Seneca green sustaiability symposium march 2011
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Sustainability: What Sustainability: What Leadership and Leadership and Change looks like ?? Change looks like ?? Philbert SureshPhilbert Sureshi-FUNi-FUN(Intelligent Friends in the University Network)(Intelligent Friends in the University Network)
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
22March 2011 March 2011
Agenda of this sessionAgenda of this session
Examine the interrelated aspects of Examine the interrelated aspects of sustainability, leadership and changesustainability, leadership and change
Identify the main drivers of changeIdentify the main drivers of change Case of Accenture Leadership in Case of Accenture Leadership in
Sustainability Sustainability Analyse the impact of leadership on Analyse the impact of leadership on
Sustainable Development (SD)Sustainable Development (SD) Lessons drawn for the future in educationLessons drawn for the future in education
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
33March 2011 March 2011
Remember SlideRemember Slide
Slide Keys 6 to 10Slide Keys 6 to 10 Slide # 12,13,14 and 15Slide # 12,13,14 and 15 Slide # 17 Accenture Secrets RevealedSlide # 17 Accenture Secrets Revealed Slide # 18Workforce DiversitySlide # 18Workforce Diversity Slide # 19 New HR DimensionsSlide # 19 New HR Dimensions Slide # 23 Sustainable Development for 21Slide # 23 Sustainable Development for 21stst Century Century Slide # NEW CapabilitiesSlide # NEW Capabilities Slide # 26 Lesson Applied in the presentationSlide # 26 Lesson Applied in the presentation
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
44March 2011 March 2011
Drivers of Sustainability Drivers of Sustainability in Corporate Sectorin Corporate Sector Environment is just not a public interest activity but a Environment is just not a public interest activity but a
serious commitment to manage resources effectively serious commitment to manage resources effectively for the present generation and the next.for the present generation and the next.
Accenture is one such company that has Accenture is one such company that has sustainabilitysustainability practicespractices embedded into the work ethos and corporate embedded into the work ethos and corporate culture of a diverse workforce..culture of a diverse workforce..
There are six facets of the SD driversThere are six facets of the SD drivers
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
55March 2011 March 2011
Understanding Sustainability Leadership &
Change in Accenture
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
66March 2011 March 2011
Accenture has identified six key drivers of sustainability Accenture has identified six key drivers of sustainability that are not only reshaping the way businesses and that are not only reshaping the way businesses and governments operate, but also redefining the value they governments operate, but also redefining the value they
deliverdeliver KEY # 1KEY # 1 Consumer demand for sustainable products and services: Consumer demand for sustainable products and services:
People today are making purchases not only as People today are making purchases not only as consumers, but also as responsible world citizens. By consumers, but also as responsible world citizens. By rejecting the indiscriminate consumption patterns of the rejecting the indiscriminate consumption patterns of the past and becoming more selective in their choices, they past and becoming more selective in their choices, they are signaling a shift in consumer attitudes and behaviors are signaling a shift in consumer attitudes and behaviors that may significantly affect business profitability and that may significantly affect business profitability and growth. growth.
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
77March 2011 March 2011
KEY # 2KEY # 2
Stakeholder influence:Stakeholder influence: Globalization and technology have Globalization and technology have enabled customers and citizens to have a powerful voice. enabled customers and citizens to have a powerful voice. Businesses and public sector organizations need to Businesses and public sector organizations need to extend their reach to a new breed of stakeholders that extend their reach to a new breed of stakeholders that includes non-government organizations, media, includes non-government organizations, media, academics and the community at large. academics and the community at large.
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
88March 2011 March 2011
KEY # 3KEY # 3
Resource depletionResource depletion: Economic growth in developing : Economic growth in developing markets, combined with high consumption in Western markets, combined with high consumption in Western economies, has depleted natural resources (especially economies, has depleted natural resources (especially energy and water). Not surprisingly, there’s fierce energy and water). Not surprisingly, there’s fierce competition for what remains. competition for what remains.
