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Transformational Leadership and Integration: Synthesizing over a decade of Best Practices
Leath SharpHarvard University@LeithSharp
ProgramFormat
1:30pm Module1:CoreConceptsLeithSharp,Director,ExecutiveEducationforSustainabilityLeadership,HarvardUniversity
2:20pm CaseStory:JeffRisom,Partner, ManagingDirector US,Gehl
2:45pm Discussion
2:55pm ShortBreak
3:05pm Module2
3:25pm SmallGroupActivity:Discussions
4:05pm SmallGroupReportOut:creatingourownthoughtpartnershipresource
Story of One Little Victory
“CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
• Location: student residence (~300 students)• Proposed savings
• Annual savings > $20,000• Payback < 3 years
• Process…
Simple Lighting Upgrade Project:
No progress for many years because no dedicated attention, money or time
“CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
How hard was one small change at Harvard University?
Simple Lighting Upgrade Project:
Facilities staff overstretched, need dedicated assistance to find new projects
School
“CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
How hard was change at Harvard?
Fin Mgr (capital budget)Fin Mgr (operating budget)
Facility Director Building Manager (superintendent)
House Master
House Occupants (students)REP Coordinator (student)
My Staff
Simple Lighting Upgrade Project:
No money in annual maintenance budget, loan fund provided“CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
How hard was change at Harvard?
Fin Mgr (capital budget)Fin Mgr (operating budget)
Facility Director Building Manager (superintendent)
House Master
House Occupants (students)REP Coordinator (student)
My Staff
Green Campus
Loan Fund
Simple Lighting Upgrade Project:
Facilities manager was overstretched, dedicated project management TIME needed
School
Fin Mgr (capital budget)Fin Mgr (operating budget)
Facility Director Building Manager (superintendent)
House Master
House Occupants (students)REP Coordinator (student)
Sales RepTechnician
Vendor
My Staff
Green Campus
Loan Fund
“CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
How hard was change at Harvard?
Simple Lighting Upgrade Project:
Facilities manager was overstretched, dedicated project management TIME needed
School
Fin Mgr (capital budget)Fin Mgr (operating budget)
Facility Director Building Manager (superintendent)
House Master
House Occupants (students)REP Coordinator (student)
Sales RepTechnician
Vendor
My Staff
Green Campus
Loan Fund
“CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
How hard was change at Harvard?
Simple Lighting Upgrade Project:
Facilities manager was overstretched, dedicated project management TIME needed
School
Fin Mgr (capital budget)Fin Mgr (operating budget)
Facility Director Building Manager (superintendent)
House Master
House Occupants (students)REP Coordinator (student)
Sales RepTechnician
Vendor
My Staff
Green Campus
Loan Fund
“CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
How hard was change at Harvard?
Simple Lighting Upgrade Project:
Senior financing management hesitates to give approval, needs convincing
School
Fin Mgr (capital budget)Fin Mgr (operating budget)
Facility Director Building Manager (superintendent)
House Master
House Occupants (students)REP Coordinator (student)
Sales RepTechnician
Vendor
My Staff
Green Campus
Loan Fund
“CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
How hard was change at Harvard?
Simple Lighting Upgrade Project:
Building management must provide approval, needs convincing
School
Fin Mgr (capital budget)Fin Mgr (operating budget)
Facility Director Building Manager (superintendent)
House Master
House Occupants (students)REP Coordinator (student)Sales Rep
Technician
Vendor
My Staff
Green Campus
Loan Fund
“CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
How hard was change at Harvard?
Simple Lighting Upgrade Project:
House Master concerned re:AESTHETICS, needs lots of engagement & discussion
School
Fin Mgr (capital budget)Fin Mgr (operating budget)
Facility Director Building Manager (superintendent)
House Master
House Occupants (students)REP Coordinator (student)
Sales RepTechnician
Sales RepTechnician
Vendor
My Staff
Green Campus
Loan Fund
“CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
How hard was change at Harvard?
Simple Lighting Upgrade Project:
Concern regarding MAINTENANCE of new light bulbs, basic training needed
School
Fin Mgr (capital budget)Fin Mgr (operating budget)
Facility Director Building Manager (superintendent)
House Master
House Occupants (students)REP Coordinator (student)
My Staff
Maintenance Crew
Univ. OpsSales RepTechnician
Vendor
My Staff
Green Campus
Loan Fund
“CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
How hard was change at Harvard?
