CHANGE THE WORLD _WHITE PAPER_ v1.9

Organizational Chaos Vs. Organizational Consciousness

New Rules of the Game for Sustainable Businesses

Change the World Corp White Paper

2009

Copyright © 2008-2009 Change the World Corp. All Rights Reserved 1


Contents

Introduction ............................................................................................... 2 1. Creating Inspiring Visions that Unify Stakeholders ......................................... 5 2. Game Plans with ‘built in Chaos’ ................................................................. 5 3. Energizing Leadership without Ego .............................................................. 6 4. Strong Delivery and Execution with Strong Cultural Alignment ........................ 8 5. Sustainable Business Results with Greater Social Contribution ....................... 10 6. Energy Fields and Expanding Human Consciousness .................................... 12 Conclusions and Summary .......................................................................... 14



Introduction Our institutions are in crisis. Governments, industries, financial markets, even the Planet itself is in turmoil. People who were there to offer their solutions did not sound the warning. Only a few were able to predict the turbulence that the new Millennium brought with it. At the same time, there has been a lack of leadership as well as a lack of fresh perspective from most areas. It seems as if the world is in chaos and there is very little that is new or innovative being offered as a solution.

What we do know, from a recent study by the Ewing Marion Kauffman Foundation, is that challenging economic times can serve as the rebirth of entrepreneurial capitalism. The study, "The Economic Future Just Happened," found that more than half of the companies on the 2009 Fortune 500 list were launched during a recession or bear market, along with nearly half of the firms on the 2008 Inc. list of America’s fastest-growing companies. It appears that historically at least, adversity prompts us to think ‘outside of the box’.

In his groundbreaking book The Structure of Scientific Revolutions (1962), Thomas Kuhn explains his ideas about change by drawing examples from the field of science. Throughout the history of science, he argued, there have been many stable periods where the practice of science unfolded in a “normal” manner, and scientific enquiry proceeded in a linear fashion, until it came to a dead-end. At this point, the old rules no longer worked. There have been many examples but one such example was the Copernican Revolution. Kuhn argued that science undergoes periodic revolutions, also called "paradigm shifts" (although he did not coin the phrase), in which the nature of scientific inquiry within a particular field is abruptly transformed. As anomalous results build up, science reaches a crisis, at which point a new paradigm, which subsumes the old results along with the anomalous results into one framework, is accepted. This is termed revolutionary science. In his book, Kuhn also argues that rival paradigms are incommensurable—that is, it is not possible to understand one paradigm through the conceptual framework and terminology of another rival paradigm. In nature, instability also leads to chaos which leads to a restructuring to a higher order. People, societies, governments and organizations also shift into a higher order after going through a period of instability, where the old rules no longer work. The time in which we live are perceived by many to be such times. In this troubled period, we see that people in positions of power have abused their privileges and have been cavalier about matters of integrity and ethics. The society that based itself on material consumption and entitlement is seeing the effects of their greed and selfishness as companies, jobs, and entire industries disappear. The instability in every area points to just such a paradigm shift. As Christine Miller says in Resource Magazine (May, 2009), “A new paradigm for both public and private life is emerging, and what constitutes a good and happy life is being redefined. Accountability, integrity, and collaboration are emerging as essential qualities to be cultivated, and transparency is crucial. It seems that nothing can be hidden any longer, as


