ThriveAbility- Presentation to Oasis of Excellence Innovation Conference- Paris v4

OASIS OF EXCELLENCE IN INNOVATION
PARIS, APRIL 20 2013
© Dr Robin Lincoln Wood Renaissance2 Foundation
1

TODAY’S THRIVEABILITY AGENDATODAY’S THRIVEABILITY AGENDATODAY’S THRIVEABILITY AGENDATODAY’S THRIVEABILITY AGENDA
• THE THRIVEABILITY STORY
• THE UNCONSCIOUS, LINEAR ECONOMY- The Consequences of Business as Usual
and Why Sustainability is not Working
• THE CONSCIOUS, CIRCULAR ECONOMY- Turning Sustainability Upside Down and
Setting the ThriveAbility Agenda
• THE ESSENTIALS OF THRIVEABILITY
• THE VIABILITY FACTOR- Current & Goal States
• THE IMPROVEMENT & BREAKTHROUGH FACTORS- Improvement as Usual vs
Disruptive Innovations for ThriveAbility
• DERISKING IN COMPLEX ECOSYSTEMS
• THRIVEABILITY METHODS, TOOLS AND TECHNIQUES
• LEADING THE TRANSFORMATIONAL THRIVEABILITY JOURNEY
• PANEL DISCUSSION- What Is Needed To Embed Thriveability in our
Organisations & Economy?
• THRIVEABILITY MINI-WORKSHOP- Group Discussion & Brainstorming
• COLLECT & SHARE BEST IDEAS- Plenary
• SUMMARY, LESSONS LEARNED & CLOSING
© Dr Robin Lincoln Wood Renaissance2 Foundation 2

THE THRIVEABILITY STORY

1972
KeepKeepKeepKeep SandtonSandtonSandtonSandton
Clean, GreenClean, GreenClean, GreenClean, Green
and Serene
Campaign
1992
BorneoBorneoBorneoBorneo
RainforestRainforestRainforestRainforest
Shell Project
1995
CreatingCreatingCreatingCreating thethethethe
Future ofFuture ofFuture ofFuture of
ComputingComputingComputingComputing
HP
2002
TonyTonyTonyTony Blair’sBlair’sBlair’sBlair’s
PolicyPolicyPolicyPolicy
AdvisorsAdvisorsAdvisorsAdvisors---- TheTheTheThe
DigitalDigitalDigitalDigital
EconomyEconomyEconomyEconomy
Number 10
Policy Unit
4

N
u
m
b
e
r
o
f
E
a
r
t
h
s
205020101960
0.5
1.5
2.5
2.3 Earths:
Business-as-
Usual
1.1 Earths:
Vision2050Carbon Footprint
Cropland
Grazing land
Forest land
THE FOOTPRINT OF OUR SPECIES ON EARTHTHE FOOTPRINT OF OUR SPECIES ON EARTHTHE FOOTPRINT OF OUR SPECIES ON EARTHTHE FOOTPRINT OF OUR SPECIES ON EARTH
IS COMPLETELY UNSUSTAINABLEIS COMPLETELY UNSUSTAINABLEIS COMPLETELY UNSUSTAINABLEIS COMPLETELY UNSUSTAINABLE

BUTBUTBUTBUT DON’TDON’TDON’TDON’T WEWEWEWE HAVEHAVEHAVEHAVE ALREADYALREADYALREADYALREADY THETHETHETHE
TECHNOLOGYTECHNOLOGYTECHNOLOGYTECHNOLOGY TOTOTOTO SOLVESOLVESOLVESOLVE THETHETHETHE PROBLEMPROBLEMPROBLEMPROBLEM????

• Growth- Transcend the
materialism of modernity
• Development- Embrace full
spectrum of human potential
• Diversity- Enjoy the richness
of diverse cultures & share
common perspectives
• Consciousness- On a planet
that is increasingly alive,
conscious & reaching for the
stars

FROM:FROM:FROM:FROM: AN UNSUSTAINABLE, HIGH STRESS, LINEAR
ECONOMY POWERED BY FEAR, FOSSIL FUELS & MATERIALISM
15

GUESS WHO?
"In both business and economic development, our understanding of success has
been incomplete. Previous efforts to go beyond economic measurement alone
have laid important groundwork,but we need a more holistic, comprehensive, and
rigorous approach.
is an attempt to address these gaps and
opportunities.Social progress depends on the policy choices,investments, and
implementation capabilities of multiple stakeholders – government, civil society,
and business.
Action needs to be catalysed at country level. By informing and motivating those
stakeholders to work together and develop a more holistic approach to
development, I am confident that social progress will accelerate."
Michael Porter – 2013 - 34 years after“Competitive Strategy” first published

