The ThriveAbility Story in 20 Minutes - Co-Creating a Thriving Future
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Over the past three years, in conjunction with though leaders and practitioners in the worlds of sustainability, reporting, finance, innovation, psychology and strategy, the ThriveAbility Foundation has developed The ThriveAbility Program, which relies on the following seven principles: 1. If we are to reinvent Capitalism, we need to reinvent capital. 2. In order to reinvent capital, we need to transcend and include true costing (including externalities), true pricing (relying on markets alone to price thriveability), to arrive at True Value. This in turn relies on Integrated Thinking to drive Integrated Innovations that can then benefit from Integrated Reporting. 3. True Value is calculated using the six capitals in the ThriveAbility Six Capital Equation, where we maximise the thriving of human and social capital for the minimum footprint of natural and manufactured capital, through the power of intellectual and financial capital, driven by an accelerated innovation cycle. 4. Embodying True Value- There are three pathways toward embodying thriveable capital and investing in current institutions and practices in order to reinvent capital for a thriving future: a. Making Capital Smarter, Wiser and Capable of Complex Systems Thinking b. Shifting the Values and Perspectives that Prioritize the Incentives for Innovating and Investing in organizations c. Applying the ThriveAbility Approach and Index to accelerate the transformations and innovations that drive ThriveAble organizations and investments. 5. The ThriveAbility Approach seeks to close the sustainability gap by closing the organizational gap that requires closure of the cultural and leadership gap in organizations. This is performed in a six step operation- the first four steps are internal to an organization, whil steps 5 and 6 (benchmarking and indexing) are cluster/industry wide. 6. The ThriveAbility Journey maps the five stages from compliance through “less bad” through sustainable, net positive and thriveable, enabling organizations to navigate their transitions from one stage to the next more effectively. 7. The ThriveAbility Approach and Index have been designed so as to not only build on existing sustainability efforts and metrics, but also to address the human and organizational factors that bedevil most initiatives that seek to move beyond merely incremental change. In this way we seek to enhance the existing strengths we have in innovation, design, transformation, leadership, strategy and psychology to ensure a thriving future for us all.
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The ThriveAbility Story in 20 Minutes - Co-Creating a Thriving Future
- 3. Sustainability suffers from a limiting paradigm less badbusiness as usual
- 4. that keeps us from meeting our targets. less badbusiness as usual sustainable businesses regenerative society
- 5. From focusing on minimizing negative impacts Tofocusingonhowwe canthrive. It’s time to turn our thinking upside down.
- 6. We have a sustainability gap as we operate beyond the carrying capacity of capitals (natural, manufactured). where we are where we need to be
- 7. We have an organizational gap as many companies lag behind the visionary leaders. where we are where we need to be
- 8. We have a cultural gap because we need to develop leaders who can manage complexity. where we are where we need to be
- 9. The ThriveAbility Journey & Index • an integrated map and sets of metrics for the ThriveAbility Journey • enables users to track progress in closing the three gaps • That enables investors to select companies with greatest potential for True Value creation • a “global public good” protected by the ThriveAbility Foundation governance structure • All co-created intellectual capital is creative commons • Educational outreach programs are core • Corporates, investors and NGO’s all play a role
- 10. SOCIO-CULTURAL stages of development SUSTAINABILITY stages of development ORGANIZATIONAL stages of development The ThriveAbility Index Generator less bad sustainable thriving less bad sustainable thriving less bad sustainable thriving
- 11. SUSTAINABILITY stages of development where we are { where we need to be { ORGANIZATIONAL stages of development SOCIO-CULTURAL stages of development Benchmarking - ThriveAbility Index Dashboar d
- 12. The ThriveAbility Index Generator Where We Need to Be Circular, regenerative economy Long-term planning for intergenerational equity Strategic decision-making to scale-up to thriveable sectors Transparent & level playing Field that delivers true value Holistic education To develop complex systems thinking & leadership Governance systems aligned to inclusive stakeholder well-being ORGANIZATIONAL SUSTAINABILITY SOCIO-CULTURAL
