Post on 22-Nov-2014
description
Innovation towards
Sustainability
Pablo
Villoch
2011
December
20th
Framework for
Strategic
Sustainable
Development
WHY?
The Global
Challenge
4
principles
HOW?
ABCD
Innovation
Remember a moment of intimate
and deep connection with Nature
This MINN Team 1has been selected
to live the rest of their lifein a SpaceShip.
You have 10 minutes to design the
Spaceship where you will live the rest of
your live and design how will you co-live
and survive together in the same spaceship.
“Many signals indicate that we are living
a period of global transition,
as if something old
is falling
while something newIs being born with pain,
As if something were fallingWhile something else, still confuse,
Is rising from the Crabble.”(Vaclav Havel)
Margaret Wheatley
´VIDEOS EJEMPLOS
Natura Chile
Bolsas Falabella Verde
Banco Real de Brasil
Ahorra Agua
Unsustainability Sustainable
Society
¿funnel or cilinder?
The Global Sustainability Challenge
Growing world population
Increasing conflicts and unequality
Decreasing social cohesion and trust
Reducing field of possibilities / campo de maniobra
Increasing consumption of resources
Growing demand on ecosystem services
Pressures to limit access to resources
Undermined ecosystems health
Tiempo
Communities
Institutions
Companies
Sustainable
Society
Unsustainability
“Modern times”
Industrial Age
MechanisticParadigm
Organizations as machines
People asexchangeable pieces
Mechanistic Understanding
ofHuman Being
Be aware of your mental models!
They will become into
your glasses to see and
understand the world
Linear World View of Classical Economy
Economy
Natural
ResourcesSociety
Raw Materials
Energy
Waste
Products
and services
Work
Mental Model under Industrial Age Economy
Mental Model under Industrial Age Economy
Economy
Biosphere
Society
Mental Model in the Ecological Economy
COMPANY
SHARE
HOLDER
FOCUS:
MAXIMIZE PROFIT
(DEFINITION
OF SUCCESS)
COMPANY
EMPLOYEES
MANAGERS
CUSTOMER
SUPPLIERS
COMPETENCE
LOCAL
COMMUNITY
ESTATE
NGOs
ENVIRONMENT
CSR Approach:
SHARE
HOLDERS
COMPANY
EMPLOYEES
MANAGERS
CUSTOMER
SUPPLIERS
COMPETENCE
LOCAL
COMMUNITY
ESTATE
NGOs
Sustainability
Approach:SHARE
HOLDERS
E.F. Schumacher (1973):
«Small is beautiful»
Donella Meadows(1972):
«Limits of Growth»
Gro Harlem Brundtand(1987):
«Our Common Future»
Origins of “Sustainable Development” Concept
Sustainable Development
Meet the needs
of present generationswithout compromising the possibility
of future generations
to meet their own needs.
Brundtland Report (1987):
«Our Common Future»
Origins of “Sustainable Development” Concept
HUMAN NEEDS according to Max-Neef
http
://a
risin
g.f
iles.w
ord
pre
ss.c
om
/2008/0
5/a
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ur_
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-log
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.jp
g
protection
leisure
creativity
understanding
identity
freedom
subsistence
affection
participation
transcendence
Latest Best Sellers
Latest Best Sellers
Dr. Karl-Henrik Robert
Framework for Strategic Sustainable Society
Understand the rules of the game, the
players, their relationships
Understanding the definition of success in
that system
Guideliines that guide strategic decisions
Initiatives to be developed
The tools needed to implement the
actions
5 levels to plan in Complex Systems
Basic Foundation of Natural Science
« Nothing can be destroyed »
« Everything
tends to be dispersed »
« Living systems have capacity to self-organize. »
System
Slow Geological Cyles (erosion , slow vulcanic cycles)
Slow Geological cycles (sedimentation and mineralization)
Closed Systemto matter1) Nothing disappears2) Everything gets dispersed
Open Systemto Energy
Photosynthesis
Sustainability is the capacitiy of
Human Society to maintain
indefinitelywithin the
natural cycles
Natural Cycles
Flujos relativamente grandes de materiales de la corteza terrestre
Introducir componentes persistentes ajenos a la naturaleza
Degradar físicamente los ecosistemas
Barreras que impiden a las
personas satisfacer sus necesidades
Cómo destruir los ciclos naturales
Understand the rules of the game, the
players, their relationships
Understanding the definition of success in
that system
Guideliines that guide strategic decisions
Initiatives to be developed
The tools needed to implement the
actions
5 levels to plan in Complex Systems
...concentrations of substances
extracted from the Earth’s Crust,
...concentrations of substances
produced by society,
...degradation by physical means.