TO:TO:TO:TO: A THRIVING CIRCULAR ECONOMY POWERED BY
CARING, RENEWABLE ENERGY & CONSCIOUS ENTERPRISE
Renewable
Energy
Thriving Global
Civilisation
Renewed Biosphere
Carrying Capacity
Not a particle of waste

W H A T I S T H R I V A L ?
At its simplest,Thrival can be recognised
in a society by flourishing human
beings fulfilling their potential in ways
that promote a positive state of
wellbeing in a sustainable environment.
There are several different dimensions:
• Human Flourishing Measures
• Social Progress Indicators
• Stages of Human Development
• Global Footprint Index
• Global Happiness Index
• Stockholm Resilience Institute
• World Business Council for Sustainable
Development

W H AT I S H U M A N F L O U R I S H I N G ?
”If you want well-being,you will not
get it if you care only about
accomplishment [e.g.profit].
To flourish,we must learn that the
positive business & the individuals
therein must cultivate meaning,
engagement,positive emotion &
positive relations.”
P
E
R
M
A
P o s i t i v e P s y c h o l o g y
E n g a g e m e n t
R e l a t i o n s h i p s
M e a n i n g
A c c o m p l i s h m e n t

52
Social Progress
Indicators
3 Categories:
Basic Human Needs
Foundations of Wellbeing
Opportunity
50 countries =
5,25 billion people

FINLAND
80
7.4
6.2
New Hybrids of Technical & Social Innovation
are Required to Accelerate Us on our Journey
Toward ThriveAbility

THETHETHETHE ESSENTIALSESSENTIALSESSENTIALSESSENTIALS OF THRIVEABILITYOF THRIVEABILITYOF THRIVEABILITYOF THRIVEABILITY

The Carrying Capacity of
My World

Biosphere Carrying Capacity
Global Socio-Economic Footprint
Sustainable Technology Intensity
Renewable Energy
Forests & Agriculture
Resilient Habitats
Low Carbon Transport
BCC
GSEF
VF 0 = ∆ STI VF 1=x

Current State Goal State
Biosphere Carrying Capacity
Global Socio-Economic Footprint
BCC
GSEF
=
1
1,6
≤ 1
= Not Viable
BCC
GSEF
=
1
0,9
≥ 1
= Viable
SocioEconomic
Innovations
∆
BCC
GSEF
=
1
1,6
≤ 1
= Not Viable
BCC
GSEF
=
1,5
1
≥ 1
= Viable
Biosphere Enhancing
Innovations
∆

THE
INTERFACE
STORY
Interface®, Inc., began in 1973 when Founder Ray C. Anderson recognized the need for
flexible floorcoverings that would facilitate the emerging technologies of the modern office.
Over the years, Interface became the world’s largest producer of modular carpet with
manufacturing on four continents and sales in more than 110 countries.
In 1994, Ray set the company on a new course, moving it away from the traditional
industrial model and toward a business focused on sustainability, using a cyclical model
mimicking nature. Today, Interface is a billion-dollar corporation, named by Fortune
magazine as one of the “Most Admired Companies in America” and the “100 Best
Companies to Work For.”
In 1994, while preparing remarks on Interface’s environmental vision for a company task
force meeting, Ray Anderson, experienced a fundamental perspective change. Seeking
inspiration for his speech, Ray read Paul Hawken’s “The Ecology of Commerce” and was
deeply moved — an experience he has described as an epiphany. It awakened Ray to the
urgent need to set a new course for Interface toward sustainability.

THE INTERFACE
STORY
For instance, carpets may contain:
•Known carcinogens such as pKnown carcinogens such as pKnown carcinogens such as pKnown carcinogens such as p----DichlorobenzeneDichlorobenzeneDichlorobenzeneDichlorobenzene. These chemicals may also cause
hallucinations, nerve damage and respiratory illness in humans.
•4444----PC, the chemical that gives carpets their distinctive "new carpetPC, the chemical that gives carpets their distinctive "new carpetPC, the chemical that gives carpets their distinctive "new carpetPC, the chemical that gives carpets their distinctive "new carpet smell"smell"smell"smell"and is associated with
eye, nose and upper respiratory problems.
•Mothproofing chemicals, which contain naphthalene.Mothproofing chemicals, which contain naphthalene.Mothproofing chemicals, which contain naphthalene.Mothproofing chemicals, which contain naphthalene.
•Fire retardants with PBDEsFire retardants with PBDEsFire retardants with PBDEsFire retardants with PBDEs, which may cause damage to thyroid, immune system and brain
development functions in humans.
Older carpets can be more problematic than new ones for two reasons:
1.Older carpets may contain older, more toxic chemicals that have since been banned from
the market
2.Older carpets accumulate toxins (such as cigarette smoke, pesticide sprays, paint fumes,
etc.) and can slowly release them over time.