Simple Lighting Upgrade Project:
Vendor PERFORMANCE inadequate, needed follow up.
School
Fin Mgr (capital budget)Fin Mgr (operating budget)
Facility Director Building Manager (superintendent)
House Master
House Occupants (students)REP Coordinator (student)
Maintenance Crew
Univ. OpsSales RepTechnician
Vendor
My Staff
Green Campus
Loan Fund
“CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
How hard was change at Harvard?
Fin Mgr (capital budget)Fin Mgr (operating budget)
Facility Director Building Manager (superintendent)
House Master
House Occupants (students)REP Coordinator (student)
My Staff
Green Campus
Loan Fund
Sales RepTechnician
Vendor
Maintenance Crew
Simple Lighting Upgrade Project:
3 months of constant facilitation by change management teamTECHNOLOGY + ATTENTION + FUNDING + TIME +COMMUNICATION/NEGOTIATION, + APPROVALS + AESTHETICS +POLITICS + TRAINING + PROJECT MANAGEMENT
“CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
How hard was change at Harvard?
July2016- hottestmonthsinceinstrumentalrecordsbegan.
AMODIScompositesatelliteimageforJune28,2016showseaice andareasofexposedwaterintheArctic.Credit:NASAGoddardSpaceFlightCenter
Frommid-Juneonwards,icecoverdisappearedatanaveragerateof29,000squaremilesaday,about70percentfasterthanthetypicalrateoficeloss.
LinkstoarticlesonTemperatureandArcticIce
http://www.scientificamerican.com/article/first-half-of-2016-blows-away-temperature-records/
http://www.climatecentral.org/news/arctic-sea-ice-record-low-for-june-20508
http://www3.weforum.org/docs/Media/TheGlobalRisksReport2016.pdf
WorldEconomicForum
2016GlobalRiskReport
GLOBALRISKINTERMSOFLIKELIHOOD
“Havethingshavegonenon-linear?”
ProgramBudget
Number of Sustainability Staff
Annual Savings
2000-1 $ 80,000 1 (Leith)2001-2 $264,000 4 $400,0002002-3 $648,000 8 $700,000
2003-4 $890,000 11 $1.5 million
2004-5 $857,000 11 $3 million
2005-6 $1,155,000 16 $5 million
2006-7 $1,700,000 19 $6+million
2007-8 $2,200,000 24+ $7+million
Source: Entrepreneurial Model to Fund a Large Change Leadership Team
Biodiesel in University Shuttles
Occupancy sensor driven temperature setbacks
Ground Source Heat Pumps
Building Mounted Wind
Photovoltaics Collecting oil for Harvard Recycling
Truck
Freecycling events Green cleaning
Harvard Yard Compost Tea Project
Free Plug Timers Give Away
Local Produce in Dining Halls
Rooftop Community Garden
“CBIS Pipeline for pilot projects” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
Proliferation of Innovative Projects all Over the Campus
Green Campus Loan Fund:
$12 million interest-free capital for conservation projects
Existing Buildings New Construction
$20+ million lent since 2001300+ projects
25+% average return on investment
An Innovative Campus Revolving Loan Fund
More certified green buildings than any university in the world.
130+ Green Buildings including…..