...are not subject to conditions that
systematically undermine their capacity
to meet their needs
In a Sustainable Society, people
And Nature is not subject to systematical increase of…
4 Sustainability Principles
What is your vision of Success?
http
://w
ww
.thenatu
rals
tep
.org
/en/4
-syste
m-c
onditio
n-i
cons
Frame your definition of success within 4 SPs
Frame your vision of success within 4 SPs
...increase of concentrations of substances
extracted from the Earth s Crust
...increase of concentrations of substances
produced by society
...physical degradation of Nature.
...undermining of people’s capacity to meet their needs
The Company « XXX » will accomplish xxx …
elimininating its contribution to the systematical…
Vision framed within the 4 SPs
Select an object and assess its lifecycle
Against the Sustainability Principles
EXTRACTIOIN
TRANSPORT PRODUCTION DISTRIBUTI=NCOMERCIALIZA
TION
CONSUMPTION
/ USE
DISPOSAL
SP 1
SP 2
SP 3
SP4
Understand the rules of the game, the
players, their relationships
Understanding the definition of success in
that system
Guideliines that guide strategic decisions
Initiatives to be developed
The tools needed to implement the
actions
5 levels to plan in Complex Systems
1. Start with an End in mind
2. Back from future vision towards present
3. Muévete paso a paso hacia la visión
Presente
Future
Backcasting: Retroprospectiva
System AWARENESS
BASE
LINE
DECIDE ON PRIORITIES
Presente
Nos mueve en la dirección correcta?
Es una plataforma flexible?
Tiene un buen retorno sobre la inversión?
Future
CREATIVE SOLUTIONS
ABCD Method
http
://a
risin
g.f
iles.w
ord
pre
ss.c
om
/2009/0
1/c
reative
-tensio
n_le
arn
ing
-house_seng
e.jp
g
- Are we in the right direction ?
- Is it a flexible platform?
-What is the return on investment?
(not only monetary)
+ Other additional criteria
Strategic Guidelines
Understand the rules of the game, the
players, their relationships
Understanding the definition of success in
that system
Guideliines that guide strategic decisions
Initiatives to be developed
The tools needed to implement the
actions
5 levels to plan in Complex Systems
Understand the rules of the game, the
players, their relationships
Understanding the definition of success in
that system
Guideliines that guide strategic decisions
Initiatives to be developed
The tools needed to implement the
actions
5 levels to plan in Complex Systems
Tools
System
Awareness
Base
Line
Presente
Future
FRAMEWORK FOR STRATEGIC SUSTAINABILITY
Decide on
Priorities
Are we on the right direction?
Is it a flexible platform?
Return on Investment?
Creative
Solutions
ABCD Application
1. Choose an organization / business / project
2. Apply the ABCD method
A- Understand the system and frame the vision of success
B- Base Line against the 4 SPs
C- Creative Solutions
D- Decide on priorities
3. Present it to the group
Innovation Systems and Culture
Business Model Innovation
Process InnovationProduct /
ServiceInnovation
Actual
market
human
needs and
desires
NEED VALUE
OFFER
EXTENDED
ENTERPRISE
Future
Market
Human
needs and
desires
Future ways to
meet the needs:
Incremental
or radical
changes?
Actual
Extended
Enterprise
Future
Extended
Enterprise
Strategic Life
Cycle Assessment
against
Sustainability
Principles
1.- Transform our mental models
2.- Transform our business models
“sustainable intrapre-learning”
What ismy
passion?
Where can I be thebest?
What can generateincomes?
What isthe real humanneed?
How can Iadd value
(satisfy thatneed) in a
sustainableway?
NIKE: CONSIDERED DESIGN
MAX BURGER, SUECIA
SCANDIC HOTELS
Obama ha previsto la creación de 5 millones de “empleos verdes” en
torno a energías renovables. http://www.whitehouse.gov/issues/energy-and-environment
Ya, ya… pero…
¿ y en Chile?
CReATiVity
within RESTRICTIONS
pRinCiPles based
Inn_OvatioN
El avión de papel
1. Make a paper plane
El avión de papel
1. Make a paper plane
2. Now, throw it
and let it fly.
