Transformational Leadership and Integration: Synthesizing over a Decade of Best Practices

Transformational Leadership and Integration: Synthesizing over a decade of Best Practices

Leath SharpHarvard University@LeithSharp

ProgramFormat

1:30pm Module1:CoreConceptsLeithSharp,Director,ExecutiveEducationforSustainabilityLeadership,HarvardUniversity

2:20pm CaseStory:JeffRisom,Partner, ManagingDirector US,Gehl

2:45pm Discussion

2:55pm ShortBreak

3:05pm Module2

3:25pm SmallGroupActivity:Discussions

4:05pm SmallGroupReportOut:creatingourownthoughtpartnershipresource

Story of One Little Victory

“CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

• Location: student residence (~300 students)• Proposed savings

• Annual savings > $20,000• Payback < 3 years

• Process…

Simple Lighting Upgrade Project:

No progress for many years because no dedicated attention, money or time


How hard was one small change at Harvard University?


Facilities staff overstretched, need dedicated assistance to find new projects

School


How hard was change at Harvard?

Fin Mgr (capital budget)Fin Mgr (operating budget)

Facility Director Building Manager (superintendent)

House Master

House Occupants (students)REP Coordinator (student)

My Staff


No money in annual maintenance budget, loan fund provided“CBIS Case Story: How Many People at Harvard Does it Take to Change a Lightbulb?” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0




House Master


My Staff

Green Campus

Loan Fund


Facilities manager was overstretched, dedicated project management TIME needed

School



House Master


Sales RepTechnician

Vendor

My Staff

Green Campus

Loan Fund




Senior financing management hesitates to give approval, needs convincing

School



House Master


Sales RepTechnician

Vendor

My Staff

Green Campus

Loan Fund




Building management must provide approval, needs convincing

School



House Master

House Occupants (students)REP Coordinator (student)Sales Rep

Technician

Vendor

My Staff

Green Campus

Loan Fund




House Master concerned re:AESTHETICS, needs lots of engagement & discussion

School



House Master


Sales RepTechnician

Sales RepTechnician

Vendor

My Staff

Green Campus

Loan Fund




Concern regarding MAINTENANCE of new light bulbs, basic training needed

School



House Master


My Staff

Maintenance Crew

Univ. OpsSales RepTechnician

Vendor

My Staff

Green Campus

Loan Fund




Vendor PERFORMANCE inadequate, needed follow up.

School



House Master


Maintenance Crew

Univ. OpsSales RepTechnician

Vendor

My Staff

Green Campus

Loan Fund





House Master


My Staff

Green Campus

Loan Fund

Sales RepTechnician

Vendor

Maintenance Crew


3 months of constant facilitation by change management teamTECHNOLOGY + ATTENTION + FUNDING + TIME +COMMUNICATION/NEGOTIATION, + APPROVALS + AESTHETICS +POLITICS + TRAINING + PROJECT MANAGEMENT



July2016- hottestmonthsinceinstrumentalrecordsbegan.

AMODIScompositesatelliteimageforJune28,2016showseaice andareasofexposedwaterintheArctic.Credit:NASAGoddardSpaceFlightCenter

Frommid-Juneonwards,icecoverdisappearedatanaveragerateof29,000squaremilesaday,about70percentfasterthanthetypicalrateoficeloss.

LinkstoarticlesonTemperatureandArcticIce

http://www.scientificamerican.com/article/first-half-of-2016-blows-away-temperature-records/

http://www.climatecentral.org/news/arctic-sea-ice-record-low-for-june-20508

http://www3.weforum.org/docs/Media/TheGlobalRisksReport2016.pdf

WorldEconomicForum

2016GlobalRiskReport

GLOBALRISKINTERMSOFLIKELIHOOD

“Havethingshavegonenon-linear?”