18 45
SUSTAINABILITYPRINCIPLES
ReducingtheEnvironmentalFootprint ofCampus
Operations
GREENBUILDINGSTANDARDS
Healthier,MoreEfficientBuildings
GREENHOUSEGASREDUCTIONGOAL
30%Below2006BaselineBy2016,Including Growth
A Number of Public Ambitious Sustainability Commitments
Within8yearsHarvardwentfromNowhereonsustainabilitytoitbeingpartofHarvard’sculture
CREATING HARVARD’S SUSTAINABLE COMMUNITY: FY14 SNAPSHOTEMISSIONS & ENERGY
HEALTH & WELL-BEING
CULTURE CHANGE & COMMUNITY
REDUCTION in greenhouse gas
emissions including growth and
renovation (FY06-FY14)
REDUCTION in greenhouse gas
emissions excluding growth
(FY06-FY14)
21%
32%14% OF ELECTRICITY is
purchased RENEWABLE ENERGY
All undergraduate Dining Halls, as well as the Cafés at HBS,
HarvardChanSPH, and HLS are GREEN RESTAURANT CERTIFIED
Faculty, students, and staff are collaborating
with the SILENT SPRING INSTITUTE to evaluate
potential exposure to toxins on campus in order
to identify and track significant
chemicals of concern
500+ Harvard
staff participated in
HEALTHY HARVARD
mindfulness programs
87% of commuters use sustainable transportation
SINGLESTREAM RECYCLING, COMPOSTING,
and REUSE contributed to 27% drop in per capita waste
CERTIFIED GREEN CLEANING on more than 13 million
sq. ft. of campus = 30 WIDENER LIBRARIES
230 GREEN OFFICES; 4,000+ staff engaged
56 seed grants awarded for STUDENT-LED
SUSTAINABILITY PROJECTS; Grants are tackling
energy use in labs, reducing stormwater, and
connecting CLIMATE CHANGE WITH THE ARTS
413 tons of reuse collected,
weighing as much as 26 HARVARD SHUTTLES
15,000 TERABYTES of research crunched at the LEED Platinum certified
MASSACHUSETTS GREEN HIGH PERFORMANCE COMPUTING CENTER.
It would take 3.8 million personal computers to do that same work.
243 courses on energy,
sustainability, and
the environment
239 faculty
teaching and conducting
research on energy and
the environment
8 Schools are SMOKE OR TOBACCO FREE, as well as Harvard Yard,
North Yard, and all Harvard University Housing properties
120 LEED CERTIFIED AND
REGISTERED PROJECTS
more than any higher
education institution
in the world
17%2%REDUCTION in energy use
including growth
(FY06-FY14)
REDUCTION in energy use
excluding growth
(FY06-FY14)
58,013 MTCDE reduced since 2006 = 12,213 cars off the road
NATURE & ECOSYSTEMS
ORGANIC LANDSCAPING used on
93 acres, including Harvard Yard
HARVARD FOREST &
ARNOLD ARBORETUM =
4,000 acres of
forest and landscape used for
active climate research and discovery
CAMPUS OPERATIONS
21% decrease in WATER USE since FY06
NEW ALTERNATIVE ENERGY SYSTEM
(combined heat and power) will
provide 28% OF CAMPUS ELECTRICITY
133,000 MILES traveled by the Harvard community through
HUBWAY BIKE SHARE PROGRAM = 5 trips around the world
#GREENHARVARD @GREENHARVARDGREEN.HARVARD.EDU
Hardwired into Harvard’s Organization – Depending on No One Champion
Doing Less Bad
“CBIS Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
By Slowing DownSpeeding Up
Heading Toward the Cliff
Stuck at Doing Less Bad
“Thisurgency,scaleandcomplexityforcestherevelationthatsustainabilityhastobetheproblemthatsolvesthewayweorganize.”
Who Attends? Executive tier leaders, high potential leaders and sustainability professionals with a senior report. All sectors encouraged.Location: Harvard University, Cambridge campus, MADate and Time: November 6-9, 2017Program Cost: $4100Learn more: CHGEHarvard.org/CBIS or email Leith_Sharp@harvard.edu
In collaboration with
Executive Education for Sustainability Leadership 2017
Center for Health and the Global Environment (CHGE)
KEEP CALM&
CHANGE (OR BE CHANGED BY)THE WORLD
4+TIMES FASTER
Gallop“StateoftheAmericanWorkplaceReport2013”
Disengagement
70%ofworkersintheUSAarenotengagedintheirwork.Definedasessentially sleepwalkingthroughouttheirday.
“CBI-S Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
Lack of Funding for New Ideas
BusinessAsUsual
Innovation
“CBI-S Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
Hardwired Separation
“CBI-S Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
It gets side-lined. It runs through a mismatcheddecision-
making process.
With much grit, skill and effort the change agent gets EVERYONE to
approve it.
The common fate of a new kind of decision
Burden of data/evidence requested exhausts resources.
