Post on 01-Nov-2014
description
Sustainable Development and Corporate TransformationThought Piece
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Complex challenges Do we know what needs to be done?
• We may have less than a generation to solve the world’s most pressing problems, such as:
o climate change/clean energyo bottom of the pyramid
development
• Need to master complexity
• Need for increased collaboration and development
o unsustainable consumption and resource depletion etc
• Corporations have an huge role to play
• Current leadership approaches do not seem sufficient to mobilize people and action effectively across large scale, complex and diverse realities
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collaboration and effective delivery
• Need a new paradigm of sustainability thinking and behaviour
The change challengeWill we do it?
Paradox - there is an urgent need for change but the rate of organisational change isusually slow and littered with failed attempts…. WHY?
The deck is stacked against change
• generative complexity – unfolding situations• social complexity – multi-stakeholders• dynamic complexity – cause and effect far apart
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Piecemeal approach • poor leadership and articulation of the Reason why• dictate of new Rules in the absence of Consciousness
Focus on process over person or froth over
substance • Need an integral approach driven by inspired leadership
Complex challenges An integrated approach
Translating sustainability
into strategy and long term value Driving results
Developing the leader as awhole person
and transformingthe culture of
the organisation
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long term value Driving resultsin large, complex
organisations
Grow business and societal
value
Leadership beyond the norm
Leadership that is:
• sensitive and responsive to global and local realities
• comfortable in diverse cultures
• builds multi-stakeholder relationships relationships
• uses insights to inspire and innovate and set strategic direction
• manages inner complexity as well as global market complexity
• breaks silos, joins up and aligns the organisation to new ways
• drives lasting change to a new culture for the organisation
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‘Integral model’ of change – Ken Wilber
Exterior
• Observable behaviours• Leadership skills• Competencies
• Attitudes• Beliefs • Values• Motivation
Individual
Cultures majorly based on consciousness:
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Inte
rior
Exterior• Observable behaviours
• Governance• Commitments• Policies and standards• Management systems• Procedures, tools
• Culture• Values, business
principles • Assumptions• Norms
Organisation
consciousness:
-Disillusioned-Loose accountability
Cultures majorly based on reason and rules:
-Avoidance-Compliance
Paradox : What comes first, the chicken or the egg? Where to start when you need to do it all?
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INTEGRAL MODEL OF CHANGE
It is an interactive process whereby a small minority of Innovators begin to set the new norm:
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Typical population under going change
Innovators and Early adopters mobilise the early ma jority
Step 1:Connect and
Step 2:Early engagement –Change agents
Step 3:Intense engagement and creation of Early majority
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Connect and Empower –Change initiators
Integral model of change
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Innovators
• see the need for a new paradigm
• articulate the reason• set the new rules • drive implementation - often
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vip.vyas1 • drive implementation - often ahead of wide spread understanding and deeper consciousness
• Create a network of Early Adopters� identify� enlist, equip� instill with a new
consciousness
Integral model of change
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Early Adopters
• become change agents• engage the early majority
Early majority • apply the new thoughts and
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vip.vyas1 • apply the new thoughts and actions
• become a critical mass of people sharing a new consciousness
• reach the tipping point for lasting change
A new way to embed lasting change
Paradox: rules are necessary but they cannot cover everything in a dynamic world
Step 1:
Develop wide spread
consciousness
Step 2:
Equip people to innovate and deal with new
realitiescover everything in a dynamic world
What happens when circumstances go beyond even new rules?
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realities
Step 3:
Harvest and disseminatethe emerging
best practice
Step 4:
Generate an effective ,
system wide new rule
Essential conditions for developing consciousness
Out of comfort zone ‘Deep Impact’ learning environment
• Experience of a new country/culture
• Working in multicultural teams
• Solving real business problems
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• Tight time frames
• Working at the interface of public/private sector
• Leading edge technology and practical business skills
• U-process, assessments, stakeholder analysis and engagement
Essential approach to effective solutions - The U process approach
Sensing: participants visit other sitesand organisations and develop freshinsights into those organisations –and begin to question some of theirown assumptions
Presencing: participants integrate allof their ‘sensing’ and together reach a
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of their ‘sensing’ and together reach ashared sense of the possible wayforward and their own, deep personalcommitment to this
Realising: together, participantscreate plans for prototyping andaction which represent new,innovative thinking.Developed by Joseph Jaworski & Otto Sharmer
Embedding sustainable developmentAn effective solution
Strategy and Portfolio Targets, systems and tools
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Stakeholder panels
Reporting and assurancePolicies, Standards and Governance
People skills and behaviours
Embedding sustainable developmentDetailed solution
• Scenarios• New products• New services
Strategy and Portfolio
Targets, systems and tools
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• Existing operations: i.e. ESHIA, SD in VAR Process, Carbon cost guidelines, SD in Bus Proposals• New projects: i.e. KPIs & targets, SD major site reviews, SD at retail sites, Scorecards