ProgramBudget

Number of Sustainability Staff

Annual Savings

2000-1 $ 80,000 1 (Leith)2001-2 $264,000 4 $400,0002002-3 $648,000 8 $700,000

2003-4 $890,000 11 $1.5 million

2004-5 $857,000 11 $3 million

2005-6 $1,155,000 16 $5 million

2006-7 $1,700,000 19 $6+million

2007-8 $2,200,000 24+ $7+million

Source: Entrepreneurial Model to Fund a Large Change Leadership Team

Biodiesel in University Shuttles

Occupancy sensor driven temperature setbacks

Ground Source Heat Pumps

Building Mounted Wind

Photovoltaics Collecting oil for Harvard Recycling

Truck

Freecycling events Green cleaning

Harvard Yard Compost Tea Project

Free Plug Timers Give Away

Local Produce in Dining Halls

Rooftop Community Garden

“CBIS Pipeline for pilot projects” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Proliferation of Innovative Projects all Over the Campus

Green Campus Loan Fund:

$12 million interest-free capital for conservation projects

Existing Buildings New Construction

$20+ million lent since 2001300+ projects

25+% average return on investment

An Innovative Campus Revolving Loan Fund

More certified green buildings than any university in the world.

130+ Green Buildings including…..

18 45

SUSTAINABILITYPRINCIPLES

ReducingtheEnvironmentalFootprint ofCampus

Operations

GREENBUILDINGSTANDARDS

Healthier,MoreEfficientBuildings

GREENHOUSEGASREDUCTIONGOAL

30%Below2006BaselineBy2016,Including Growth

A Number of Public Ambitious Sustainability Commitments

Within8yearsHarvardwentfromNowhereonsustainabilitytoitbeingpartofHarvard’sculture

CREATING HARVARD’S SUSTAINABLE COMMUNITY: FY14 SNAPSHOTEMISSIONS & ENERGY

HEALTH & WELL-BEING

CULTURE CHANGE & COMMUNITY

REDUCTION in greenhouse gas

emissions including growth and

renovation (FY06-FY14)

REDUCTION in greenhouse gas

emissions excluding growth

(FY06-FY14)

21%

32%14% OF ELECTRICITY is

purchased RENEWABLE ENERGY

All undergraduate Dining Halls, as well as the Cafés at HBS,

HarvardChanSPH, and HLS are GREEN RESTAURANT CERTIFIED

Faculty, students, and staff are collaborating

with the SILENT SPRING INSTITUTE to evaluate

potential exposure to toxins on campus in order

to identify and track significant

chemicals of concern

500+ Harvard

staff participated in

HEALTHY HARVARD

mindfulness programs

87% of commuters use sustainable transportation

SINGLESTREAM RECYCLING, COMPOSTING,

and REUSE contributed to 27% drop in per capita waste

CERTIFIED GREEN CLEANING on more than 13 million

sq. ft. of campus = 30 WIDENER LIBRARIES

230 GREEN OFFICES; 4,000+ staff engaged

56 seed grants awarded for STUDENT-LED

SUSTAINABILITY PROJECTS; Grants are tackling

energy use in labs, reducing stormwater, and

connecting CLIMATE CHANGE WITH THE ARTS

413 tons of reuse collected,

weighing as much as 26 HARVARD SHUTTLES

15,000 TERABYTES of research crunched at the LEED Platinum certified

MASSACHUSETTS GREEN HIGH PERFORMANCE COMPUTING CENTER.

It would take 3.8 million personal computers to do that same work.