Low Levels of Decision-Making Agility
“CBI-S Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
Source:RebeccaHenderson,SenatorJohnHeinzProfessorofEnvironmentalManagement.HarvardBusinessSchool
And on top of all this - everyone is very, very busy… and it’s falling on the shoulders of the few
Organizations=LowLevelsofChangeCapability
“CBI-S Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
Innovation, Adaptation and Change is Now as important as the Work of Continuous Improvement
Our Dominant Organizational Model was Designed for Continuous Improvement NOT Continuous Innovation
Changing Context
Access to capital
Supportive policy instrumentsConsumer demand: A change in values
A trained workforce A market providing product & services
Cross-Sectoral StuckPoint
“CBI-S Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
The Command Control Operating System (Management Driven Hierarchy) Predominates in All Sectors
Top Level Leadership
Middle Management
Grass Roots: Employee base
Direction & Authority
Management & Accountability
Implementation
What Does a Command Control Operating System Do Well?
• Directs• Specialization• Scales Up• Efficiency and incremental improvement• Consistency and Predictability• Accountability• Concentrates power and wealth
What Does Command Control NOT Do Well?
• Change• Agility• Shared Purpose• Learning• Empowerment• Innovation• Create conditions for ideas to emerge, arise and be built upon
Control&Coordination
The Business Leaders Dilemma
EntrepreneurialEnergy Theenergy,
creativity&driveofastartup
Theoperationalexcellenceofamaturefirm
Canwehavethebestofbothworlds?
Source:RebeccaHenderson,SenatorJohnHeinzProfessorofEnvironmentalManagement.HarvardBusinessSchool
OriginalPlan
“The Official Story Versus the Real Story of Change” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
The Social Entrepreneurs Dilemma
“The Official Story Versus the Real Story of Change” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
The Social Entrepreneurs Dilemma
Original Plan
Actual Experience
Original Plan
Actual Experience
Official Story
“Disconnect between how new things get done and the Official Story” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
The disconnect between the OFFICIAL STORY & the ACTUAL STORY of how new things get done
Getting new ideas to happen almost always = Squiggle
Attribution: Quentin Prideaux
Togetanewproduct, service,orideaintoanorganization….it’s typicallynotsimply
amatterofgettingtherefirst
FindtheRightPersontoGetitApproved
IdeaHappens
HaveagoodIdea
“Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
The MYTH: If we have the rights ideas, and get them to the right people, the right decisions will be made.
Patterns that exist within the squiggle reveal an emerging organizational model.
Actual Experience
Actual ExperienceActual Experience
By looking into the squiggle, we have revealed many powerful insights
Actual Story = Complex Change Processes Require Two Operating Systems
Actual Story = Complex Change Processes Require Two Operating Systems
“Adaptive Organizational Design” by leith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
Complimentary Operating Systems
Actual Story = Complex Change Processes Require Two Operating Systems
ADAPTIVE OPERATING SYSTEM TYPE OF WORK IT GETS DONE = EMERGENCE
Senses
ConnectsGenerates Engagement
Fosters Group Intelligence
Innovates, Learns, Creates
Resolves Risk
“Properties of the AOS & CCOS” by leith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
“No Shared Purpose, No Alignment” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
They Currently Don’t Automatically Play Well Together
“Purpose as Central Aligning Force for Dual Operating System” by leith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
Shared Purpose Must Act as the Essential Aligning Force
“The Power of a New Shared Lexicon” by leith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
It’s Not New In Many Regards
This opens the way to go from an amateur to a professional sport.
“The Power of a New Shared Lexicon” by leith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
What is new is having a shared language – a new lexicon, visual & verbal.
ADAPTIVE OPERATING SYSTEM
COMMAND CONTROL OPERATING SYSTEM
Intrinsic motivation to align with internal values/purpose & social needs
Extrinsic motivation to align with organizations mission, vision & goals
Clusters, Community structure, relationships Authority structure, transactions
Boundary crossing connectivity Division and hierarchy
Co-created change, leadership as a system Top-down change, leadership as a linear
Applied learning focus Execution focus
Stories, social Influence, spaces/convening/curating Strategy, metrics, reporting
Dynamic, emergence, transient, multiple Structure, routine, permanent, uniform
Each Operating System Has Different Operating Rules, Priorities, Language etc.