THE INTERFACE STORY

INTERFACE MISSION ZERO - 2013
Interface will become the first name in commercial and institutional interiors
worldwide through its commitment to people, process, product, place and
profits. We will strive to create an organization wherein all people are
accorded unconditional respect and dignity; one that allows each person to
continuously learn and develop.
We will focus on product (which includes service) through constant emphasis
on process quality and engineering, which we will combine with careful
attention to our customers’ needs so as always to deliver superior value to our
customers, thereby maximizing all stakeholders' satisfaction.
We will honor the places where we do business by endeavoring to become the
first name in industrial ecology, a corporation that cherishes nature and
restores the environment. Interface will lead by example and validate by
results, including profits, leaving the world a better place than when we began,
and we will be restorative through the power of our influence in the world.

INTERFACE STORY – A HAPPY ENDING?
34
Achieving ZeroAchieving ZeroAchieving ZeroAchieving Zero FootprintFootprintFootprintFootprint ---- 2020202020202020
Our ambitious sustainability goals include
reducing our impacts on the environment to
achieve zero environmental footprint. Our people
have embraced this bold vision, and we’ve
already achieved progress beyond our
imagination. This is a goal that demands constant
improvement and attention, but the ambition of
this goal encourages us to dream big and
accomplish things we never thought possible.
Interface's
share price has
moved from
USD$3 to over
USD$19 in four
years.

Current State Future State
HumanCapacityforChange
CollectiveIntelligence
Thrival:
Flourishing
and
Wellbeing
The Human Capacity for Change- we can grow, learn and develop all our lives,
enabling us to change and transform very quickly. Creativity, innovation &
sometimes paradigm shifts occur more often, especially in crises.
Collective Intelligence- we now have a sea of global data and technologies
which provide us with very high levels of collective intelligence. This creates
foresight with predictive capabilities and potentially wisdom for better
collective decisionmaking.

HumanCapacityforChange
Improvement Factor Many Small ∆’s
Thrival:
Flourishing
and
Wellbeing
=
Incremental Innovations
1/Rate of Adoption
=
In CSR and Sustainability incremental innovations and a slow rate of adoption
are failing to close the sustainability gap, for at least three reasons:
• They lack a clear context beyond the immediate organisational issues
• They ignore the possibilities inherent in transformational change and
collective intelligence
• They are generally poorly informed and risk averse

This enables existing disciplines
to be integrated in creative
ways, leading to innovative
outcomes that are game
changers
THE HUMAN CAPACITY FOR CHANGE & TRANSFORMATION:
POSSIBILITIES FOR SYNTHESIS & BREAKTHROUGHS
Each stage of human
development is a transformation
that transcends & includes all of
the others.

THE PUMA STORY -ORIGINS

THE PUMA STORY – ZEITZ AND THE ‘EPL’
Jochen Zeitz joined PUMA in 1990 and in 1993 was appointed Chairman and CEO at the age
of 30. Zeitz then spearheaded the worldwide restructuring of PUMA, and implemented a
long-term development plan that saw PUMA’s share price gain around 4000 percentin 13
years, from 8.6 Euros in his first year as CEO to an all-time high of 350 Euros when the
majority stake of the company was acquired by Kering in 2007. Zeitz managed to turn PUMA
from a low priced, undesirable brand into one of the top 3 brands in the sporting good
industry.
In 2008 Zeitz introduced PUMAVision as an umbrella concept to implement an ethical
framework defined by the four key principles of being Fair, Honest, Positive and Creative as
applied to all professional behavior, business procedures and relationships throughout and
outside of PUMA.
Zeitz conceived the Environmental Profit & Loss Account (E P&L) and coined the term and in
May 2011 he announced PUMA’s Environmental Profit & Loss Accountthat puts a monetary
value to a businesses use of ecosystem services across the entire supply chain. In October
2010, Zeitz was appointed Chief Sustainability Officer (CSO) at Kering and soon after
launched PPR HOME, a new and holistic sustainability initiative across the global brands of
the Group that operates four interconnected strands of Leadership, Ecology, Humanity and
Creativity.