- 13. Support the work of the ThriveAbility Foundation • Help us with funding for the ThriveAbility Program • Take the ThriveAbility Assessment • Endorse our work and tell others We invite you to take your first step on the ThriveAbility Journey…
- 14. There are different roles… Foundations and Charitable Donors • Provide half of the funding for the ThriveAbility Program • We are inviting three foundations to partner with us for three years, for €250 000 each p.a. • Each a sponsor of a global public good that will shift funds & efforts from less bad to good enough efforts and breakthroughs to ThriveAbility in major industries
- 15. There are different roles… Corporations • Provide half of the funding for the ThriveAbility Program • We are inviting 10 corporations to be our pilot partners for three years, for €75 000 each in year one • Each a thought leader in their industry, they will use the ThriveAbility Assessment and Approach to demonstrate the Innovation Pathways • In years 2 & 3 they will be part of the benchmarking process that generates the ThriveAbility Index
- 16. There are different roles… Delta Partners • Agents of change and transformation • Supporting ThriveAbility Assessments & educational outreach programs • Capable of helping pilot partners demonstrate the Innovation Pathways & deliver breakthroughs
- 17. The ThriveAbility Core Team Robin Wood – CEO – Green entre- preneur, social activist, Founder of ThriveAbility and Renaissance2 Foundations and Chateau La Tour Apollinaire. Internet and e-business pioneer, strategy, innovation and transformation advisor to Global 1000 leaders in 35 countries. Ralph Thurm – COO - first head of Siemens sustainability council, COO of GRI & Deloitte Director Sustainability & Innovation. Ralph is a global sustainability leader, with extensive experience in Europe, the Middle East and China. Curator of Reporting 3.0 Platform with BSD Consulting. Bill Baue – Director - Co-founder Sustainability Context Group & Blended Stakeholder Engagement, Convetit online engagement platform & Context Reporting dashboard. Advises GE, Walmart, Ceres, UNEP, Worldwatch & UN Global Compact, amongst others. Paul van Schaik– Trustee– Founder IntegralMentors, Integral without Borders. 35+ years international development leadership experience. Advisor to DFID UK, Danida Denmark, European Commission, KfW/GTZ Germany, Sida Sweden, UNICEF, World Bank in Asia, Africa, Europe & Middle East. Greg Wood– Trustee – Co-founder Boardex, global leader in Relationship Capital Management. Used by 250 top investment banks, wealth managers, consultants, lawyers, head-hunters & corporations within their client development activities. Gyöngyi Bolbas – Researcher & PA- International economist with consular and conference organization experience in Hungary, Spain & Germany. Speaks four languages. Key researcher, PA to Dr Robin Wood & core team coordinator.
- 18. Thank you for your time and attention For further information, please contact us for an Overview Business Plan contact@thriveability.zone or visit our website: www.thriveability.zone Business Plan Overview Business Plan
Editor's Notes
- Thank you for taking the time to find out more about the work of the ThriveAbility Foundation. Our mission is to accelerate current efforts toward sustainability so that we have a thriving future. In the next few minutes we will tell you how we do that, as well as how you can get involved to work with us and accelerate our progress on the ThriveAbility Journey.
- Today sustainability suffers from a limiting paradigm. The Great Acceleration that has created unprecedented wealth and progress since the Industrial Revolution now overtaxes the ecological and social systems that business as usual and perpetual growth rely on. While most companies recognize this threat, their response is just not up to the challenge. Most corporate sustainability initiatives focus on incremental change doing things “less bad”, while the ecological, social, and economic problems we face today require transformative change.
- Unfortunately this keeps us from meeting our targets towards creating a more sustainable world. What does it mean to be a sustainable business? For many it’s simply means to stop harming the planet. In other words, the goal is to reduce the negative impacts of the business to zero. While the 50 Zeronauts, the companies at the forefront of such initiatives, are making some progress, they are finding it to be a long, hard journey. The Zeronauts are getting somewhere towards limiting their negative impacts but the ambition to become a truly regenerative business is limited to a few very brave leaders. What we need is a way to inspire transformative change and breakthroughs in all organisations.