Aligned via Shared Purpose
“Leading the AOS & CCOS” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
• Good Ideas• Engagement• Reduced risk
• Permission • Resourcing • Decision-making agility
Optimizing the Synergy Between Operating Systems Requires a New Leadership Enterprise
“Optimize Synergy Between Both Operating Systems" by Leith Sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
RELEASE PHASETimeof‘creative destruction’re-organization&uncertaintyRESILIENCE:lowbutincreasing
A CBI-S Organization Mimics Our Living Planet
ADAPT STRUCTURE
SENSE WHAT’S EMERGENT
OPTIMIZE WHAT EXISTS
ANIMATED BY PURPOSE
DRIVEN BY STRATEGY
COLLABORATE MANAGE
PILOT SCALE
LEARN PERFECT
“CBIS Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
Bringing Purpose to Life
IdeaIdea
IdeaIdea
PURPOSE
Individual Ideas Animate Purpose
We Must Master Idea Flow
Inmostorganizations, thejourneyofanIdeafrominception tofullscaleimplementation isfraught.
Sometimes the AOS doesn’t get enough CCOS engagement before the AOS champion leaves
“Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
Sometimes the CCOS moves too quickly to execute on the idea – neglecting to do the important AOS work of fostering engagement
“Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
Sometimes the CCOS moves too quickly to approve the idea and then fails to resource implementation – neglecting AOS piloting to diagnosing implementation requirements
“Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
Neither operating system understood the other.
“Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
Forensic Idea Flow Mapping
“Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
When one Operating System tries to do what it’s not good at = Friction, Backwash & Plateauing
Milestones # Students
1. Early Years – Student Research and Creativity Conference
25
6 to 8 faculty on Committee
2. Dr. Munoz Joins Committee
3. Change Name to Made in Millersville
Increased discussion between faculty and staff
4. Library staff join Committee
5. 1st Made in Millersville 70
McNairy Library and Breidenstine Hall
Showcase newly renovated library
6. Establish Committee Co-director
7. Updated Committee Governance and Policies
“At least” two members from each college
Provost appointment letter, 22 faculty on committee
8. 2nd Made in Millersville 150
9. Establish Subcommittees
Martha McFadden joins – external recruitment
10. 3rd Made in Millersville 350
1
2 3 4 5
6
7
8
9
10
AOS
CCOS
SUCC
ESS
2014
9. Subcommittees7. Governance and Policies
8. 2nd MIM10. 3rd MIM
6. Committee Co-director
5. 1st MIM
4. Library Staff Join
3. Change Name
2. Dr. Munoz Joins
1. Early Years
2015 20162013Early Years
Made in Millersville Project Timeline
Forensic Idea Flow Mapping
17Resorts– 48,000HotelRooms
740AcresontheLasVegasStrip
350Food&BeverageOutlets
61,000Employees
3MillionSq.Ft.ofConventionSpace
CindyOrtegaSeniorVicePresident&ChiefSustainabilityOfficer
MGMResortsInternational
THEPROGRAM
BoardDirective
ProgramDevelopment&StrategicPlan
Pilot2,600Employees
ExecutiveRoadshow
Chairman
BOD
GoldStrike1,200Employees
ARIA&Vdara8,400Employees
Corporate2,600Employees
Bellagio8,100Employees
Mirage4,500Employees
MGMGrand8,400Employees
MandalayBay6,900Employees
NYNY2,000Employees
Luxor/Excalibur5,400Employees
CircusCircus3,700Employees
MonteCarlo2,300Employees
May
June-July
August-September
December- April
MGMGrandDetroit3,100Employees
60,000+Employees– 11Months!
Ideas
Permission
Piloting
CCOS engaged in de-risking Scale
P2P Influence
Right Fit
“Idea Flow” by leith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
What Cindy Did
Piloting
Ideas
Permission
Piloting
Builds CCOS Allies Scale
P2P Influence
Right Fit
“Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
Approval
Piloting
Pattern: Two Interdependent Processes Occuring
Reframing The Command Control Operating System as Part of Something Bigger
• Structure to support the whole• Cohesion of the whole• Conservation of resources• Distribution of resources to the whole
Bring the Adaptive Operating System to Full Strength in all Organizations to work Synergistically with the CCOS
• Sensing• Adapting/Evolving• De-risking
2001 2002 2003 2004 2005 2006 2007 2008 2009 2011
Number of LEED® Projects At Harvard
A story of Emergence, Integration, Command Control and Transformation
• Early Champions • Pilot Projects – Stories of Success • Changing Mindsets
• Building Capabilities and Confidence • Peer to Peer Influence
• Seed Capital • Diagnose & Remove Barriers • Streamline Process
• Critical Mass of Champions • Critical Mass of Projects
5 12 16 3 4 50+ 23 80+ 2000
Running awaynow…..