243 courses on energy,

sustainability, and

the environment

239 faculty

teaching and conducting

research on energy and

the environment

8 Schools are SMOKE OR TOBACCO FREE, as well as Harvard Yard,

North Yard, and all Harvard University Housing properties

120 LEED CERTIFIED AND

REGISTERED PROJECTS

more than any higher

education institution

in the world

17%2%REDUCTION in energy use

including growth

(FY06-FY14)

REDUCTION in energy use

excluding growth

(FY06-FY14)

58,013 MTCDE reduced since 2006 = 12,213 cars off the road

NATURE & ECOSYSTEMS

ORGANIC LANDSCAPING used on

93 acres, including Harvard Yard

HARVARD FOREST &

ARNOLD ARBORETUM =

4,000 acres of

forest and landscape used for

active climate research and discovery

CAMPUS OPERATIONS

21% decrease in WATER USE since FY06

NEW ALTERNATIVE ENERGY SYSTEM

(combined heat and power) will

provide 28% OF CAMPUS ELECTRICITY

133,000 MILES traveled by the Harvard community through

HUBWAY BIKE SHARE PROGRAM = 5 trips around the world

#GREENHARVARD @GREENHARVARDGREEN.HARVARD.EDU

Hardwired into Harvard’s Organization – Depending on No One Champion

Doing Less Bad

“CBIS Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

By Slowing DownSpeeding Up

Heading Toward the Cliff

Stuck at Doing Less Bad

“Thisurgency,scaleandcomplexityforcestherevelationthatsustainabilityhastobetheproblemthatsolvesthewayweorganize.”

Who Attends? Executive tier leaders, high potential leaders and sustainability professionals with a senior report. All sectors encouraged.Location: Harvard University, Cambridge campus, MADate and Time: November 6-9, 2017Program Cost: $4100Learn more: CHGEHarvard.org/CBIS or email [email protected]

In collaboration with

Executive Education for Sustainability Leadership 2017

Center for Health and the Global Environment (CHGE)

KEEP CALM&

CHANGE (OR BE CHANGED BY)THE WORLD

4+TIMES FASTER

Gallop“StateoftheAmericanWorkplaceReport2013”

Disengagement

70%ofworkersintheUSAarenotengagedintheirwork.Definedasessentially sleepwalkingthroughouttheirday.

“CBI-S Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

Lack of Funding for New Ideas

BusinessAsUsual

Innovation


Hardwired Separation


It gets side-lined. It runs through a mismatcheddecision-

making process.

With much grit, skill and effort the change agent gets EVERYONE to

approve it.

The common fate of a new kind of decision

Burden of data/evidence requested exhausts resources.

Low Levels of Decision-Making Agility


Source:RebeccaHenderson,SenatorJohnHeinzProfessorofEnvironmentalManagement.HarvardBusinessSchool

And on top of all this - everyone is very, very busy… and it’s falling on the shoulders of the few

Organizations=LowLevelsofChangeCapability


Innovation, Adaptation and Change is Now as important as the Work of Continuous Improvement

Our Dominant Organizational Model was Designed for Continuous Improvement NOT Continuous Innovation

Changing Context

Access to capital

Supportive policy instrumentsConsumer demand: A change in values

A trained workforce A market providing product & services

Cross-Sectoral StuckPoint


The Command Control Operating System (Management Driven Hierarchy) Predominates in All Sectors

Top Level Leadership

Middle Management

Grass Roots: Employee base

Direction & Authority

Management & Accountability

Implementation

What Does a Command Control Operating System Do Well?

• Directs• Specialization• Scales Up• Efficiency and incremental improvement• Consistency and Predictability• Accountability• Concentrates power and wealth

What Does Command Control NOT Do Well?

• Change• Agility• Shared Purpose• Learning• Empowerment• Innovation• Create conditions for ideas to emerge, arise and be built upon

Control&Coordination

The Business Leaders Dilemma

EntrepreneurialEnergy Theenergy,

creativity&driveofastartup

Theoperationalexcellenceofamaturefirm

Canwehavethebestofbothworlds?