- After 40 years of significant efforts toward reducing our negative footprint on this planet, we are now using 1.5 planets, and that footprint is getting bigger every year, despite all our efforts. We need to move beyond the confines of the limiting mind-sets we are stuck in with current sustainability and shareholder value added approaches, to a mind-set where we focus on maximizing human thrival for the lowest unit of footprint possible. To do this we must move beyond current incremental approaches to sustainability. We need a fundamental shift in the way companies and directors decide, act and organise themselves. In short we must turn our thinking upside down.
- Turning our thinking upside down means we can better understand how to motivate all stakeholders to close the sustainability gap through an alignment of innovative efforts. Today all companies are operating outside the carrying capacities of our common capitals: natural, social and others. To close this gap, all organizations must use only their fair and proportionate share of these vital capitals. Collectively, all of commerce must respect the planetary boundaries of our shared natural capital resources, while enhancing the foundations of our social capital resources. This can help us go from where we are today toward where we need to be in a few decades time. But in order to close the sustainability gap effectively, we have to close two other key gaps which today are largely ignored by sustainability theorists and practitioners: these are the organisational gap and the cultural gap, what we might also call the leadership gap.
- While many companies are visionary leaders in sustainability, they represent a tiny percentage of the total number of organisations on our planet today. How can we accelerate organisations on their journey towards sustainability and thriveability? The first step is to create a map of the journey from reluctant compliance through sustainability and net positive towards thriveable organisations. A thriveable organization is one that not only produces zero harmful impact on any of the six capitals but that also generates very high levels of thrival in its key stakeholder groups. There are six stages on this journey from compliance to thriveability. Due to their sheer size, bigger organizations will move incrementally from one stage to the next. Thrival is measured by how well individual stakeholders are thriving using survey and census metrics from a number of global suppliers of this information. ThriveAbility is then measured as the ratio of thrival creation divided by the footprint associated with those activities. This highlights the metrics and milestones required for companies to go from compliance through to sustainability to net positive and ultimately thriveability.
- To recap: if we want to close the sustainability gap, we need to close the organisational gap, and to do that we need to close the cultural and leadership gap that exists in our organisations. What does this cultural leadership gap look like? Well firstly it’s created by the fact that leadership in most large organisations lacks the ability to understand and manage complexity adequately. In our ever more turbulent fast moving world we find that many of the leaders that are promoted to top positions are experts and achievers who demonstrated great competence in previous roles, but lack the complex system thinking capacities to be successful in managing a large organisation across multiple geographies and longer time horizons. Despite their good intentions, many of these leaders do not fully appreciate the complexity of the way in which nature, society and business are interconnected. This represents a leadership development challenge on a grand scale. A challenge in which the transformation of values, thinking and action leads to large scale collaborations and breakthroughs that enhance our individual and collective thriving. Not only that, we need to align our strategic thinking and the way in which our business builds on its unique capabilities in its business ecosystem with how we design our products and services as part of a robust and thriveable business design. Organizations also need to develop the kinds of leaders needed to drive the innovation processes that will create the breakthroughs we so badly need. Finally if we are not consciously managing our organisational values within our management processes and putting the right people on the right place to bring those hotspots of potential alive, we will fail to meet even the most rudimentary of the sustainability metrics, let alone create thriveability
- The ThriveAbility Journey and ThriveAbility Index have been created to help organisations close the sustainability, organisational and cultural gaps in an accelerated way. There are four important benefits: Firstly, they provided an integrated map and a set of metrics for the ThriveAbility journey from less bad through sustainable and net positive to thriveable. Secondly, they enable the users of the journey to map and the index to track progress in closing the 3 gaps. Thirdly, they enable investors to select those companies with the greatest potential to thriveability and true value creation. And fourthly, both the ThriveAbility journey and the ThriveAbility Index are a global public good, protected by the ThriveAbility Foundation’s governance structure. And in turn that ensures that all co-created intellectual capital is creative commons and available to all those who wish to use these programs. It also ensures that there is an educational outreach program at the core of all ThriveAbility activities that engages multiple stakeholders in collaborative ways. And, finally, this helps corporates investors, and NGOs to all play their own, unique role in this exciting process.
