John Drummond is Chairman of Corporate Culture, a leading UK strategy and communications company. In John's varied career he has been a journalist, he has worked with IBM in sales and marketing and in the 1990s he was Group Communications Director at United Utilities. His particular interests are around customer and citizen behaviour change, social marketing and how companies can achieve long-term commercial success.

1. the world according
to Corporate
Culture
May 2011

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world population increases
Source:
WEF Global
Risks 2011

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global risks
Source:
WEF Global
Risks 2011

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future trends
increasing global economic
development grows consumption;
especially in China, India and Brazil
population increases to demand for electricity could
9 billion – increasingly double by 2050; there is a risk of
healthy and living longer an energy gap equivalent to the
total energy market in 2000 (*1)
in the next 40 years
we may need to economic volatility
produce as much and uncertainty
food as in all of continue
history up to now (*2)
demand for water will businesses increasingly hold the
increase by 15% by 2030, levers of change (today 43 of the
leading to unreliable world’s 100 largest economic
supplies of fresh water by 2050 we will be entities are companies)
using 2.3 planet’s
worth of resources

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the now CEO: belief system

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the new CEO: belief system

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there are always two futures
our
preferred
future
where the
we are probable
now future

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alternative industry responses: Shell scenarios
Source:
Shell Energy Scenarios
to 2050, Signals &
Signposts, 2011

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the need for sustainable business models
“ the need for responsible business
engagement in the big issues of our time
has never been more urgent… the current
financial crisis is the result of short term
and unsustainable business models…
our experience is that companies that
have put sustainability issues at the
heart of their business strategy offer
some valuable lessons for those
negatively impacted by the crisis.”
Samuel A. DiPiazza, Jr,
CEO, PricewaterhouseCoopers
The World Business Council for Sustainable Development’s
annual meeting of business leaders – Nov 2008

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an inflection point
“ we are at an inflection point
unlike any other in history,
and I believe Cisco has an
opportunity to help countries,
communities and citizens
achieve their social and
economic goals.”
John Chambers, Chairman and CEO, Cisco
Cisco CSR Report 2009

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Anglian Water region
28% of the
demand for region is below
water is expected sea level
to rise in a water
constrained world
population is as a low-lying
expected to rise – region there is a
around 1m homes high use of energy
to be built in the to pump water
next 25 years around the region
it is the driest region in the UK

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a new model for a new world

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a manifesto for a new world

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with audacious goals, commitments and measures

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summary of good practice
old CR sustainable business
 a focus on  a focus on short, medium
impact today and long-term business success
 a focus on  a focus on risk
managing risk and opportunity
 cost  value
 communicating  engaging and building relationships
 what we do  our actions, plus, we make it easy
as a business for customers and employees to act
 semi-detached  integrated
from strategy with strategy

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Sustainable Business
Communicate and engage with stakeholders
long-term
view of sustainable Identify
business our preferred
future
transformational
projects Identify the small number of
transformational projects to
achieve real change
strong
Manage the business
foundations to meet our responsibilities
and live our values

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sustainable edge:
the 15 factors that influence long term success
the process:
 define fit for
purpose criteria
for your company
 identify where
you are and where
you want to be
 develop strategies
for change

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old mindset
third sector
voluntary initiatives for public good
public sector
public initiatives for public good
private sector
private initiatives for private good

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our
sustainable
world
new
models
charities governments companies each of us others

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disruptive
principles

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the biggest impact companies can have today
customers
employees

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the old world was two dimensional…

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… the truth lies in the 3D model of behavioural change

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with WRAP motivating over 5m consumers to take positive
actions to manage their recycling and food waste

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our business

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social marketing network

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social trends
greater spotlight
on companies
increase in open growth of active
innovation and co-creation shareholder stewardship
trends
increase in increased focus on
collaborative shared value (Michael
consumption Porter/Mark Kramer)
increased focus increasing
on localism connectedness
increasing
consumer power

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there comes a time for game-
changing, for thinking big and
for being bold; and that time is…

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for the love of
people

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summary of sustainable business
“ we are going to solve
tough customer and
global problems
and make money
doing it.”
Jeff Immelt,
Chairman and CEO, The General Electric Company

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appendix

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disruptive principles
The Great Revaluing
Market prices should reflect
real social and environmental
costs and benefits
The Great Interdependence The Great Redistribution
We should influence other Resources, time and
individuals, companies, responsibility should be
governments and countries to redistributed to local people
adopt these principles because who own local problems
we are all mutually dependant
The Great Economic Irrigation The Great Rebalancing
Financial systems should reduce Markets should collaborate with
the barriers to this new approach governments and citizens to co-
to sustainable success produce products and services
to improve lives for public good
The Great Reskilling The Great Localisation
The new world needs new skills to Decisions should be taken as
improve autonomy and collaboration locally as possible and good
with an understanding of the wider practice scaled up
social context

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forces for change: summary
forces implications
 population increase  increased potential for conflict
 re-balancing of economies  increased national and international
 migration and diversity regulation and legislation
 increased urbanisation  increased customer power
 increase in middle classes  increased localism
 increase in inequality  growth in sustainable investment
 older population to encourage stewardship
 the deficit in funding older age  increase in sustainable consumption
and collaborative consumption
 a resource-constrained world
 a move away from ownership
 an increase in governance failures
 increase in cradle to cradle
 an increase in climate change events product responsibility
 food scarcity  increase in cross-sector collaborative
 water scarcity action to solve major social issues
 technological innovation  increase in co-creation
 increased connectedness
 continuing economic volatility
 increased threat from on-line security