Source:RebeccaHenderson,SenatorJohnHeinzProfessorofEnvironmentalManagement.HarvardBusinessSchool

OriginalPlan

“The Official Story Versus the Real Story of Change” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

The Social Entrepreneurs Dilemma

“The Official Story Versus the Real Story of Change” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

The Social Entrepreneurs Dilemma

Original Plan

Actual Experience

Original Plan

Actual Experience

Official Story

“Disconnect between how new things get done and the Official Story” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

The disconnect between the OFFICIAL STORY & the ACTUAL STORY of how new things get done

Getting new ideas to happen almost always = Squiggle

Attribution: Quentin Prideaux

Togetanewproduct, service,orideaintoanorganization….it’s typicallynotsimply

amatterofgettingtherefirst

FindtheRightPersontoGetitApproved

IdeaHappens

HaveagoodIdea

“Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

The MYTH: If we have the rights ideas, and get them to the right people, the right decisions will be made.

Patterns that exist within the squiggle reveal an emerging organizational model.

Actual Experience

Actual ExperienceActual Experience

By looking into the squiggle, we have revealed many powerful insights

Actual Story = Complex Change Processes Require Two Operating Systems

“Adaptive Organizational Design” by leith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Complimentary Operating Systems

Actual Story = Complex Change Processes Require Two Operating Systems

ADAPTIVE OPERATING SYSTEM TYPE OF WORK IT GETS DONE = EMERGENCE

Senses

ConnectsGenerates Engagement

Fosters Group Intelligence

Innovates, Learns, Creates

Resolves Risk

“Properties of the AOS & CCOS” by leith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

“No Shared Purpose, No Alignment” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

They Currently Don’t Automatically Play Well Together

“Purpose as Central Aligning Force for Dual Operating System” by leith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Shared Purpose Must Act as the Essential Aligning Force

“The Power of a New Shared Lexicon” by leith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

It’s Not New In Many Regards

This opens the way to go from an amateur to a professional sport.

“The Power of a New Shared Lexicon” by leith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

What is new is having a shared language – a new lexicon, visual & verbal.

ADAPTIVE OPERATING SYSTEM

COMMAND CONTROL OPERATING SYSTEM

Intrinsic motivation to align with internal values/purpose & social needs

Extrinsic motivation to align with organizations mission, vision & goals

Clusters, Community structure, relationships Authority structure, transactions

Boundary crossing connectivity Division and hierarchy

Co-created change, leadership as a system Top-down change, leadership as a linear

Applied learning focus Execution focus

Stories, social Influence, spaces/convening/curating Strategy, metrics, reporting

Dynamic, emergence, transient, multiple Structure, routine, permanent, uniform

Each Operating System Has Different Operating Rules, Priorities, Language etc.

Aligned via Shared Purpose

“Leading the AOS & CCOS” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

• Good Ideas• Engagement• Reduced risk

• Permission • Resourcing • Decision-making agility

Optimizing the Synergy Between Operating Systems Requires a New Leadership Enterprise

“Optimize Synergy Between Both Operating Systems" by Leith Sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

RELEASE PHASETimeof‘creative destruction’re-organization&uncertaintyRESILIENCE:lowbutincreasing

A CBI-S Organization Mimics Our Living Planet

ADAPT STRUCTURE

SENSE WHAT’S EMERGENT

OPTIMIZE WHAT EXISTS

ANIMATED BY PURPOSE

DRIVEN BY STRATEGY

COLLABORATE MANAGE

PILOT SCALE

LEARN PERFECT

“CBIS Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

Bringing Purpose to Life

IdeaIdea

IdeaIdea

PURPOSE

Individual Ideas Animate Purpose

We Must Master Idea Flow

Inmostorganizations, thejourneyofanIdeafrominception tofullscaleimplementation isfraught.

Sometimes the AOS doesn’t get enough CCOS engagement before the AOS champion leaves

“Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Sometimes the CCOS moves too quickly to execute on the idea – neglecting to do the important AOS work of fostering engagement


Sometimes the CCOS moves too quickly to approve the idea and then fails to resource implementation – neglecting AOS piloting to diagnosing implementation requirements


Neither operating system understood the other.