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
99March 2011 March 2011
KEY # 4KEY # 4
Employee engagement:Employee engagement: Employees’ commitment and Employees’ commitment and enthusiasm for sustainability are shaping the way we work enthusiasm for sustainability are shaping the way we work and live. As the sustainability mandate expands, and live. As the sustainability mandate expands, organizations committed to social and environmental organizations committed to social and environmental causes are likely to attract the top talent. causes are likely to attract the top talent.
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
1010March 2011 March 2011
KEY # 5KEY # 5
Capital market scrutinyCapital market scrutiny: Sustainability : Sustainability has crept onto the bottom line. Investors has crept onto the bottom line. Investors now look at sustainability performance now look at sustainability performance when evaluating a company’s potential when evaluating a company’s potential for future returns. for future returns.
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
1111March 2011 March 2011
Accenture has its accent on the futureAccenture has its accent on the futureFrom a company based on technology and From a company based on technology and management consultancy, it has grown its management consultancy, it has grown its
GREEN fingers everywhereGREEN fingers everywhere..
Accenture is headquartered now in Dublin, Ireland in a GREEN environmentChairman of the Board is William GREEN Accenture is a Fortune Global 500 company. As of 2010, the company had more than 200,000employees in more than 200 locations in over 120 countries. Accenture's current clients include
96 of the Fortune Global 100 and more than three quarters of the Fortune Global 500
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
1212March 2011 March 2011
Economic – economic power is becoming more dispersed
• Growth of emerging market economies and multinationals
• Growth of multi-nationals in emerging markets
• New generational norms
Social – dramatic social change• A billion new customers will enter the global marketplace
• Climate change is seen as a reality and is driving changes in technology, regulation and investment
Technology – technological labor is no longer the preserve of developed economies = Cannot be unmindful of developing countries agends
• Industrialized world is witnessing a shrinking pool of young skilled employees
• Governments of emerging economies are aggressively pursuing policies to move up the value chain
• Emergence of technology clusters and the global supply chain
Global market forces are leading to SD Global market forces are leading to SD management and workforce challenges – If management and workforce challenges – If Canada Catches Cold, it affects other nations Canada Catches Cold, it affects other nations too – near and fartoo – near and far
Demographic challenges• Aging workforce
• Increasing female participation
Retaining and motivating the
Workforce in SD
• Increase in occupational mobility and work-life integration
• Growing polarization of workers
SD Skills crunch
• The rise of the knowledge economy
• A middle management gap
• Importance of skilled workforce from emerging economies
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
1313March 2011 March 2011
For the first time in history, four generations are in the workforce. Each generation has distinct characteristics and necessitate specific approaches to managing talent.
The talent management and alignment The talent management and alignment challenge is compounded by multiple challenge is compounded by multiple generations in the workforcegenerations in the workforce
Tenure
Silent Gen1
(1925 – 1942)
Baby Boomers1
(1943 – 1960)
Net Generation2
(1982 – 1998)
RetirementEntry into Workforce
Source:1 Howe, Neil; Life Course Associates, 2007. 2 New Paradigm – Net Generation Strategic Investigation; 2007; co-sponsored by Accenture
Generation Y
Generation X1
(1961 – 1981)
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
1414March 2011 March 2011
“… this generation is bigger than the baby boom itself, and through sheer
demographic muscle they will dominate the twenty-first century.”