‘inconvenient truths’ emerge to haunt those who were concealing wrongdoing and dishonesty.” Yes the truth always emerges in the end. What does this mean for the modern organization? John Renesch, a business futurist who has been speaking and writing for the past 20 years about the new paradigm that is emerging. In the 1990’s as a logical outgrowth from the idea of Peter Senge’s “Learning Organization” which many organizations try to model themselves on, Renesch followed this with the “conscious organization,” an idea he developed in the late 1990s. He says “The Conscious Organization possesses very low tolerance for unconsciousness behaviour, such as idle gossip, rumour, politics, breaches of ethics, addictions of all sorts and other symptoms of organizational bureaucracy and dysfunction. People working in the Conscious Organization possess the collective will to be vigilant about matters that might fester under the surface of awareness or otherwise go unnoticed in organizations which do not embody this commitment.” He adds: “Whenever an unconscious element of a Conscious Organization’s culture is recognized, a rallying cry goes out and the organization’s resources are marshalled toward “cleaning up” that area much like the human body's immune system rallies itself for any invading infection or toxic agent. Instead of being tolerated or covered up, these “toxic agents” are sought out and transformed.” In order to commit and take a stand for something, it takes a leader to do so. Just where are today’s leaders? Just last year, John Renesch worked with Gary Heil and David Kyle two consultants who were writing a book based on research they had performed by interviewing over 400 managers and leaders in organizations. Heil and Kyle asked these people which leaders and which qualities they most admired. Not surprisingly, the same names were mentioned – leaders such as Martin Luther King, Jr, Nelson Mandela, Mother Teresa, Winston Churchill, and Susan B. Anthony. Not only did the same names get listed again and again, but also the same admired traits were on most lists. More surprisingly, most of the names cited were not leaders from the world of business. The traits they admired were passion for their work, courage of conviction, vitality, honesty and candour, and a willingness to do the right thing, not just what was popular. When the respondents of the study were asked how they themselves measured up to these admired qualities, nearly all of them confessed to the fact that they failed miserably in putting any of these admired qualities into practice. Why this enormous gap between the admired qualities and the ability to put them into practice? Why the inconsistency you might wonder? As Renesch says, “When Heil and Kyle asked their interviewees this question each respondent gave them pretty much the same answer: they played the game the way their organizational culture seemed to dictate, not by the standards to which they aspired. They traded politics for their aspirations, their comfort for their aliveness. They choose to play it safe and stay “under the radar” rather than stand up for their values and act consistently with the very qualities to which they aspired. You might say they sold their souls and played it safe.”


As the new paradigm emerges, it’s clear that the long established ‘rules of the game’ in business are changing. To keep pace with these stark realisations, there have to be immediate and significant shifts in business strategy that governs organizational development and results delivery. Triple Bottom Line and Beyond There are signs of a clearly emerging global requirement, for a new sustainable business model, which delivers a longer term, more holistic outlook, beyond financial results alone, considering wider environmental issues, greater social contributions and lasting fulfilment of the people driving the organization forward.

Beyond this concept of Triple Bottom Line thinking (finance, people and environmental key performance indicators) we see the significant growth and convergence of new scientific breakthroughs, in the areas of quantum energy fields, expanding human consciousness and personal transformation techniques. The power to materialise our most purely held dreams and desires is becoming available to us all. At the same time a growing and inevitable wave of change, threatening

and de-stabilising the existing power and control bases, is forcing a collective re-evaluation of our life purpose, life styles, consumer habits, strategic business priorities and the ecology of our species as a whole. Isn’t this someone else’s problem? Why me? Why my business?

Businesses collectively drive the world economy and have the biggest impact on our planet - more than any other entity. The way each one of us behaves effects everyone else. The interconnected nature of everything is being revealed to us all – who has not been affected by the current financial crises?

“My problem lies in reconciling my gross habits with my net income.” - Errol Flynn Winners and Losers

The survival of the strongest and fittest is being replaced by the survival of those most agile and flexible, in the face of major challenges. "We can't solve problems by using the same kind of thinking we used when we created them." – Albert Einstein Those individuals, teams and companies who raise their standards and push forward to a higher level of playing field will be the first to learn the ‘new rules of the game’ in business and leverage the greatest benefits.


“There is no education like adversity.” - Disraeli Sustainable Change for Conscious Businesses

“When written in Chinese the word "crisis" is composed of two characters - one represents danger and the other represents opportunity.” - John F. Kennedy So what are some of the ‘new rules of the game’ that help navigate the challenges ahead and drive truly sustainable business success?

1. Creating Inspiring Visions that Unify Stakeholders “It is every man's obligation to put back into the world at least the equivalent of what he takes out of it.” - Albert Einstein Is your company Vision truly Inspiring, for both internal and external audiences? Does your Vision seek to connect the various people, teams and companies that

together, satisfy your customers? What energy and emotional reaction does your existing vision statement generate, in

you (honestly) and your organization (truthfully)?

Wouldn’t it be great if you could find a way to create a truly Inspiring Vision that generated genuine trust and positive enthusiasm from everyone touched by it. Something that spread a desire to share with others and strongly encouraged mutual trust across boundaries and barriers, an offer of well constructed long term relationships that celebrated synergy all the time! Business interconnections based on sharing and win:win:win – collective benefits that are considered from financial, people and environment perspectives to build a ‘conscious business’ enterprise, that we are all proud to belong to.

“I have often noticed that when chickens quit quarrelling over their food, they often find that there is enough for all of them. I wonder if it might not be the same with the human race.” - Don Marquis Are you ready to create true business inspiration? (Can you afford not to be?)

