TITLE: eg. Marketing Subtitle/Description: Eg. Online Marketing Faculty Name: eg. Godfrey Parkin Date: 22-05-07 The Necessary Revolution By Peter Senge We Read for You, August 2011 Presented by: Arnold Smit, Centre for Business in Society Date: 22-05-07
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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
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.”