Forensic Idea Flow Mapping


When one Operating System tries to do what it’s not good at = Friction, Backwash & Plateauing

Milestones # Students

1. Early Years – Student Research and Creativity Conference

25

6 to 8 faculty on Committee

2. Dr. Munoz Joins Committee

3. Change Name to Made in Millersville

Increased discussion between faculty and staff

4. Library staff join Committee

5. 1st Made in Millersville 70

McNairy Library and Breidenstine Hall

Showcase newly renovated library

6. Establish Committee Co-director

7. Updated Committee Governance and Policies

“At least” two members from each college

Provost appointment letter, 22 faculty on committee

8. 2nd Made in Millersville 150

9. Establish Subcommittees

Martha McFadden joins – external recruitment

10. 3rd Made in Millersville 350

1

2 3 4 5

6

7

8

9

10

AOS

CCOS

SUCC

ESS

2014

9. Subcommittees7. Governance and Policies

8. 2nd MIM10. 3rd MIM

6. Committee Co-director

5. 1st MIM

4. Library Staff Join

3. Change Name

2. Dr. Munoz Joins

1. Early Years

2015 20162013Early Years

Made in Millersville Project Timeline

Forensic Idea Flow Mapping

17Resorts– 48,000HotelRooms

740AcresontheLasVegasStrip

350Food&BeverageOutlets

61,000Employees

3MillionSq.Ft.ofConventionSpace

CindyOrtegaSeniorVicePresident&ChiefSustainabilityOfficer

MGMResortsInternational

THEPROGRAM

BoardDirective

ProgramDevelopment&StrategicPlan

Pilot2,600Employees

ExecutiveRoadshow

Chairman

BOD

GoldStrike1,200Employees

ARIA&Vdara8,400Employees

Corporate2,600Employees

Bellagio8,100Employees

Mirage4,500Employees

MGMGrand8,400Employees

MandalayBay6,900Employees

NYNY2,000Employees

Luxor/Excalibur5,400Employees

CircusCircus3,700Employees

MonteCarlo2,300Employees

May

June-July

August-September

December- April

MGMGrandDetroit3,100Employees

60,000+Employees– 11Months!

Ideas

Permission

Piloting

CCOS engaged in de-risking Scale

P2P Influence

Right Fit

“Idea Flow” by leith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

What Cindy Did

Piloting

Ideas

Permission

Piloting

Builds CCOS Allies Scale

P2P Influence

Right Fit


Approval

Piloting

Pattern: Two Interdependent Processes Occuring

Reframing The Command Control Operating System as Part of Something Bigger

• Structure to support the whole• Cohesion of the whole• Conservation of resources• Distribution of resources to the whole

Bring the Adaptive Operating System to Full Strength in all Organizations to work Synergistically with the CCOS

• Sensing• Adapting/Evolving• De-risking

2001 2002 2003 2004 2005 2006 2007 2008 2009 2011

Number of LEED® Projects At Harvard

A story of Emergence, Integration, Command Control and Transformation

•  Early Champions •  Pilot Projects – Stories of Success •  Changing Mindsets

•  Building Capabilities and Confidence •  Peer to Peer Influence

•  Seed Capital •  Diagnose & Remove Barriers •  Streamline Process

•  Critical Mass of Champions •  Critical Mass of Projects

5 12 16 3 4 50+ 23 80+ 2000

Running awaynow…..

Green Buildings at Harvard: The Real Story

2001 2002 2003 2004 2005 2006 2007 2008 2009 2011



•  Early Champions •  Pilot Projects – Stories of Success •  Changing Mindsets

•  Building Capabilities and Confidence •  Peer to Peer Influence

•  Seed Capital •  Diagnose & Remove Barriers •  Streamline Process

•  Critical Mass of Champions •  Critical Mass of Projects

5 12 16 3 4 50+ 23 80+

A Story of the Adaptive Operating System, Integration, Command & Control

• Champions• Piloting• Learning• Addressing all Risks• Generating evidence of benefits• Socializing a critical mass

Activate an Adaptive Operating System

LEED Platinum for a historic renovation at no added cost.