2. Game Plans with ‘built in Chaos’ “Problems are messages.” - Shakti Gawain How reactive are you and your strategies and game plans? Do you and your organization recognise the true nature of chaos, as a naturally

occurring phenomenon, or are you continually surprised by it?


How are wider systems thinking and key stakeholder involvements incorporated in your business game plans?

The trouble with planning is that the route from A to B is seldom clearly definable. Even aircraft veer off course much of the time, relying on pilots or autopilots to correct their position throughout the journey. We tend to expect absolute adherence to our timelines and ‘above and beyond the call of duty’ when unexpected challenges show up. Ironically the true nature of

challenge and difficult events (and difficult people!) is to show us something hidden about ourselves. “Life is really simple, but we insist on making it complicated.” - Confucius

The external challenges are showing us things we have missed – things that will help us grow and learn about our true natures. Through challenge and chaos, we experience the removal of the veils of our egos and sometimes, with great turmoil and stress, learn important truths about ourselves. For people the world over, these truths can be very uncomfortable and we often avoid taking full responsibility for the experiences we create, by blaming other things and other

people for our misfortunes. This is missing the point of the experience altogether. “If you're going through hell, keep going.” - Winston Churchill Quite simply, chaos and disorder is our greatest teacher – it forces us to rise above our normal everyday selves and find the courage to progress, to push our boundaries and make supreme efforts to put things right. In this ‘chaotic’ process, we all witness new parts of our personality that often lie dormant or hidden, in our normal working lives. “A bend in the road is not the end of the road... unless you fail to make the turn.” - Author Unknown What would it be like if you welcomed chaos and expected disorder with open arms? What if, experiencing chaos was seen as the precursor to having a major breakthrough and getting through the challenges, to become a better person and a stronger business? “Smooth seas do not make skilful sailors.” - African Proverb Are you ready to create robust game plans and embrace chaos? (Can you afford not to be?)

3. Energizing Leadership without Ego "It's a dangerous business, Frodo, going out of your door," he used to say. "You step into the Road, and if you don't keep your feet, there is no knowing where you might be swept off to." - J.R.R. Tolkien, The Lord of the Rings


Have you ever worked with someone who was only interested in their own needs

being met? Someone who liked to control situations and people and used fear and anger to manipulate the people around them? Someone who liked playing politics to out-position rivals and get ahead, no matter what carnage they left behind? Someone who judged others without mercy and considered themselves a cut above everyone else? Someone who spread mistrust like a virus throughout the organization?

Have you ever worked with someone who is both ferociously committed to something

worthwhile, yet spoke with a profound sense of humility about themselves? Someone who consistently put others needs ahead of their own, without any expectations of payback? Someone who demonstrated unshakeable certainty and optimism about the future, no matter what occurred? Someone you instantly warmed to and trusted, for no good reason, as soon as you met?

Who or what is the real Opponent in our business lives?

“A leader leads by example not by Force.” - Sun Tzu Very simply put, a leader is someone who people follow. Leaders create the direction &

momentum in organizations. To do this well involves empowering others, encouraging ownership, responsibility and personal commitment, whilst authentically using a choice of styles that fit the different people & situations presented in a diverse organization. Leaders must clearly relate the essential journeys & required destinations, to create pace & sustainable momentum, throughout their teams. Good leadership is relational not transactional, in that it is high quality relationships that form the true ‘currency’ of

long term business success. “Leaders don't create followers, they create more leaders.” - Tom Peters

Paradoxically, with great power, comes great responsibility, and even greater temptation! One of the greatest temptations’ is the seduction of the ego. In this context we are referring to the ego as ‘the opponent within us all’ – the part of us that tempts us towards easy wins, instant gratification, temporary fulfilment, short term gains, ‘good for me’ outcomes and selfish actions and behaviours. Ego and the desire to receive for ourselves alone is a great


disconnecting force where, in the critical moment, ‘I’ is a greater and more important force to us than ‘we’. It is this selfish choice that disconnects us from the people, things and positive energies that surround us. “When science discovers the centre of the universe, a lot of people will be disappointed to find they are not it.” - Bernard Baily All of us are equipped with free choice and free will as standard, in the human operating system. We have a choice to resist our ego tendencies and choose the paths of lasting fulfilment – the only catch is that these choices are usually more difficult roads to travel. However, in facing up to our inevitable trials and testing, we find out much more about the true nature of ourselves. When we courageously and truthfully remove our blinkers and reveal our personal blind spots, then great leaps forward are made. In order to achieve lasting fulfilment however, the essential component of ‘personal effort’ is required to remove our limiting ego tendencies. "Some cause happiness wherever they go; others whenever they go." Oscar Wilde Are you ready to become a better leader by removing your ego tendencies? (Can you afford not to be?)