Let’s analyse the results:
- What’s the average?
- What can we say on dispersion?
- Which one is the best plane?
Now ...
Let’s repeat the game
Our engineer
will share the knowledge
What can we learn from this game
Estandarización vs. Diversidad
Control vs. Creatividad
Convergencia vs. Divergencia
Promedio vs. Dispersión
Mejores prácticas vs. Innovación
Knowledge Creation. Nonaka & Takeuchi (1995)
Implicit
Explícit
Implicit
Explicit
Articulating
concepts
Connecting
Empathy
Embody
practice
Aprender haciendo
Diálogo
Socialization Externalization
CombinationInternalization
Knowledge Spiral
The Ball Game
Purpose: Be as efficient as possible
Principles
1.- La pelota debe pasar por todos
2.- Todos deben tocar la pelota al menos con una mano
3.- Debe repetirse la misma secuencia una y otra vez
4.- Se puede pasar la pelota a la persona que está enfrente,
pero no a la persona de al lado
5.- Si la pelota cae, se comienza
de nuevo, siguiendo la misma secuencia
6.- El equipo se pone sus propias metas
Preguntas sobre el Juego de la Pelota:
- Cómo podemos describir qué ha pasado durante el juego?
- Qué momentos o imágenes del juego quedarán en tu memoria?
- Qué factores contribuían al éxito?
- Qué factores lo obstaculizaban?
- Qué podemos aprender de este juego?
Juggling
purpose_
Keep the balls
Moving on the air
El juego de Malabares
1.- Las pelotas deben moverse todo
el tiempo
2.- Repetir la misma secuencia
continuamente
3.- La pelota puede pasarse a quien
está enfrente pero no a la persona
que está a tu lado.
4.- Si la pelota se cae, recógela y
continúa el juego.
5.- Sin reloj. Sin presión.
6.- Juega y disfruta.
Preguntas sobre los Malabares
-¿Cómo podemos describir lo que ocurrió durante el juego?
- ¿Sensaciones, emociones, actitudes, conductas…
-¿Qué imágenes o momentos del juego quedarán en tu memoria?
- ¿Que factores contribuían al éxito del juego?
- ¿Qué factores lo obstaculizaban?
-¿Qué semejanzas podemos encontrar entre el juego y el emprendizaje?
- ¿Y si cada pelota fuera una metáfora de un elemento del emprendizaje?
- ¿Qué podemos aprender de este juego?
El Avión de Papel La Pelota Los Malabares
Diversidad
Diversión
Indicadores
Estrés /
tensión
Caos y orden
Las preguntas que han guiado a Dee Hock en su vida y su libro
-> ¿Por qué las organizaciones, en todo el mundo,
ya sean políticas, empresariales o sociales,
son cada vez más incapaces de gestionar sus problemas?
-> ¿Por qué los individuos, en todo el mundo,
se sienten cada vez más alienados o en conflictocon las organizaciones en las que trabajan?
-> ¿Por qué la sociedad y la biosfera están en un progresivo deterioro?
“Debemos cuestionar seriamente los conceptos que
subyacen en la estructura de las organizaciones
y preguntarnos si son los adecuados para
enfrentar los crecientes problemas ambientales y
sociales
e incluso más allá, debemos considerar seriamente si son
la causa principal de esos problemas “
Dee Hock
Caórdico : adj. caos y orden:
1. El comportamiento de cualquier organismo,
organización o sistema que auto-gobierna,
mezclando armónicamente características de
orden y de caos.
2. Diseñado de un modo en que no es dominado ni por el caos ni por el orden
3. Característica de los principios fundamentales que organizan la evolución y la naturaleza
pablo@glocalminds.com
Degradation: The world could be
running out of some resources
0%
2000
Fo
reca
st p
ost-
pe
ak
de
clin
e r
ate
2005
Campbell
LBST
Peak Oil Consulting
Uppsala
Total
BGR
Shell
Miller
Meling
OPEC
IEA
USEIA
2010 2015 2020 2025
Forecast date of peak
2030 2035 2040 2045 2050
1%
2%
3%
4%
5%
6%
7%
8%
Global supply forecasts according to the implied ultimate recoverable
resources of conventional oil, date of peak production and the post-peak
aggregate decline rate
Source: UKERC, The Global Oil Depletion Report, 2009