Green Buildings at Harvard: The Real Story
2001 2002 2003 2004 2005 2006 2007 2008 2009 2011
Number of LEED® Projects At Harvard
A story of Emergence, Integration, Command Control and Transformation
• Early Champions • Pilot Projects – Stories of Success • Changing Mindsets
• Building Capabilities and Confidence • Peer to Peer Influence
• Seed Capital • Diagnose & Remove Barriers • Streamline Process
• Critical Mass of Champions • Critical Mass of Projects
5 12 16 3 4 50+ 23 80+
A Story of the Adaptive Operating System, Integration, Command & Control
• Champions• Piloting• Learning• Addressing all Risks• Generating evidence of benefits• Socializing a critical mass
Activate an Adaptive Operating System
LEED Platinum for a historic renovation at no added cost.
46 Blackstone StreetLEED-EBOM Platinum January 2012LEED-NC Platinum April 2007
“CBI-S Case Story: 100 Green Buildings at Harvard” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
The AOS De-Risks and Solves the New Idea
2001 2002 2003 2004 2005 2006 2007 2008 2009 2011 12
4 23
Number'of'LEED'Projects'At'Harvard'''
• Prove the Business Case • Prove Capabilities • Prove Performance
• Prove Reputation Benefit • Align request with risk tolerance
• Create a New Decision Making Process for a New Kind of Decision
• Gain Approval to Scale
A story of Emergence, Integration, Command Control and Transformation
5 12 16 3 4 50+ 23 80+
Number of LEED® Projects At Harvard
A Story of the Adaptive Operating System, Integration, Command & Control
• Locate the decision making process
• Address the needs of all decision-makers
Iterate In and Out of the CCOS to Locate Stakeholders, Surface All Risk and Reach a Threshold of Certainty
2001 2002 2003 2004 2005 2006 2007 2008 2009 2011 12
4 50+ 23
Number of LEED® Projects At Harvard 5 12 16 3 4 50+ 23 80+
A story of Emergence, Integration, Command Control and Transformation
• Make green building commitment public • Embed into capital planning and approvals • Embed into RFPs, contracts and position descriptions
• Provide ongoing training and support
A Story of the Adaptive Operating System, Integration, Command & Control
• Adopt formal policy and financial approvals requirements• Integrate into all formal systems
CCOS Approves and Scales, Continues to Execute on The Commitment for the Rest of Harvard’s Life.
Ideas
Permission
Piloting
CCOS de-risking Scale
P2P Influence
Right Fit
“Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
Approval
Piloting
Pattern: Idea Flow Happens Via Adequate Translation & Iteration
IdeasAdaptive Sensing Piloting
CCOS Sponsors ScaleAOS Champions P2P Influence Sensing
Right Fit Approval
Early Iterations = Sensing, Mid Iterations = De-risking, Later Iterations = Approval/Scaling
Strategic Sensing
“Phases in Healthy Idea Flow" by Leith Sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
CCOS de-risking
IdeasAdaptive Sensing Piloting
CCOS Sponsors ScaleAOS Champions P2P Influence Sensing
Right Fit Approval
Early Iterations = Sensing
Strategic Sensing
“Phases in Healthy Idea Flow" by Leith Sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
CCOS de-risking
CCOS Blocks Sensing
The bulk of a CCOS’s sensing capacity resides here but it is routinely cut off from decision-making
“Sensing Blocked in CCOS" by leith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
CCOS Blocks Sensing Into Itself to Integrate New Ideas
To enable integration of something new into all that is – the CCOS often gets stuck in its silos. Integration of something new into all that is - often involves
sensing across silos, up, down and across with agility.
“Sensing for Integration" by leith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
IdeasEmergent Sensing Piloting CCOS Sponsors Scale
AOS Champs P2P Influence Sensing
Right Fit Approval
Mid Iterations = De-risking,
Strategic Sensing
“Phases in Healthy Idea Flow" by Leith Sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
Effective change leadership is about creating stability as much as it is about creating change.
“CBI-S Rationale” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
De-risking Change
vs.