4. Strong Delivery and Execution with Strong Cultural Alignment “80% of employees disconnected and unfulfilled from their organizations” – Gallup Research How much innovation and creativity is allowed for and encouraged in your delivery

and execution activities? What is your current attitude to risk taking and regularly going outside your comfort

zones? How much belonging and connection to the corporate identity do you experience in

your current work and role? The ability to execute plans & deliver the Vision is a fundamental requirement for any business. However, the results created are often driven by personal qualities such as tenacity and determination, rather than skills and knowledge, and influenced by deeper values adopted by the organization and key individuals within it.

Failure to diagnose ‘out of kilter’ personal behaviours, attitudes, values, mindsets & environmental influences, which interfere in delivering on the organization’s outcomes, can prove fatal. Highly demanding customers expect more for less with increased flexibility to shop around in many markets. Therefore the ability to promote and communicate real and

relevant values throughout the organization is often a ‘mission critical’ business capability.


Creating cultural alignment with the organizational vision, to build a greater sense of belonging & being part of a bigger movement or team, is an essential feature of any sustainable and conscious business of the future.

The deeper aspects of personal commitment, engagement and inspiration to continually improve ourselves, are driven by our emotional management and mastery. It is the personal ability to choose your emotional responses, especially in highly volatile situations, which governs the quality of life experiences we can realise. “Respect your fellow human being, treat them fairly, disagree

with them honestly, enjoy their friendship, explore your thoughts about one another candidly, work together for a common goal and help one another achieve it.” - Bill Bradley

In addition to emotional mastery, other human performance factors include belief systems, personal value sets, identity and wider mission and purpose. “Beliefs have the power to create and the power to destroy. Human beings have the awesome ability to take any experience of their lives and create a meaning that disempowers them or one that can literally save their lives.” - Tony Robbins “The mind is like an iceberg, it floats with one-seventh of its bulk above water.” - Sigmund Freud Skills and knowledge based training does not impact personal performance dynamics, as the ownership and personal

commitment is not directly worked on during traditional development courses. The actual application of learning back in the workplace is usually based on hope, chance and blind faith, that a ‘tick on the skills matrix’ for course attendance, will actually make a tangible difference to workplace performance. Hence the appalling levels of waste (circa 75% according to BLA research) in training programme spend, with minimal behavioural changes and low ROI achieved.

“99% of employers recognise the tangible benefits of coaching but only 51% deploy coaching, and even then, only to certain (senior) parts of their organizations” – CIPD Research It is usually left to coaching and mentoring interventions in the workplace and energized leadership role models, to build employee confidence, clarity and encourage the application of their new capabilities.

Results

Environment & Behaviours

Capabilities

Values & Beliefs

Identity

Mission & Purpose


"I never cease to be amazed at the power of the coaching process to draw out the skills or talent that was previously hidden within an individual, and which invariably finds a way to solve a problem previously thought unsolvable." -John Russell, Managing Director, Harley-Davidson Europe Ltd. Increasingly, coaching and mentoring is impacting the mental and emotional components of high performance, rather than knowledge, skills and capability levels. This underlines the critical differences between ‘training for skills acquisition’ and ‘learning for performance improvement’. It is ironic that UK industry spends over £18bn per year on training and development, the majority of which is focussed on skills training, rather than real and tangible performance improvement. "The greatest efforts in sports came when the mind is as still as a glass lake." – Timothy Gallway Sadly, the scaling of 1:1 coaching relationships and mentoring provision throughout the whole organization, is rarely, if at all affordable, for the masses, leaving the value of ‘on the job performance support’ to those with budget authorities at senior levels. Without effective actions, the problems of cultural and values mismatch that occur between leaders and team members, may remain hidden beneath the surface, never to be fully resolved. “Men are not prisoners of fate, but prisoners of their own minds.” - Franklin D. Roosevelt

Fortunately however, a new generation of interventions, aimed at influencing these personal and critical success factors for performance improvement are becoming available. This new breed of support system help people re-align themselves to the values, beliefs, strategies and missions that make the most sense to them, in their working environments.