- As we travel on the ThriveAbility Journey, we are also generating the data and insights that ultimately provide us with a ThriveAbility Index that helps decision makers and allocators of funds to make more thriveable decisions. To do so, we must be able to measure and generate the difference between “less bad” incremental approaches, to appreciate not only what leads to sustainability in the sense of “net positive”, to beyond that to a truly thriving ecology, economy and society. This ever-expanding set of deltas demonstrates the way in which the ThriveAbility approach takes us from less bad, to genuinely sustainable, to a thriving future, one decision and one organization at a time. The approaches, methods and tools of the ThriveAbility Journey are designed to close the sustainability, organizational and cultural/leadership gaps in powerful and systematic ways.
- Pilot partner organizations on the ThriveAbility program are able to position themselves along the six stages of the ThriveAbility Journey using the metrics generated along the three axes of the ThriveAbility Cube. This also enables each company and industry to be more accurately positioned in the ThriveAbility Index. The sum of individual indexes forms the basic prompter for the ‘cube’ The cube can be used for benchmarking of companies within an industry, industries against other industries, regions within a country, countries within continents. The cube can also be used to advise on investment programs into certain industries, technologies, countries or regions.
- There are six key outcomes that the ThriveAbility Approach and Index are designed to generate to address the sustainability, organisational and socio-cultural gaps: Firstly, we aim to accelerate the emergence of a Circular, regenerative economy, which ensures long-term resource planning for intergenerational equity, thereby continuously regenerating and evolving our natural and manufactured capitals. Secondly, we aim to accelerate the emergence of a transparent and level global playing field that delivers True Value, through strategic decision making processes that scale-up to ThriveAble industry sectors and indicators. This ensures that we harness the full potential of our human genius for innovation and the intellectual and financial capitals that this generates . Finally, we aim to accelerate the development of holistic education approaches that develop complex system thinking and leadership within governance systems aligned to inclusive stakeholder wellbeing. This will ensure that we develop and evolve our human and social capital creating a thriving world in which we are each engaged in work and relationships that give our lives deeper meaning and a sense of real accomplishment. In this way we can ensure that future generations experience an earthrise rather than the sun setting on our species and its magnificent potential, perhaps forever.
- Clearly, such an ambitious agenda requires not isolated, but collective action. You can help with in three powerful ways: All good work requires sustainable financing, either directly or through networking High profile partners implementing the ThriveAbility Assessment on themselves will lead by example, modeling for others to follow And all successful movements are fueled by grassroots groundswells of support that spread the word on important work
- The role of foundations in a co-funding process together with corporations is key to establishing a global public good. Experience shows that a foundation with the ambition of the ThriveAbility Foundation needs a solidly financed governance and staffing backbone. Corporate partners prefer to cover direct project costs linked to their direct involvement in the project. Matching funding from foundations and corporations is therefore our goal. We believe that it is beneficial to spread the role of foundation funding between three foundation partners in the beginning, with an option to invite more foundations as the project progresses Foundations will also benefit from an additional tool to assesg their own effectiveness through the use of the ThriveAbility Index methodology.
- In addition to the benefits derived from having foundations fund the global public good aspects of the ThriveAbility Program, it would not succeed without the whole-hearted support and active engagement of those corporations leading the charge toward being net positively sustainable instead of just less bad. We are inviting ten leading corporations to be our pilot partners for the ThriveAbility Program, to demonstrate the breakthroughs that are possible in their sector, and to being to engage other key players in their business ecosystem. This growing number of corporations will ultimately help generate the benchmarks that will lead to a ThriveAbility Index for their sector.
- And of course the ThriveAbility Delta would not be possible without the transformative change agents that make up our ThriveAbility Delta partners. ThriveAbility Delta partners comprise a thriving network of multi-stakeholder and multi-skilled, multi-cultural change agents capable of supporting the ThriveAbility Assessments and educational outreach programs embedded in the work we are doing with our corporate pilot partners. Delta partners are key to demonstrate the power of this approach to generate breakthroughs along innovation pathways that can close the three gaps we need to co-create a thriving world for all by 2050.