THE PUMA EPL STORY
As an industry leader in sustainability, PUMA had already delivered on many sustainability
initiatives since 1999. At the end of 2009:
• we were setting ourselves ambitious targets to reduce CO2 emissions, energy, waste and
water in PUMA offices, stores, warehouses and direct supplier factories by 25% by 2015.
• it occurred to me that - while all these initiatives are crucially important to help reduce
PUMA’s negative environmental impact - we had to take the next step and demonstrate
business as a force for better.
Having been inspired by The Economics of Ecosystems and Biodiversity (TEEB) study which
draws attention to the global economic benefits of biodiversity and valuing natural capital, I
realized that in becoming a truly sustainable business we must address the cost of our
business to nature and value it accordingly.

After searching for a solution and tool to implement at PUMA, and finding that there was
nothing available, I realized that never before had a company accounted for and
integrated the immense value - the true cost – of these services provided by nature such
as fresh water, clean air, healthy biodiversity and productive land - which all businesses
depend on.
I wanted to know how much :
• we would need to pay for the services nature provides so that PUMA can produce,
market and distribute footwear, apparel and accessories made of leather, cotton,
rubber or plastic for the long run
• compensation we would have to provide if nature was asking to be paid for the impact
done through PUMA’s manufacturing process and operations.
While nature is much more to us as humans than a mere “business”, the simple question
I put forward was - if our planet was a business, how much would it ask to be paid for the
services it provides to a company in order to operate?
THE PUMA EPL STORY

THE PUMA LESSON
Placing a monetary value on our impacts - on natural services - has helped
to illustrate the potentially negative impact depleted ecosystems can have
on a business’ future performance. It is common practice in the corporate
world that this ‘inherent’ value of nature is not defined and integrated into
a company’s accounting.
Some corporations believe that businesses solely rely on financials and are
driven by their “bottom lines”. However, even those concerned only about
bottom lines - and not the fate of nature - must now begin to realize that
the sustainability of business itself depends on the long-term availability of
natural capital.

Breakthroughs occur at intersections of Bodies of Knowledge

TransformationalChange
Breakthrough Factor BIG ∆
Thrival:
Flourishing
and
Wellbeing
=
Disruptive Innovations
1/Rate of Adoption
=
Breakthrough innovations close the sustainability gap and lead to thrival:
• They focus on business ecosystem and global issues
• They exploit the possibilities inherent in transformational change and the
predictive capabilities of collective intelligence to guide wise investments

BCC
GSEF
VF 0 = ∆ STI VF 1=
Many More Small ∆’s=
Incremental Innovations
1/Rate of Adoption
=
More BIG ∆’s=
Disruptive Innovations
1/Rate of Adoption
=
THE ∆ FACTOR = Social Innovation Intensity (‘SII’)
Let us illustrate the ThriveAbility Factor using an optimistic version of the
WBCSD Vision 2050 scenarios, with variables as follows:
• VF1 = BCC of 1/GSEF of 0,9 = 1,111 (using 0,9 planets in 2050)

Let us illustrate the ThriveAbility Factor using an optimistic version of the
WBCSD Vision 2050 scenarios, with variables as follows:
ThisThisThisThis outcomeoutcomeoutcomeoutcome---- aaaa thrivingthrivingthrivingthriving world for all by 2050world for all by 2050world for all by 2050world for all by 2050----
IsIsIsIs achievableachievableachievableachievable ifififif wewewewe follow thefollow thefollow thefollow the principlesprinciplesprinciplesprinciples of ThriveAbilityof ThriveAbilityof ThriveAbilityof ThriveAbility

SOME APPLICATIONS
1. Defining the limits/constraints on your business model, products or services
today (VF0) and in the future (VF1).
2. Calculate your ThriveAbility Factor now. What could it be in the future?
3. Imagine your most powerful competitor has worked out how to overcome
such constraints to deliver a much higher ThriveAbility Factor than you.
4. Identifying the leverage points that could be breakthroughs for your business
model, products or services on a trajectory from today into the future
5. Developing an innovation trajectory that yields both improvements and
breakthroughs based on 1 and 2 above.
6. Identify who you would need to partner with outside of your organisation to
make these innovations a reality.

