Slides of the Workshop facilitated by Glocalminds for MINN Team, Mondragon Team Academy in Oñati, Gipuzkoa, December 2011.

1. Innovation
towards
Sustainability
2011
December
20th Pablo
Villoch

2. Framework for
Strategic
Sustainable
Development
WHY?
The Global
Challenge
4
principles
Innovation
HOW?
ABCD

3. Remember a moment of intimate
and deep connection with Nature

7. This MINN Team 1has been selected
to live the rest of their life
in a SpaceShip.
You have 10 minutes to design the
Spaceship where you will live the rest of
your live and design how will you co-live
and survive together in the same spaceship.

9. “Many signals indicate that we are living
a period of global transition,
as if something old
is falling
while something new
Is being born with pain,
As if something were falling
While something else, still confuse,
Is rising from the Crabble.”
(Vaclav Havel)

10. Margaret Wheatley

16. ´VIDEOS EJEMPLOS
Natura Chile
Bolsas Falabella Verde
Banco Real de Brasil
Ahorra Agua

17. ¿funnel or cilinder?
Unsustainability Sustainable
Society

18. The Global Sustainability Challenge

19. Increasing consumption of resources
Growing demand on ecosystem services
Pressures to limit access to resources
Undermined ecosystems health
Companies
Communities
Sustainable
Institutions Society
Unsustainability
Growing world population
Increasing conflicts and unequality
Decreasing social cohesion and trust
Reducing field of possibilities / campo de maniobra
Tiempo

26. “Modern
times”
Industrial Age
Mechanistic
Paradigm
Organizations
as machines
People as
exchangeable pieces

27. Mechanistic
Understanding
of
Human Being

28. Be aware of your mental models!
They will become into
your glasses to see and
understand the world

29. Linear World View of Classical Economy

30. Mental Model under Industrial Age Economy
Economy
Products
Raw Materials and services
Energy
Work
Waste
Natural
Resources Society

31. Mental Model under Industrial Age Economy

32. Mental Model in the Ecological Economy
Biosphere
Society
Economy

34. FOCUS:
MAXIMIZE PROFIT
SHARE
(DEFINITION HOLDER
OF SUCCESS)
COMPANY

35. CSR Approach:
SHARE
HOLDERS
NGOs
EMPLOYEES
ESTATE
MANAGERS
COMPANY
LOCAL
ENVIRONMENT COMMUNITY
CUSTOMER COMPETENCE
SUPPLIERS

36. Sustainability
Approach:
SHARE
HOLDERS
NGOs
EMPLOYEES
ESTATE
MANAGERS
COMPANY
LOCAL
COMMUNITY
CUSTOMER COMPETENCE
SUPPLIERS

38. Origins of “Sustainable Development” Concept
E.F. Schumacher (1973):
«Small is beautiful»
Donella Meadows(1972):
«Limits of Growth»
Gro Harlem Brundtand(1987):
«Our Common Future»

39. Origins of “Sustainable Development” Concept
Sustainable Development
Meet the needs
of present generations
without compromising the possibility
of future generations
to meet their own needs.
Brundtland Report (1987):
«Our Common Future»

40. HUMAN NEEDS according to Max-Neef
protection
affection
leisure
http://arising.files.wordpress.com/2008/05/arising_colour_no-logo-web.jpg
subsistence creativity
transcendence
understanding
freedom participation
identity

42. Latest Best Sellers

43. Latest Best Sellers

45. Framework for Strategic Sustainable Society
Dr. Karl-Henrik Robert

48. 5 levels to plan in Complex Systems
Understand the rules of the game, the
players, their relationships
Understanding the definition of success in
that system
Guideliines that guide strategic decisions
Initiatives to be developed
The tools needed to implement the
actions

49. Basic Foundation of Natural Science
System
« Nothing can be destroyed »
« Everything
tends to be dispersed »
« Living systems have capacity to self-organize. »

50. Natural Cycles
Closed System
Open System to matter
to Energy 1) Nothing disappears
2) Everything gets
dispersed
Sustainability is
Photosynthesis the capacitiy of
Human Society to
maintain
indefinitely
within the
natural cycles
Slow Geological Cyles Slow Geological cycles
(erosion , slow vulcanic (sedimentation and
cycles) mineralization)

51. Cómo destruir los ciclos naturales
Degradar
físicamente los
ecosistemas
Barreras que
impiden a las
personas
satisfacer sus
necesidades
Introducir componentes
persistentes ajenos a la
naturaleza
Flujos relativamente
grandes de
materiales de la
corteza terrestre

52. 5 levels to plan in Complex Systems
Understand the rules of the game, the
players, their relationships
Understanding the definition of success in
that system
Guideliines that guide strategic decisions
Initiatives to be developed
The tools needed to implement the
actions

53. 4 Sustainability Principles
In a Sustainable Society, people
...are not subject to conditions that
systematically undermine their capacity
to meet their needs
And Nature is not subject to systematical increase of…
...concentrations of substances
extracted from the Earth’s Crust,
...concentrations of substances
produced by society,
...degradation by physical means.