• HSE Policy – standards around environment, biodiversity, health, security ,diversity etc.• External Review Panel• SD Committee• Internal assurance
Policies, standards and Governance
• Stakeholder panels
Reporting and Assurance
Embedding Sustainable DevelopmentPeople Skills and Behaviours
Objective Activity Medium Agent
Communication
Training/learning
SD e-PortalNewsletters/e-lettersCompany ReportResource library
SD e-learning
Key messagesLatest updatesBest practice examples
Corporate CentreBusinessesFunctions
Self directed
Awareness & understanding
Working
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SD networksCross-postingsCompetencesCareer planning
BusinessesHR PlannersSD Advisors SD practitioners
Beyond training
SD e-learningSD workshopsSD master classesLeadership assessment& developmentTraining & coaching
SD presentation packsSD case studiesSD best practice guidesSD modules and eventsSD e-learning tools
Active learning Experienced peopleFunctional leadershipCompetency profiling
Self directed SD advisorsSubject expertsProgramme managersSD change agents
Skilled
Mastery & advocacy
Working Knowledge
Sample sustainable development roadmap
SD Learning Basic awareness & understanding
Communications
• Clear, simple, consistent
• In the language of the company
• Combination of
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� moral/values case based on company values
� business case based on real company examples
• Championed by top leadership
• Continuously updated and repeated
• Using all media
• Corporate SD e-Portal hub
SD Learning approach
Features
• Business relevant
• Tailored to priority audiences
• Based on ‘self-discovered’ and ‘accelerated learning’ techniques highly engaging, learning’ techniques highly engaging, experiential, mixed media
• Short, cost-effective and flexible
• Delivers personal reflection and action-planning
• Built around 'train-the-trainer’ concept
• Integrated throughout the talent pipeline
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Co-created with the Businesses
SD Learning
Training and leadership development
• E-learning
• All-comers SD primer workshops for individuals and networks
� Specialist SD workshops� Specialist SD workshops
� Line managers
� Project engineers
• External affairs, HSE, SD, Finance managers
• Country Chair on-boarding – SD and engagement
• Master classes for senior leadership
• SD modules
Integrated throughout leadership talent pipeline
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SD Learning – mastery and advocacy
Beyond training
• Networks
• Active learning
• Placing/cross-posting experienced people
• Use of champions
• Competency profiling
• Assessment and development
• Career planning
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Beyond Leadership programme - ‘U’ process in actiona new pedagogy for deep impact learning
Field workPreparation Business Projects
Closing Conference
PostProgramme
Phase 1 (2 months) Phase 3 (1 year)Phase 2 (4 months)
• Field projects: Brazil, India, Mexico of real stakeholder importance
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importance
• Business projects: in new product development, new market entry etc of real business importance
• Mentored throughout in teams
• Coaching pairs
• Growing alumni of like-minded leaders sharing new approach
Done in association with LEAD International
‘U’ process integrated throughout
Driving individual team accountabilityWorking across cultures
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Planning projects and co-ordinating action
Deep dive: prototyping ideas
Visioning presencing
Understanding stakeholder perspectives
Dialogue: advocacy and inquiry
Leadership consciousness, competencies behaviours consolidated in business practice
Giving and receiving assessment
Driving action and performance in real business projects
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Giving and receiving assessment
Building a personal leadership brand
Creating critical mass of Change Agents
Tipping point reached where new culture becomes the norm
Learning
• World needs new sustainability paradigm of thinking and behaviour• Complex challenges need integral solutions• Requires Leadership beyond the norm – values based, masters of complexity - to
drive• Integral approach to change – Wilber model• Innovators and early adopters:o articulate the reason and set the new rules – hard wiringo articulate the reason and set the new rules – hard wiring
� governance, policies & standards, systems & processes, reporting, KPIs, targets, verification & assurance etc
o engage the early majority to instil consciousness – soft wiring by targetingo high leverage change agents with deep impact learning program based on ‘U’
� Grow critical mass of transformed individuals to achieve tipping point in � Cultural transformation to set lasting change around new paradigm
• Be systematic, allow innovation to flourish, consolidate best practice as new rules
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Sustainable development – corporate transformation• Gain top level commitment and mandate for change
� engage top leaders individually, then collectively� relate to individual and company priorities - show how change proposition will add value
• Be systematic� set-up governance structure with company-wide representation� manage change as any other project - objectives, roles, responsibilities, timeframe, KPIs, reviews
etc• Set common language in simple words with clear definitions resonant with company culture and
values� be rigorous in the consistent use of terms – include values case and business case� be rigorous in the consistent use of terms – include values case and business case
• Communicate widely - raise basic awareness & understanding, prepare the way for the change to follow
• Address ‘hard wiring’ and ‘soft wiring’ at the same time using the integral approach� develop reason, rules and consciousness
• Work through existing systems and processes as far as possible – bolt-on, infuse align • Grow a network of Innovators and Early adopters to influence the Early majority • Allow a ‘thousand flowers to bloom’ - encourage challenge to old ways of doing things, be
supportive of experimentation• Recognise, reward and communicate emerging best practice – consolidate into new standards• Continuously maintain and refresh communications• Celebrate success• Enjoy the ride – how you travel is as important as the journey
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Sustainable developmentcorporate transformation
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corporate transformation
Mark Wade
mark@markwade.co.uk+44(0)1580 714968+44(0)7957579550