46 Blackstone StreetLEED-EBOM Platinum January 2012LEED-NC Platinum April 2007

“CBI-S Case Story: 100 Green Buildings at Harvard” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

The AOS De-Risks and Solves the New Idea

2001 2002 2003 2004 2005 2006 2007 2008 2009 2011 12

4 23

Number'of'LEED'Projects'At'Harvard'''

•  Prove the Business Case •  Prove Capabilities •  Prove Performance

•  Prove Reputation Benefit •  Align request with risk tolerance

•  Create a New Decision Making Process for a New Kind of Decision

•  Gain Approval to Scale


5 12 16 3 4 50+ 23 80+



• Locate the decision making process

• Address the needs of all decision-makers

Iterate In and Out of the CCOS to Locate Stakeholders, Surface All Risk and Reach a Threshold of Certainty

2001 2002 2003 2004 2005 2006 2007 2008 2009 2011 12

4 50+ 23

Number of LEED® Projects At Harvard 5 12 16 3 4 50+ 23 80+


•  Make green building commitment public •  Embed into capital planning and approvals •  Embed into RFPs, contracts and position descriptions

•  Provide ongoing training and support


• Adopt formal policy and financial approvals requirements• Integrate into all formal systems

CCOS Approves and Scales, Continues to Execute on The Commitment for the Rest of Harvard’s Life.

Ideas

Permission

Piloting

CCOS de-risking Scale

P2P Influence

Right Fit


Approval

Piloting

Pattern: Idea Flow Happens Via Adequate Translation & Iteration

IdeasAdaptive Sensing Piloting

CCOS Sponsors ScaleAOS Champions P2P Influence Sensing

Right Fit Approval

Early Iterations = Sensing, Mid Iterations = De-risking, Later Iterations = Approval/Scaling

Strategic Sensing

“Phases in Healthy Idea Flow" by Leith Sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

CCOS de-risking

IdeasAdaptive Sensing Piloting

CCOS Sponsors ScaleAOS Champions P2P Influence Sensing

Right Fit Approval

Early Iterations = Sensing

Strategic Sensing


CCOS de-risking

CCOS Blocks Sensing

The bulk of a CCOS’s sensing capacity resides here but it is routinely cut off from decision-making

“Sensing Blocked in CCOS" by leith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

CCOS Blocks Sensing Into Itself to Integrate New Ideas

To enable integration of something new into all that is – the CCOS often gets stuck in its silos. Integration of something new into all that is - often involves

sensing across silos, up, down and across with agility.

“Sensing for Integration" by leith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

IdeasEmergent Sensing Piloting CCOS Sponsors Scale

AOS Champs P2P Influence Sensing

Right Fit Approval

Mid Iterations = De-risking,

Strategic Sensing


Effective change leadership is about creating stability as much as it is about creating change.

“CBI-S Rationale” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

De-risking Change

vs.

CCOS only runs Tunnels instead of Funnels

CCOS only Tunnels = Less Sensing, Fewer Ideas Explored, No Piloting, Less Shared Ownership and High Risk Scaling

The AOS Can De-risk New Ideas to Digestible Levels for the CCOS to Scale/Structure

De-risking Is Necessary in the Four Spheres of the Organizational Ecosystem

“Four Kinds of Risk that Must be Addressed" by Leith Sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

SUSTAINABILITY LEADERSHIP Amy C. Edmondson | Novartis Professor of Leadership & Management | Harvard Business School THE POWER OF TEAMING

Social Risk is the Most Prevalent Source of Risk for New Ideas

Pilots Have to Solve for Two Things – To Prove the Idea Itself is Viable and to prove that the CCOS Can Integrate the New Idea into All that Is.