54. What is your vision of Success?

55. Frame your definition of success within 4 SPs
http://www.thenaturalstep.org/en/4-system-condition-icons

56. Frame your vision of success within 4 SPs

57. Vision framed within the 4 SPs
The Company « XXX » will accomplish xxx …
elimininating its contribution to the systematical…
...undermining of people’s capacity to meet their needs
...increase of concentrations of substances
extracted from the Earth s Crust
...increase of concentrations of substances
produced by society
...physical degradation of Nature.

58. Select an object and assess its lifecycle
Against the Sustainability Principles
EXTRACTIOI TRANSPORT PRODUCTION DISTRIBUTI=N CONSUMPTI DISPOSAL
N COMERCIALIZA ON
TION / USE
SP 1
SP 2
SP 3
SP4

59. 5 levels to plan in Complex Systems
Understand the rules of the game, the
players, their relationships
Understanding the definition of success in
that system
Guideliines that guide strategic decisions
Initiatives to be developed
The tools needed to implement the
actions

60. Backcasting: Retroprospectiva
Future
Presente 1. Start with an End in mind
2. Back from future vision towards present
3. Muévete paso a paso hacia la visión

61. ABCD Method
System
AWARENESS CREATIVE
SOLUTIONS
Future
DECIDE ON
Presente
PRIORITIES
BASE
Nos mueve en la dirección correcta?
LINE Es una plataforma flexible?
Tiene un buen retorno sobre la inversión?

62. http://arising.files.wordpress.com/2009/01/creative-tension_learning-house_senge.jpg

64. Strategic Guidelines
- Are we in the right direction ?
- Is it a flexible platform?
-What is the return on investment?
(not only monetary)
+ Other additional criteria

65. 5 levels to plan in Complex Systems
Understand the rules of the game, the
players, their relationships
Understanding the definition of success in
that system
Guideliines that guide strategic decisions
Initiatives to be developed
The tools needed to implement the
actions

66. 5 levels to plan in Complex Systems
Understand the rules of the game, the
players, their relationships
Understanding the definition of success in
that system
Guideliines that guide strategic decisions
Initiatives to be developed
The tools needed to implement the
actions

67. Tools

69. FRAMEWORK FOR STRATEGIC SUSTAINABILITY
System
Awareness
Creative
Solutions Future
Decide on
Presente
Priorities
Base
Are we on the right direction?
Line Is it a flexible platform?
Return on Investment?

70. ABCD Application
1. Choose an organization / business / project
2. Apply the ABCD method
A- Understand the system and frame the vision of success
B- Base Line against the 4 SPs
C- Creative Solutions
D- Decide on priorities
3. Present it to the group

71. Product /
Process Innovation Service
Innovation
Business Model Innovation
Innovation Systems and Culture

74. NEED VALUE EXTENDED
OFFER ENTERPRISE
Actual Strategic Life
Cycle Assessment Actual
market Extended
human against
Sustainability Enterprise
needs and
Principles
desires
Future ways to
Future meet the needs: Future
Market Extended
Human Incremental
or radical Enterprise
needs and
changes?
desires

75. 1.- Transform our mental models
2.- Transform our business models
“sustainable intrapre-learning”

78. What is
What is
the real
my
human
passion?
need?
How can I
add value
(satisfy that
need) in a
sustainable
way?
What can Where can
generate I be the
incomes? best?

