Conference: Business Sustainability 2011, Povoa de Varzim,Portugal, 22-24 June 2011

Presented by: Peter A.C. Smith, President & CEO

The Leadership Alliance Inc.

T H E L E A D E R S H I P A L L I A N C E I N C.

Developing Triple Bottom Line Sustainabilityby

Learning to Innovate & Innovating to Learn

!! Dancing with a Gorilla !!

T H E L E A D E R S H I P A L L I A N C E I N C.© 2011 All Rights Reserved

http://www.tlainc.comLeading Into The Future

TLAINC TBL Sustainabiity

TLAINC defines TBL Sustainability as:

“The result of the activities of an organization, voluntary or governed by law(s), that demonstrate the ability of the organization to maintain viable its business operations (including financial viability as appropriate) whilst not negatively impacting any social or ecological systems”



TLAINC The Face of Change



TLAINC The Change Journey

Selfish Compliant Exemplary

• Simple questions

• stay in business, profit

• ignore sustainability

• pyramid intelligence

• paternal leadership

• analytic, know answers

• instil fear

• people are machine parts

• inward focus, little change

• historical advantage





• Complicated questions

• profit, responsible

• support sustainability

• collaborative intelligence

• facilitative leadership

• systemic, questioning

• drive out fear

• humanism w/o emotion

• Mixed focus, innovative

• competitive advantage







• instil fear








• Complex questions

• be the best we can be

• epitomize tbl sustainability

• collective intelligence

• emergent leadership

• self-organizing, sharing

• develop trust networks

• healthy, spiritual, emotional

• entrepreneurial, innovative

•unique adaptive advantage

• Complicated questions

• profit, responsible

• support sustainability

• collaborative intelligence

• facilitative leadership

• systemic, questioning

• drive out fear

• humanism w/o emotion

• Mixed focus, innovative

• competitive advantage







• instil fear






TLAINC Sustainability Scorecard

SELFISH

FOCUS: SURVIVAL

COMPLIANT

FOCUS: RESPONSIBILITY

UNORGANIZED

FOCUS: FRAGMENTED

EXEMPLARY

FOCUS: TBL SUSTAINABILITY

HIERARCHY

&

CONTROL

AUTONOMY &

SELF-ORGANIZATION



TLAINC Planning As Usual

Reactive Planning is tactically oriented planning that consists of identifying deficiencies in an organization's performance and devising projects to remove or reduce them one by one. It is deficient in three ways:

It is dedicated to removing deficiencies, and when one gets rid of what one does not want, one does not necessarily get what one does want, and may get something much worse.

It deals with the parts of the organization separately, despite the fact that the performance of the organization depends more on how the parts interact than on how they act independently of each other.

It does not develop a visionary target.



TLAINC

Preactive Planning is strategically oriented, top-down planning that consists of two major activities: prediction and preparation. It is based on the questionable assumption that although the future is essentially uncontrollable, with good forecasting an organization can control, at least in part, the effects of that future on the organization. It is deficient because:

It is concerned with planning for the future, not planning the future itself. and the future it plans for are bound to be different than anticipated in significant ways. For this reason very few preactive plans are carried out to completion

It does not develop a visionary target.

Planning As Usual



TLAINC The Face of Change



TLAINC Planning For TBL Sustainability

Need a planning approach that successfully addresses ….

Huge systemic organizational challenge:

Financial/social/ecological subsystems Other subsystems -- Governance & C-Suite; Economics;

Leadership; Culture; Organizational Architecture; Learning; Innovation; Digitization; Knowledge Sharing; Security; Multigenerational Cohorts; Business Advantage;

All stakeholders must be involved and committed Complexity related experimentation and innovation Need for a visionary target “Learning to Innovate” and “Innovating to Learn”



TLAINC

It is critical for strategic planning be “interactive” and “participative”, focusing on “making it happen” by facilitating learning, and by exploring and exploiting situations as they eventuate in dynamic fashion (Ackoff, R.L. [1977] “The Corporate Rain Dance”, The Wharton Magazine, Winter, pp. 36-41)

“Planning means changing minds not making plans” (De Geus, A.P. [1988] “Planning As Learning”, Harvard Business Review, March-April, pp. 70-74)

Interactive Planning meets all these criteria and provides an excellent overarching approach to TBL Sustainability implementation – see http://bit.ly/hUQ2Tf

Planning For TBL Sustainability

http://bit.ly/hUQ2Tf



TLAINC Interactive Planning

Interactive Planning is directed at creating the future. It is based on the belief that an organization's future depends at least as much on what it does between now and then, as on what is done to it. This type of planning is effective because:

It consists of the design of a desirable present and the selection or invention of ways of approximating it as closely as possible.

It creates its future by continuously closing the gap between where it is at any moment of time and where it would most like to be.

It involves all the stakeholders

It develops a visionary target




Interactive Planning is divisible into five interrelated phases: (1) ends planning, (2) means planning, (3) resource planning, (4) design of implementation, and (5) design of controls and reporting.

These five phases need not be carried out in the order presented, but they are usually initiated in this order.

Because they are strongly interdependent, the phases usually take place simultaneously and interactively

Because of the continuous nature of the Interactive Planning process, no phase is ever finally completed, and all outputs are subject to subsequent revision. Plans are treated as, at best, still photographs taken from a motion picture




Ends Planning Determining what the organization would ideally like to be now if it could be whatever it

wanted, and determining the gaps between this ideal and the current organization Means Planning

Determining what should be done to remove or reduce the gaps identified in ends planning by selecting or inventing the courses of action, practices, projects, programs, and policies to be implemented.

Resource Planning Defining how much of each type of resource (facilities and equipment; materials, energy, and

services; personnel; money; and information, knowledge, understanding, and wisdom) will be required, when and where.

Defining availability and timing of resources and what to do about any shortages or excesses identified.

Design of Implementation Determining who is to do what, when and where.

Design of Controls Defining how to monitor assignments and schedules and adjust for failures to meet the

schedules. Defining how to monitor implemented planning decisions to determine whether they are

producing expected results and, if not, determining what corrective action should be taken Defining how to report internally and externally on progress



TLAINC

-- Thank you for your attention --

Conference: Business Sustainability 2011, Povoa de Varzim,Portugal, 22-24 June 2011

Business

Transcript of Conference: Business Sustainability 2011, Povoa de Varzim,Portugal, 22-24 June 2011