Provision of on-demand, multimedia learning experiences for workplace application, builds stronger team identity and greater feelings of belonging and more mutual commitment to each other. Are you ready to engage your whole self, in a high challenge, high support working environment? (Can you afford not to be?)

5. Sustainable Business Results with Greater Social Contribution “We do not inherit the earth from our ancestors; we borrow it from our children.” - Native American Proverb How integrated is your financial, people and environmental thinking? What do your customers, suppliers and partner companies require in the future?


How does ‘contribution to society’ materialise within the primary purpose of your business?

“A business that makes nothing but money is a poor business.” - Henry Ford As we have seen in the current financial crisis, the pursuit of financial results alone, at all costs, leads to unsustainable businesses, dissatisfied customers and disaffected employees, suppliers and partner companies.

In this business scenario, we are seeing the different stakeholder needs finally coming into conflict e.g. shareholder returns vs. pension fund holdings vs. government controls. Combinations of unmet stakeholder needs, leads to deterioration of business performance, poor market position, loss of good will & an inability to respond quickly to changing & dynamic business requirements.

“Your most unhappy customers are your greatest source of learning.” - Bill Gates, Business @ the Speed of Thought Slow to change, stagnant companies will become increasingly obsolete and outmoded by the next generation of holistic business thinking. For companies involved in complex technology markets, it is becoming an imperative to re-align their own organization structures with their primary suppliers, partners and customers organizations, to create an ‘integrated supply chain’, with which to compete effectively in the marketplace. “There is a growing recognition that individual businesses no longer compete as stand-alone entities, but rather as supply chains” - Professor Martin Christopher, Cranfield University

These extended enterprises must work seamlessly across the previous rigid company boundaries in order to be successful in the future. This in turn is driving new working patterns and relationships that deliver World Class performance standards in a sustainable manner, such that all key stakeholder feel satisfied, in line with appropriate monetary lifecycles.

The rules of the business game have significantly changed in these circumstances, which create new dynamics of risk sharing, new investment outlooks with greater financial transparency & different return on investment thinking.


Stronger connections between businesses and better quality, more flexible trading relationships have become essential features of sustainable business in volatile markets. “The superior man understands what is right; the inferior man understands what will sell.” - Confucius

In addition to the impact of financial meltdowns, the rising demands for greater Corporate Social Responsibility have become a matter of new business legislation. This new set of cost penalties placed on large corporations is aimed to prevent wasteful and unnecessary consumption of our planets limited natural resources. New measures are now prompting immediate action on the unacceptable corporate carbon footprints, in order to drive improvements to business operations and processes.

Healthy long term business growth cannot be sustained indefinitely where the external environment is unhealthy. Organizations must reflect the environment around them and hopefully aspire to reflect the best of that society, rather than merely to mirror the lowest common denominator.

“The brands that will be big in the future will be those that tap into the social changes that are taking place.” - Sir Michael Perry, Chairman of Centrica PLC

Becoming a ‘Conscious Business’ is where a business enterprise seeks to be more aware of the effects of its actions and seeks to consciously impact human beings and the environment, in a beneficial way. This includes ‘Not Just for Profit’ business models, ‘Conscious Consumerism’, and ‘Socially Responsible Investing’. "Companies with their eye on their 'triple-bottom-line' outperform their less fastidious peers on the stock market" - The Economist

Conscious Business can also be referred to as ‘Conscious Capitalism’ "In terms of power and influence you can forget about the church, forget politics. There is no more powerful institution in society than business... The business of business should not be about money, it should be about responsibility. It should be about public good, not private greed." - Anita Roddick, Business as Usual Are you ready for the challenges of becoming a conscious business? (Can you afford not to be?)

6. Energy Fields and Expanding Human Consciousness “We are poised on the brink of a revolution in our understanding of who and what we are, in relation to the how our world works and how we define ourselves. New ideas are emerging from


the frontiers of science. These proven and tested findings, profoundly challenge the conventional theories of our biology and the physical forces that surround and govern our bodies, our thinking and our emotional states. Human beings are not chemical reactions but energetic charges, operating within an infinite, underlying field of energy. Connection with this energy field, drives the central engine of our being, our brain functions, our health and our consciousness.” – Lynne McTaggart Have you ever wondered where your feelings of personal resourcefulness come from? What levels of personal energy do you experience on a day to day basis? What is stopping you from creating the life of your dreams?