CCOS only runs Tunnels instead of Funnels
CCOS only Tunnels = Less Sensing, Fewer Ideas Explored, No Piloting, Less Shared Ownership and High Risk Scaling
The AOS Can De-risk New Ideas to Digestible Levels for the CCOS to Scale/Structure
De-risking Is Necessary in the Four Spheres of the Organizational Ecosystem
“Four Kinds of Risk that Must be Addressed" by Leith Sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
SUSTAINABILITY LEADERSHIP Amy C. Edmondson | Novartis Professor of Leadership & Management | Harvard Business School THE POWER OF TEAMING
Social Risk is the Most Prevalent Source of Risk for New Ideas
Pilots Have to Solve for Two Things – To Prove the Idea Itself is Viable and to prove that the CCOS Can Integrate the New Idea into All that Is.
PILOT• How does this help with existing priorities?• Exactly what are the costs & benefits?• Where will the resources comes from and
does it mean someone else goes without?• Will someone else in the CCOS be impacted
that we are not thinking about?
• How do we do this?• Who else is into this?• What capabilities do we need to develop?• What are the costs and benefits?• How can we get approval to go further?
Iteration is KEY“Pilots Must Solve for Two Things" by Leith Sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
IdeasEmergent Sensing Piloting CCOS Sponsors Scale
AOS Champs P2P Influence Sensing
Right Fit Approval
Later Iterations = Approval and Scaling
Strategic Sensing
“Phases in Healthy Idea Flow" by Leith Sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
The CCOS needs to work at 4 Speed+ Different Speeds Rather than 1 or 2
“Idea Flow” by leiith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
FindtheRightPersontoGetitApproved
IdeaHappens
HaveagoodIdea
“Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
We Tend to Engage the CCOS as a 1 or 2 Speed Operating System
SingleCycleApprovalProcessesRarelyWorkforNewIdeasorIfTheyDo– There
areTypicallyHiddenConsequences
Ideas Piloting P2P Influence
Approval & Scaling
“Scaling Green Building at Harvard” by leiith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
Purpose & AOS/CCOS connect
Shared OwnershipSensing1 2 De-riskingRight Fit 3 4
Command Control Operating System Engaged at 4 Speeds
Piloting
SBasaLivingCaseStory
The Business Sector
The Rest of Society
SB’s organizational backbone is a profoundly purpose driven team that blendsits CCOS and AOS operating systems to enable the work that it does.
SB is in Pursuit of Market Transformation.
SB Curates A Routine Pulse of Business Sector AOS to Foster Purpose Driven Leadership, Sense into and amplify Emergent Transformational Possibilities
What Change Capable Organizations Do
Create New Expectations of the Journey and Governance that Supports Iteration Between OS’s
There Will Be Fusion of the Two Operating Systems
Doing Less Bad Doing Good & Doing Well
Changing DirectionSlowing DownSpeeding Up
Heading Toward the Cliff
Flow“CBI-S Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
Accelerating a Qualitatively Different Organizational Model
New Normal organization
Normal organization
Up Next: A Paradigm Change in the Way we Organize
Future organizational model
RELEASEPHASETimeof‘crea3vedestruc3on’re-organiza3on&uncertaintyRESILIENCE:lowbutincreasing
Our Future Organizational Model Can Be Informed by the Way Complex Living Systems Organize
“Properties of Complex Living Systems" by leith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
Defining a New MODE OF Sustainability Leadership: Core Business Innovation for Sustainability CBI-S
CBI-S positions sustainability as a DRIVER of ORGANIZAITONAL DESIGN & IDEA FLOW to unleash new levels of engagement, agility and
innovation
“CBI-S Defined” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
ANewSharedLexicontoEquipChangeAgentsfortheJourneyAhead
Embrace, Improving and Sharing a New Lexicon & Visual Iconography
“CBI-S Defined” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
Adaptive Operating SystemCommand Control Operating SystemDual Operating SystemSensingDe-riskingEmergenceCode switchingTranslatingIdea Flow Idea Flow MappingChange leadership = Fostering StabilityOrganizational EcosystemSocial DynamicsPsychological safetyEmotional IntelligenceCore Business Innovation for Sustainability (CBI-S)
Who Attends? Executive tier leaders, high potential leaders and sustainability professionals with a senior report. All sectors encouraged.Location: Harvard University, Cambridge campus, MADate and Time: November 6-9, 2017Program Cost: $4100Learn more: CHGEHarvard.org/CBIS or email Leith_Sharp@harvard.edu
In collaboration with
Executive Education for Sustainability Leadership 2017
CenterforHealthandtheGlobalEnvironment (CHGE)
Whatwillbecomepossibleoncewechangechange?
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