PILOT• How does this help with existing priorities?• Exactly what are the costs & benefits?• Where will the resources comes from and

does it mean someone else goes without?• Will someone else in the CCOS be impacted

that we are not thinking about?

• How do we do this?• Who else is into this?• What capabilities do we need to develop?• What are the costs and benefits?• How can we get approval to go further?

Iteration is KEY“Pilots Must Solve for Two Things" by Leith Sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

IdeasEmergent Sensing Piloting CCOS Sponsors Scale

AOS Champs P2P Influence Sensing

Right Fit Approval

Later Iterations = Approval and Scaling

Strategic Sensing


The CCOS needs to work at 4 Speed+ Different Speeds Rather than 1 or 2

“Idea Flow” by leiith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

FindtheRightPersontoGetitApproved

IdeaHappens

HaveagoodIdea


We Tend to Engage the CCOS as a 1 or 2 Speed Operating System

SingleCycleApprovalProcessesRarelyWorkforNewIdeasorIfTheyDo– There

areTypicallyHiddenConsequences

Ideas Piloting P2P Influence

Approval & Scaling

“Scaling Green Building at Harvard” by leiith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Purpose & AOS/CCOS connect

Shared OwnershipSensing1 2 De-riskingRight Fit 3 4

Command Control Operating System Engaged at 4 Speeds

Piloting

SBasaLivingCaseStory

The Business Sector

The Rest of Society

SB’s organizational backbone is a profoundly purpose driven team that blendsits CCOS and AOS operating systems to enable the work that it does.

SB is in Pursuit of Market Transformation.

SB Curates A Routine Pulse of Business Sector AOS to Foster Purpose Driven Leadership, Sense into and amplify Emergent Transformational Possibilities

What Change Capable Organizations Do

Create New Expectations of the Journey and Governance that Supports Iteration Between OS’s

There Will Be Fusion of the Two Operating Systems

Doing Less Bad Doing Good & Doing Well

Changing DirectionSlowing DownSpeeding Up

Heading Toward the Cliff

Flow“CBI-S Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0

Accelerating a Qualitatively Different Organizational Model

New Normal organization

Normal organization

Up Next: A Paradigm Change in the Way we Organize

Future organizational model

RELEASEPHASETimeof‘crea3vedestruc3on’re-organiza3on&uncertaintyRESILIENCE:lowbutincreasing

Our Future Organizational Model Can Be Informed by the Way Complex Living Systems Organize

“Properties of Complex Living Systems" by leith sharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Defining a New MODE OF Sustainability Leadership: Core Business Innovation for Sustainability CBI-S

CBI-S positions sustainability as a DRIVER of ORGANIZAITONAL DESIGN & IDEA FLOW to unleash new levels of engagement, agility and

innovation

“CBI-S Defined” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

ANewSharedLexicontoEquipChangeAgentsfortheJourneyAhead

Embrace, Improving and Sharing a New Lexicon & Visual Iconography

“CBI-S Defined” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

Adaptive Operating SystemCommand Control Operating SystemDual Operating SystemSensingDe-riskingEmergenceCode switchingTranslatingIdea Flow Idea Flow MappingChange leadership = Fostering StabilityOrganizational EcosystemSocial DynamicsPsychological safetyEmotional IntelligenceCore Business Innovation for Sustainability (CBI-S)

Who Attends? Executive tier leaders, high potential leaders and sustainability professionals with a senior report. All sectors encouraged.Location: Harvard University, Cambridge campus, MADate and Time: November 6-9, 2017Program Cost: $4100Learn more: CHGEHarvard.org/CBIS or email [email protected]

In collaboration with

Executive Education for Sustainability Leadership 2017

CenterforHealthandtheGlobalEnvironment (CHGE)

Whatwillbecomepossibleoncewechangechange?

Transformational Leadership and Integration: Synthesizing over a Decade of Best Practices

Business

Transcript of Transformational Leadership and Integration: Synthesizing over a Decade of Best Practices