki
pages
from
their
exercises
15
Minutes
debrief
of
all
tables.
Par:cipants
see
their
wiki
work
real-‐:me
on
the
Sustainable
Enterprise
Fieldbook
Wiki
The Sustainable Enterprise Fieldbook 28