Many futurists are agreed that we are entering a major shift in the human consciousness on the planet. The signs of growing turbulence in our society & disarray within our once robust institutions of government & finance, are prompting a whole new set of questions coming up in peoples minds. These very fundamental questions, which encompass the meaning of life itself & the individual’s part in it, must be clearly answered, as neither ignorance or arrogance will protect anyone from the crashing waves of change. The new energies & mechanisms of change must be understood by the masses, for widespread global transformation to take place.

We are all surrounded and a part of an invisible field of geo-magnetic energy, which exerts hidden forces and powerful influences on the trajectory and success of people, teams, projects, industries and society at large. Few people in business are consciously aware of this, although we all feel things energetically from time to time. Often it’s hard to explain why we have these seemingly random experiences.

Our ability to recognise what is going on and to see the previously hidden ‘cause and effects’ happening all around us, will provide very different perspectives and a deeper sense of personal responsibility, for what we unwittingly create in our lives. “The collective energy generated from the feelings, thoughts, and attitudes of the almost six billion people on this planet creates an atmosphere or 'consciousness climate.' Surrounding us like the air we breathe, this consciousness climate affects us most strongly on energetic and emotional levels. An increase in ‘coherent’ thoughts and feelings creates an uplifting momentum in the consciousness climate. An increase in ‘incoherent’ thoughts and feelings creates a stress momentum in the consciousness climate. In other words, coherence or incoherence is broadcast via the consciousness climate, much as music or noise is broadcast via radio signals.” - Doc Childre and Howard Martin, The HeartMath Solution

With some basic shifts made to our understanding of ‘life on Earth’, the next generations of business people will be in a much greater and more powerful position, to create more success and wellbeing for themselves, whilst making far greater contributions in their personal and professional lives. “It is not what we get. But who we become, what we contribute...


that gives meaning to our lives.” - Tony Robbins By understanding how these energy fields operate and by actively working on our personal energy field with growing levels of awareness, we can create a greater choice of emotions and mindfulness, especially in difficult or demanding situations. As we become who we really are and our personal growth accelerates, the path towards lasting fulfilment becomes clearer for all of us. “You must be the change you wish to see in the world.” - Mahatma Ghandi From this energetic shift of consciousness, a social evolution process emerges, which drives new global innovations and creativity and helps us solve the problems that we have previously created in the world. "O brave new world, that has such people in't!" - William Shakespeare, The Tempest Are you ready for the brave new world of business? (Can you afford not to be?)

Conclusions and Summary The ‘rules of the game’ of business are changing and new models of sustainable business are emerging, with much stronger emphasis on social contribution. “Companies that are breaking the mould are moving beyond corporate social responsibility to social innovation. These companies are the vanguard of the new paradigm. They view community needs as opportunities to develop ideas and demonstrate business technologies, to find and serve new markets, and to solve longstanding business problems.” - Rosabeth Moss Kanter, Harvard Business Review. A collapse of collective faith in controlling institutions, financial systems and establishment icons, is raising serious questions about the unsustainable world we live in. Highly visible abuses of power are now coming into sharp public focus, with accompanying feelings of betrayal and mistrust. The challenge for leaders is to re-energize the people and prove themselves worthy to be of service to others. “I am of the opinion that my life belongs to the whole community and as long as I live, it is my privilege to do for it whatever I can. I want to be thoroughly used up when I die, for the harder I work the more I live.” - George Bernard Shaw A growing wave of highly energetic change is impacting our world and hugely significant chaotic events are prompting major shifts in human consciousness. “Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for. We are the change that we seek.” Barack Obama At Change the World Corp, we are pioneering the way forward, bringing forward Sustainable Change concepts to create more Conscious Businesses.


We have 12 Laws of Sustainable Change shown below and a range of products and services designed to deliver effective and precise business transformation interventions, in the context of long term client support relationships – our aim is to energize world change and to help you create and deliver new and Inspiring Visions of your future…

If this white paper has raised some interesting questions for you, then please contact us for more information. Contact details: Change the World Corp 48 Charlotte Street London W1T 2NS United Kingdom Tel: +44 (0)207 084 6246 Fax: +44 (0)207 084 6246 Email: [email protected] Web: www.changetheworldcorp.com

CHANGE THE WORLD _WHITE PAPER_ v1.9

Documents

Transcript of CHANGE THE WORLD _WHITE PAPER_ v1.9