MAKINGMAKINGMAKINGMAKING THRIVEABILITY A REALITYTHRIVEABILITY A REALITYTHRIVEABILITY A REALITYTHRIVEABILITY A REALITY
METHODS, TOOLS & TECHNIQUES

The right triangle
contains the
ThriveAbility
Equation and the
integrated modelling
& algorithms for
decisionmaking and
the dashboard
Top triangle contains the macro- perspective, with the
North Star pathways acting as integrators for key trends
challenges and opportunities
Bottom triangle contains the micro-perspective, with
strategic capabilities interacting with key challenges
and opportunities
The ThriveAbility
Dashboard maps and
tracks the actual shifts
vs the required shifts
and defines action
needed to close gaps
The left triangle
contains the
ThriveAbility Process
which interfaces all
of this into
organisational
management and
business processes

BEGINNING THE JOURNEY OF
Involves Clarifying, redefining and combining….

Pay for Performance
More Security - Less Risk
Science
Technology
Products
Infrastructure
Financing
Investment
Financiers
&
Investors
Stocks of Raw
Materials
Service
Providers
Know
How
Providers of
Infrastructure
& Products
Tomorrow’s
Materials at
Yesterday’s Prices
Assurance of
Revenues & Costs

56
Lifecycle
Performance
cycle
ANCIENT BUSINESS MODEL
56
Time
User Satisfaction &
Product Durability
%

Fast innovation cycle inspires consumer need.
Time
LifecyclePerformance
cycle
Product
Durability/
User
Satisfaction
Growth drivers in saturated markets: Innovation
Waste

Short life span undermines user need.
Time
Product
Durability/
User need
Performance
cycle
Growth drivers in saturated markets: bad quality
WasteLifecycle

TODAY’S PRODUCTS ARE
TOMORROW’S RESOURCES AT
YESTERDAY’S PRICES
Walter Stahel

INTEGRAL DESIGN AND MODULAR DISASSEMBLY

OPAi
Turntoo Partners
OUR THRIVEABILITY CONSORTIUMOUR THRIVEABILITY CONSORTIUMOUR THRIVEABILITY CONSORTIUMOUR THRIVEABILITY CONSORTIUM PARTNERPARTNERPARTNERPARTNER

62
62
PRODUCER RESPONSIBILITYPRODUCER RESPONSIBILITY
ENERGY REDUCTION AFTER
INSTALLATION

REAL ESTATE
AS RAW
MATERIAL BANK
REAL ESTATE
AS RAW
MATERIAL BANK

kartonnen binnenwanden
schanskorven
E-draaideur
riet triple glas houtconstructie

Maxima plein
Buitenruimte
scholen
Buitenruimte
KDOPSZ
Buitenruimte
Buitenruimte
GEMEENTEHUIS
BRUMMEN
VOGELVLUCHT
NIEUWE SITUATIE

66
INTERIOR
AS RAW
MATERIAL BANK
INTERIOR
AS RAW
MATERIAL BANK

CIRCULAR ECONOMY
WOULD RESULT IN SAVINGS
OF €500 BILLION

LEADERSHIP FOR THRIVEABILITY
THE NEED FOR INTEGRAL LEADERSHIP & TRANSFORMATIVE CHANGE

THOUGHT LEADERSHIP CURVE
Focuses on Beneficial Human Emergence
Scaled Up through ThriveAbility
Viable Futures underpinned by
Integral Design (Beneficial Food,
Water, Air, Energy, Habitat, Wellness
etc.) and the ThriveAbility Approach
NEW ERA
NOW
CHAORDIC
ZONE
BRIDGING
ZONE
OLD ERA
LEADING THROUGH COMPLEXITY
Thought Leadership utilises Integral Design to bridgeThought Leadership utilises Integral Design to bridgeThought Leadership utilises Integral Design to bridgeThought Leadership utilises Integral Design to bridge tttthe gap between the old and newhe gap between the old and newhe gap between the old and newhe gap between the old and new
eras:eras:eras:eras:
• Thought LeadershipThought LeadershipThought LeadershipThought Leadership anticipates what is coming next naturally, addresses
underlying issues, triggers systemic change, and creates cultural resilience; all of
which leads to long-term organisational and societal viability
• IIIIntegral Designntegral Designntegral Designntegral Design uses deep insights plus action-based learning to create beneficially
abundant innovation
© Christopher and Sheila Cooke 5Deep Ltd ThriveAbility Core Team Partners 71

