TITLE: eg. Marketing

Subtitle/Description: Eg. Online Marketing

Faculty Name: eg. Godfrey Parkin

Date: 19/08/2011

The Necessary RevolutionBy Peter Senge

We Read for You, August 2011

Presented by:

Arnold Smit, Centre for Business in Society

Date: 19/08/2011

Learning organizations: “…where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together.”

• Senior lecturer at MIT• Founding chair of the Society for

Organisational Learning• Journal of Business Strategy

(1999): “strategist of the century”• Wall Street Journal: One of the

world’s most influential business thinkers”

Peter Senge

Setup of the book

“In the necessary revolution, we will talk aboutthe challenges we face in three interconnected areas –energy and transportation, food and water, material waste and toxicity (what we make and discard) –and the consequent imbalances that result when too many resources are concentrated in too few hands.”

How Three storiesWhy

Three stories

First story: Never doubt what one person and a small group of co-conspirators can do

Sweden:• Oil counts only for 30% of

energy• 15% of cars run on ethanol• All major manufacturers offer

ethanol-based cars.

… countless local networks developed quietly, thanks to the efforts of small groups of committed and courageous individuals who setout to find others with similar aspirations.

BioFuel Region

Green Zones

Dealerships

Cars

Second story: Aligning an industry

USGBC: The US Green Building CouncilLEED: Leadership in Energy and Environmental Design

“If global carbon emissions werecurrency, most of the “money” could be found in our office buildings, malls, hotels, factories, apartment buildings, and homes.”

A small group of likeminded people who were interested in genuinely addressing the

total impact of buildings on the environment, human health and well-being, and communities.

Third story: Unconventional allies - Coke and WWF partner for sustainable water

“We should not cause more water to be removed from a watershed than we replenish.” (Neville Isdell, CEO, 2007)

In the next two decades it is estimated that water use by humans will increase by about 40 percent, and that 17 percent more waterwill be needed to grow food for a growingPopulation.

Goods in production Goods in use

Accumulating waste

Waste from extractingand manufacturing

Waste from use

Waste from discard

Consumptionproduct & services

Harvesting and extracting natural

resources

The industrial age paradigm

Why? - The case for change

8bn tons go in

3bn tons absorbed by the land and the ocean

5bn tons added To the atmosphere

Fossil fuel burning

800bn tons

The CO2 Bathtub

• Mental models of the industrial age– Energy is infinite and cheap– There will always be enough room to dispose of all our

waste– Humans can’t possibly alter the global environment– Humans are the primary species on earth.– Basic resources such as water and topsoil are unlimited– Productivity and standardisation are keys to economic

progress– Economic growth and rising GDP are the best way to

“lift all boats” and reduce social inequities

• A new mental model– Surf the flux; live within our energy income.– Zero to landfill; make everything recyclable,

remanufacturable, compostable – We are borrowing the future from our children; we have to

pay it back– We are only one of nature’s wonders– Value the earth’s services; they come free of charge to

those who treasure them.– Embrace variety; build community– In the global village there is only one boat, and a hole sinks

us all.

Take-make-wastesolutions

Societal needs

Regenerative solutions –all life flourishes

Damage to social andenvironmental systems

Short-term fixesEasier, faster

Fundamental solutionsHarder, take time

Unintended side effects

delay

(p 38)

SocietyEnviron-

ment

Economy

Economy

Environment

Society

How? – Getting started

1. Change mental models

(p 102)

Non-complianceCompliance Beyond compliance

Integrated strategyPurpose/Mission

2. See the business rationale

(p 115)

Reactive

Proactive

Internal External

Tomorrow

Today

Drivers:Population

PovertyInequity

Drivers:Civil Society

TransparencyConnectivity

Drivers:DisruptionClean techFootprint

Drivers:PollutionConsumption Waste

Strategy:Clean technologyPayoff:Innovation and repositioning

Strategy:Product stewardship

Payoff:Reputation and legitimacy

Strategy:Base of the Pyramid

Payoff:Growth and trajectory

Strategy:Pollution preventionPayoff:Cost and risk reduction

Sustainablevalue

3. Create value for the future and the present

(p 122)

4. Develop three essential capabilities:

Seeing systems

Creating desired futures

Collaborating across

boundaries

Seeing systems

Goods in production Goods in use

Accumulating waste

Waste from extractingand manufacturing

Waste from use

Waste from discard

Harvesting and extracting natural

resources

GrowthEcological systemsRegeneration

Non-regenerative resources

Non-regenerative resources

Natural nutrients

Technical nutrients

Solar energy

Clean airDrinkable waterFertile soilPollinationStable climate

(p 214)

Collaborating across boundaries• Get the system in the room• See reality through others’ eyes• Build shared commitment

Collaborating is ultimately about relationships, and relationshipsdo not thrive based on a rational calculus of costs and benefits, but rather because of genuine caring an mutual vulnerability.Building the capacity to collaborate is hard work and demandsthe best of people, particularly when it involves people fromdifferent organisations (or even different departments withina larger organisation) with different goals and with little history of working together. (p 233)

open mind(structure)

open heart(process)

open will(thought)

Co-initiating

Co-sensing

Co-presencing

Co-creating

Co-evolving

SENSING

PRESENCING

REALISING

Theory U (Otto Scharmer)

Creating desired futures– Learn from living systems– Unleashing everyday magic– You don’t have to have all the

answers– It’s not what the vision is, it’s what

the vision does

Alignment of environment,design and strategy

Environment changes,design and strategy doesnot follow

Environment and strategy change, design does not follow

Redesigning for the future

No division

or department

can be

exempt from

integrating

sustainability

into the key

results they

produce (p 342)

Value of the book

• Connecting sustainability with systems thinking to build the case for change

• Emphasising the importance of collaboration and co-creation

• Inspiring hope through highlighting positive stories of change

“We are a young species who, uncertain of our niche, has very recently – in a virtual second of life’s day on earth –expanded to fill the world. In a sense we are like teenagers, full of enthusiasm and energy, and more than a bit confused.and, like every teenager must, we are about to discoverthat we are not the center of the universe – not even the center of life on this planet. We are but one of millions, and our merit depends not on our ego, but on our contribution.”

(p 380)

Centre for Business in Society

Responsible leadership

ComplexityEthics

Collaboration

Sustainability

New languageNew practices

New behaviour

Social capital

NPOs: Healthy workforce

Education: Future pipeline

www.usb-ed.com/business-in-society