—Wikinomics, Don Tapscott
The sheer size of the The sheer size of the Net Generation Net Generation cannot be ignored cannot be ignored
Source: New Paradigm – Net Generation Strategic Investigation; co-sponsored by Accenture
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
1515March 2011 March 2011
Considerable Majority1 of Employees Understand Strategic Priorities
Considerable Majority1 of Employees Understand Their Contribution to Strategic
Execution
Agree 12%
Disagree 88%
6% Agree 17%
Disagree 83%
A Gallup survey of 3 million employees…
Engaged 29%
Not Engaged 55%
Actively Disengaged
16%
Accenture HPWF Study 2006
Declining loyalty and job Declining loyalty and job satisfactionsatisfaction Falling employee loyalty and engagement, 5Falling employee loyalty and engagement, 5 thth year of decline (FT year of decline (FT
Nov 04)Nov 04)
Key factors for people leaving work - lack of opportunity (37%), Key factors for people leaving work - lack of opportunity (37%), lack of incentives (28%), dissatisfaction with the corporate culture lack of incentives (28%), dissatisfaction with the corporate culture (28%), and lack of recognition or praise (25%) – Martiz Poll, (28%), and lack of recognition or praise (25%) – Martiz Poll, World at Work Nov 06World at Work Nov 06
Increasing lack of alignment Increasing lack of alignment As little as 5% of employees understand the corporate strategy As little as 5% of employees understand the corporate strategy
(Kaplan and Norton 2004) (Kaplan and Norton 2004)
88% don’t believe most employees understand their firms 88% don’t believe most employees understand their firms strategic priorities (HPWF Study 2004)strategic priorities (HPWF Study 2004)
Different Values of Generation YDifferent Values of Generation Y Different value sets – life of jobs vs jobs for life, balance of life, Different value sets – life of jobs vs jobs for life, balance of life,
corporate citizen valuescorporate citizen values
Higher expectations on integrity, feedback, opportunityHigher expectations on integrity, feedback, opportunity
Engagement and alignment – what are the issues?Engagement and alignment – what are the issues?
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
1616March 2011 March 2011
How well are we doing ?How well are we doing ?Key findings from the India Key findings from the India Sustainable Development Workforce Sustainable Development Workforce Study of AccentureStudy of Accenture• Talent management – specifically the ability to attract and manage critical
skills and leadership – emerged among the top 2 of 11 capabilities driving high performance
• Organizations by and large, are not equipped to manage and enable Change of the magnitude that is being experienced today
• Indian CEOs have rated the HR function as their most important workforce – but they believe there is a significant need to improve its performance
• A critical HR challenge - operation in a silo, with little support offered to and received from key workforces.
• HR needs to facilitate solutions to strategic business issues such as SD – Yet, the focus of HR today is on transactional activities potentially reducing the bandwidth for the transformational
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
1717March 2011 March 2011
Extensive C-Suite involvement in their human capital Extensive C-Suite involvement in their human capital management initiativesmanagement initiatives
Focus support to workforces in the more strategic talent Focus support to workforces in the more strategic talent management areas of Learning and Change management; management areas of Learning and Change management; compensation is not a differentiating factorcompensation is not a differentiating factor
Leaders are able create burning platforms boosting the Leaders are able create burning platforms boosting the “perceived need for change”“perceived need for change”
Leaders use metrics extensively to evaluate HR performanceLeaders use metrics extensively to evaluate HR performance
What distinguishes Human Performance Leaders from the rest of the organizations? (Accenture Guide for YOU)
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
1818March 2011 March 2011
Greater workforce diversity is the new Greater workforce diversity is the new norm and creates greater alignment norm and creates greater alignment challengeschallenges
Diversity today:Diversity today: Generational valuesGenerational values
Educational backgroundEducational background
Social backgroundSocial background
Ethnic and cultural diversityEthnic and cultural diversity
Geographic dispersionGeographic dispersion
Type and style of working and learningType and style of working and learning
Leading to:Leading to: Greater challenges for leadership at all levelsGreater challenges for leadership at all levels
Greater complexity of engagementGreater complexity of engagement
Greater challenges for alignment and managing changeGreater challenges for alignment and managing change
Importance of alignment of values, measurement and objectives, Importance of alignment of values, measurement and objectives, organization, managing change etcorganization, managing change etc
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
1919March 2011 March 2011
Talent
Aligning the Aligning the dimensionsdimensions
Leadership
Technology andBusiness Processes
Culture and Organisation
Execution Alignment
Results
Strategy