79. NIKE: CONSIDERED DESIGN

81. MAX BURGER, SUECIA

85. SCANDIC HOTELS

89. Obama ha previsto la creación de 5 millones de “empleos verdes” en
torno a energías renovables. http://www.whitehouse.gov/issues/energy-and-environment

93. Ya, ya… pero…
¿ y en Chile?

108. C ReATiVity
within RESTRICTIONS
pRinCiPles based
Inn_OvatioN

109. El avión de papel
1. Make a paper plane

110. El avión de papel
1. Make a paper plane
2. Now, throw it
and let it fly.

111. Let’s analyse the results:
- What’s the average?
- What can we say on dispersion?
- Which one is the best plane?

112. Now ...
Let’s repeat the game
Our engineer
will share the knowledge

113. What can we learn from this game

114. Estandarización vs. Diversidad
Control vs. Creatividad
Convergencia vs. Divergencia
Promedio vs. Dispersión
Mejores prácticas vs. Innovación

115. Knowledge Creation. Nonaka & Takeuchi (1995)
Knowledge Spiral Implicit
Diálogo Explicit
Socialization Externalization
Articulating
Empathy concepts
Embody Connecting
practice
Internalization Combination
Implicit Aprender haciendo
Explícit

116. The Ball Game
Purpose: Be as efficient as possible

117. Principles
1.- La pelota debe pasar por todos
2.- Todos deben tocar la pelota al menos con una mano
3.- Debe repetirse la misma secuencia una y otra vez
4.- Se puede pasar la pelota a la persona que está enfrente,
pero no a la persona de al lado
5.- Si la pelota cae, se comienza
de nuevo, siguiendo la misma secuencia
6.- El equipo se pone sus propias metas

118. Preguntas sobre el Juego de la Pelota:
- Cómo podemos describir qué ha pasado durante el juego?
- Qué momentos o imágenes del juego quedarán en tu memoria?
éxito?
- Qué factores contribuían al
- Qué factores lo obstaculizaban?
- Qué podemos aprender de este juego?

119. Juggling
purpose_
Keep the balls
Moving on the air

120. El juego de Malabares
1.- Las pelotas deben moverse todo
el tiempo
2.- Repetir la misma secuencia
continuamente
3.- La pelota puede pasarse a quien
está enfrente pero no a la persona
que está a tu lado.
4.- Si la pelota se cae, recógela y
continúa el juego.
5.- Sin reloj. Sin presión.
6.- Juega y disfruta.

121. Preguntas sobre los Malabares
-¿Cómo podemos describir lo que ocurrió durante el juego?
- ¿Sensaciones, emociones, actitudes, conductas…
-¿Qué imágenes o momentos del juego quedarán en tu memoria?
- ¿Que factores contribuían al éxito del juego?
- ¿Qué factores lo obstaculizaban?
-¿Qué semejanzas podemos encontrar entre el juego y el emprendizaje?
- ¿Y si cada pelota fuera una metáfora de un elemento del emprendizaje?
- ¿Qué podemos aprender de este juego?

122. El Avión de Papel La Pelota Los Malabares
Diversidad
Diversión
Indicadores
Estrés /
tensión
Caos y orden

125. Las preguntas que han guiado a Dee Hock en su vida y su libro
-> ¿Por qué las organizaciones, en todo el mundo,
ya sean políticas, empresariales o sociales,
son cada vez más incapaces de gestionar sus problemas?
-> ¿Por qué los individuos, en todo el mundo,
se sienten cada vez más alienados o en conflicto
con las organizaciones en las que trabajan?
-> ¿Por qué la sociedad y la biosfera están en un progresivo deterioro?

126. “Debemos cuestionar seriamente los conceptos que
subyacen en la estructura de las organizaciones
y preguntarnos si son los adecuados para
enfrentar los crecientes problemas ambientales y
sociales
e incluso más allá, debemos considerar seriamente si son
la causa principal de esos problemas “
Dee Hock

127. Caórdico : adj. caos y orden:
1. El comportamiento de cualquier organismo,
organización o sistema que auto-gobierna,
mezclando armónicamente características de
orden y de caos.
2. Diseñado de un modo en que no es dominado ni por el
caos ni por el orden
3. Característica de los principios fundamentales que
organizan la evolución y la naturaleza

128. pablo@glocalminds.com

130. Degradation: The world could be
running out of some resources
Global supply forecasts according to the implied ultimate recoverable
resources of conventional oil, date of peak production and the post-peak
aggregate decline rate
8%
7%
Forecast post-peak decline rate
Shell USEIA
6%
5%
Peak Oil Consulting OPEC
4% LBST
Miller
Meling IEA
3% Campbell
BGR
2%
1% Uppsala
Total
0%
2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050
Forecast date of peak
Source: UKERC, The Global Oil Depletion Report, 2009