ThriveAbility represents the
for all of us.
This involves expressing our own unique abilities in a
way that ,
while honoring the limits we each encounter in our
striving for thrival.
It also requires us to
, as we
design the integral pathways toward thrival for all.
72

To create an global open platform that:
• becomes the acknowledged way of creating thriving
businesses and communities
• embeds sustainable value through next generation
sustainable innovation, organisational
transformation through conscious evolution
• radically simplifies and deeply integrates new with
existing methods, practices and tools through the
ThriveAbility Consortium

ThriveAbility
Civil Society
Involving and learning
from the for-impact
organisations and com-
munities setting the
standards for lifestyles of
ThriveAbility.
ThriveAbility
Thinking
• Awareness raising
• Training
• Education
ThriveAbility
Apps
• Dashboards
• Diagnostics
• Simulators
Providers of data on Thrival/Wellbeing/Happiness plus psychographic data
ThriveAbility
Business Movement
• Pioneering academics,
business leaders &
consultants demon-
strating ThriveAbility in
action
• Investors and raters
redefining what
success means.
Providers of environmental, social & business data on sustainability and CSR

Members
Members

1. ThriveAbility Dashboard (measuring/mapping meaningful performance
breakthroughs, not incremental changes, with metrics that inform the design of
spaces for accelerated evolution)
2. Integrative Benchmarking & Best Practice (at level of systemic dynamics of
macro/meso/micro interactions)
3. Joint Research Projects (within and between business ecosystems)
4. Transformation through Sustainable Innovation, Strategy and Design (Methods &
tools to drive transformation incl. serious gaming)
5. Stakeholder Alignment (co-creative, collaborative approaches to scanning &
mapping actual & required shifts in stakeholder values & ideals)
6. ThriveAbility Leadership (from ThriveAbility Thinking to Design, Innovation,
Strategy & Change capabilities)
7. Scaling ThriveAbility (Training and Licensing practitioners & projects)

• Charter, principles, processes and events
• Programs, Dashboards and Navigation Systems
• Methods and Toolkit prototypes
• Training, development and licensing programs
• Form a community of organisations across key industries
• Pioneer the use of the ThriveAbility principles, practices, dashboards & toolkits
• Act as a community of practice in Europe and globally, role modelling ThriveAbility
• Become involved in programs, events, training and development
• Demonstrate ThriveAbility practitioner skills and results in their work

MINIMINIMINIMINI----WORKSHOPWORKSHOPWORKSHOPWORKSHOP ---- SOSOSOSO WHAT CAN YOU DO IN YOURWHAT CAN YOU DO IN YOURWHAT CAN YOU DO IN YOURWHAT CAN YOU DO IN YOUR
BUSINESS OR ORGANISATION TOBUSINESS OR ORGANISATION TOBUSINESS OR ORGANISATION TOBUSINESS OR ORGANISATION TO EMBED THRIVEABILITY?EMBED THRIVEABILITY?EMBED THRIVEABILITY?EMBED THRIVEABILITY?
For this exercise, we would like you to answer five questions in your group:
1. Describe the value-added of the most successful innovation associated with your
organisation in terms of:
a. The customer/market/end-user
b. The environment
c. Local communities
d. The regions/countries where you operate.
2. What are the most powerful limits/constraints on scaling this innovation to the next
level?
3. How might you use these limits/constraints to reinvent your innovation and/or business
design?
4. What would you need to change in your organisation and its business ecosystem to:
a. Reduce your footprint to zero? (How would you measure this?)
b. Maximise the thrival in your organisation and its business ecosystem? How would you
measure this?
5. What are the implications of your answers to the questions above for your leadership of
your organisation and its culture?

THRIVEABILITY TRAINING & DEVELOPMENT -2013
In 2013 we invite you to join us for one or more of the events featuring ThriveAbility:
• 19/06/13 - 57th EOQ Congress - Featuring ThriveAbility Keynote-
http://www.quality2013.eu/
Embedding ThriveAbility – 3 day weekend immersion programs: Chateau La Tour
Apollinaire, Perpignan, France
• 28/06/13 - Embedding ThriveAbility 2 – Perpignan- places still available
To find out more and book your place with leading pioneers in the circular economy,
breakthrough sustainability strategy, innovation, thrival and more, visit us at:
http://r2meshwork.ning.com

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ThriveAbility- Presentation to Oasis of Excellence Innovation Conference- Paris v4