Informal aspects of how and with whom work gets done,
foundational values, norms, assumptions
Business infrastructure & mission critical
processes/systems
Understanding of talent needs
Integrated talent management capabilities
top down driven talent mindset and culture
Personal effectiveness of leaders,
leadership teams/groups, and governance processes
Customers, value proposition,
key priorities
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
2020March 2011 March 2011
ExperienceExperience is the best is the best teacher of leadershipteacher of leadership
Organizations can leverage Organizations can leverage experience and practice to experience and practice to grow more leaders, fastergrow more leaders, faster
Leadership capability, Leadership capability, particularly in managing particularly in managing people and diversitypeople and diversity must must be developed at all levelsbe developed at all levels
These behaviours and These behaviours and practicespractices must be must be measured and rewardedmeasured and rewarded
[coal]
[diamond]
Leadership Development
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
2121March 2011 March 2011
Understanding what actions to take Understanding what actions to take that will give the best chance of that will give the best chance of success in SUSTAINABILITYsuccess in SUSTAINABILITY
Clear direction
Commitment by leaders
Accountability
Engaged teams
High Performance
On Track
Unsustainable
Off Track
Insight + Action = Successful change in SD
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
2222March 2011 March 2011
New capabilitiesNew capabilities
A strategic and holistic view of SD managementA strategic and holistic view of SD management clearly linked to business strategy and needclearly linked to business strategy and need
Expand the SD management agendaExpand the SD management agenda toto a broad and strategic focus on highly integrated systems and SD a broad and strategic focus on highly integrated systems and SD
management capabilitiesmanagement capabilities
New dimensions of SD management (examples)New dimensions of SD management (examples) New, more diverse talent supply chains New, more diverse talent supply chains
EVPs and SD management support tailored to Sustainability segmentsEVPs and SD management support tailored to Sustainability segments Technology enabled learning and job support, collaboration tools to support Technology enabled learning and job support, collaboration tools to support
knowledge sharing and innovation in SD (knowledge sharing and innovation in SD (Watch this 10 minute videoWatch this 10 minute videoClick here Click here http://50green.com/TV/whygreenbuilding/index.htmhttp://50green.com/TV/whygreenbuilding/index.htm ))
Redesign of workflows to make best use of available sustainability skills Redesign of workflows to make best use of available sustainability skills
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
2323March 2011 March 2011
Foundation of efficient and integrated SD operations and support
Foundation of efficient and integrated SD operations and support
Discover Your sources of talent
DeployYour talent at the right place at the right time
DefineYour talent
needs
DevelopYour talent potential
Metrics and Analytics
SD Mindset
Talent Culture
Business Strategy
Business Strategy
Sustainability Strategy
Sustainability Strategy
• Strategic context and understanding of current and future SD needs
• Integrated SD management capabilities
• Applied by different segments of sustainability as needed
• Sustained by top down driven SD mindset and culture
Need for an integrated and holistic Need for an integrated and holistic approach towards SD of 21approach towards SD of 21stst centurycentury
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
2424March 2011 March 2011
The key imperatives - The key imperatives - summarysummary
Challenges in SUSTAINABILITY are strategic and need a strategic response
Measurement and insight to drive actions and behaviours in an organization embracing SD
Aligning culture and values, operating model, SD management, and leadership
Make leaders and line managers really accountable for Sustainability
Apply robust value and outcome measures to understand progress in SD.
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
2525March 2011 March 2011
KEY MESSAGEKEY MESSAGE
International demand is high for leaders in sustainable development.
IISD has pledged to make sure that Canada's new generation of leaders in sustainable development will be highly skilled and effective as they participate in policy- and decision-making
Some people make things happen, some watch things happen, while others wonder what has happened ~
IISD champions sustainable development around the world through innovation,
partnerships, research and communications.
There is a tide in the affairs of men, Which taken at the flood, leads on to fortune.
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
2626March 2011 March 2011
Thanks for your time
Philbert SureshPhilbert Suresh Philbert Suresh, iFUN Consultant Philbert Suresh, iFUN Consultant in Canadain Canada
Sustainability Leadership and Sustainability Leadership and Change – Seneca College Change – Seneca College
2727March 2011 March 2011
Grow GREEN Fingers with Bonsai and Grow GREEN Fingers with Bonsai and compose Haikucompose Haiku
old pond . . .a frog leaps inwater’s soundBASHO Haiku Master EDO
Lesson for Sustiability G
UE
SS