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Sustainable development

Corporate transformation

Mark Wade

Complex challenges

We may have less than a generation to solve the world’s most

pressing problems • climate change/clean energy

• bottom of the pyramid development

• unsustainable consumption and resource depletion etc

Corporations have an huge role to play

Need to master complexity

Need a new paradigm of sustainability thinking and behaviour

The change challenge

Paradox - there is an urgent need for change but the rate of

organisational change is usually slow and littered with failed

attempts…. WHY?

The deck is stacked against change

• generative complexity – unfolding situations

• social complexity – multi-stakeholders

• dynamic complexity – cause and effect far apart

Piecemeal approach

• poor leadership and articulation of the Reason why

• dictat of new Rules in the absence of Consciousness

• Focus on process over person or froth over substance

Need an integral approach driven by inspired leadership

Complex challenges

Translating

sustainability

into strategy

Driving

results

in large, complex

organisations

Grow business

and societal

value

Developing

the leader as a

whole person

and changing

the culture of the

organisation

Leadership beyond the norm

Leadership that is:

• sensitive and responsive to global and local realities

• comfortable in diverse cultures

• builds multi-stakeholder relationships

• uses insights to inspire and innovate and set strategic direction

• manages inner complexity as well as global market complexity

• breaks silos, joins up and aligns the organisation to new ways

• drives lasting change to a new culture for the organisation

Leadership qualities

Yesterday

Technically smart

Intelligent (IQ)

Process champion

Drives execution

Performance manager

Analytical thinker

High performer

Competitive

Customer satisfier

Locally effective

Today +

People smart

Emotionally intelligent (EQ)

Innovation champion

Inspires others

Performance coach

Lateral / non-linear thinker

High learner

Collaborative

Customer intimate

Globally (cross culturally) effective

EABiS Ashridge research

Leadership in a complex world: the ‘U’ Process

Adapted from Otto Scharmer’s Theory U:

Leading from the Future as It Emerges

1. Sensing

•Test assumptions

• Identify customer/stakeholder

needs

• Engage stakeholders

• Suspend judgment

• Resist jumping to solution or

conclusion

• Open up to and use all senses

and input

• Collect data

• Build a powerful team and

stakeholder relationships

2. Reflecting

• Connect to individual and

collective purpose

• Take time for reflection

• Allow new futures to emerge

• Crystallise vision

3. Acting

• Rapid prototyping of

concepts and ideas

• Accelerated action based

on solid alignment

• Milestone planning

• Market testing

• Learning and growth for

the individual and

organisation

‘Integral model’ of change

Inte

rio

r E

xte

rior

• Observable behaviours

• Governance

• Commitments

• Policies and standards

• Management systems

• Procedures, tools

• Observable behaviours

• Leadership skills

• Competencies

• Attitudes

• Beliefs

• Values

• Motivation

• Culture

• Values, business

principles

• Assumptions

• Norms

Organisation

Individual

Wilber model

Integral model of change

Paradox – what comes first, the chicken or the egg?

Where to start when you need to do it all?

It is an interactive process whereby a small minority of Innovators

begin to set the new norm

vip.vyas1

Formula for Change

C = S + V + Ca + E + C

Change = Sponsorship +

Vision +

Change

architecture +

Engagement +

Communications

vip.vyas1

Innovators and early adopters mobilise the early majority

Typical population undergoing change


Innovators:

• see the need for a new paradigm

• articulate the reason

• set the new rules

• drive implementation - often ahead of wide spread understanding and deeper consciousness

• create a network of Early Adopters • identify • enlist, equip • instil with a new consciousness

vip.vyas1


Early adopters

• become change agents

• engage the early majority

Early majority

• apply the new thoughts and actions

• become a critical mass of people sharing a new consciousness

• reach the tipping point for lasting change

vip.vyas1


Paradox - rules are necessary but they cannot cover everything in a dynamic world

What happens when circumstances go beyond even new rules?

Developing wide spread consciousness ASAP is critical

Consciousness equips people with the capacity to

innovate and deal with new realities within the new paradigm

Emerging best practice is disseminated and becomes a new rule

– and so the process continues

Example Sustainability governance structure

Executive Committee

CEO

Board

Social Responsibility

Committee Sustainability Council

Sustainability Panel

Working Groups

Representatives of all of the above

CEO chairs Businesses & Corporate Centre directors: Planning/Human Resources/ Finance/Legal/External Affairs/ HSE/Sustainable Development

meets 2 times a year

Meets 6 times a year

Sustainable development leadership

Panel members and

functional experts

External Review

Committee

Sustainability Learning framework

SD = sustainable development/sustainability

HR = Human resources

HSE = Health, safety & environment

SD networks

Cross-postings

Competences

Career planning

Businesses

HR Planners

SD/HSE Advisors

SD practitioners

Objective Activity Medium Agent

Communication

Training/learning

Beyond training

SD e-Portal

Newsletters/e-letters

Sustainability Report

Resource library

Chronos SD e-learning

SD workshops

SD master classes

Leadership assessment

& development

Training & coaching

SD presentation packs

SD case studies

SD best practice guides

SD modules and events

SD e-learning tools

Key messages

Latest updates

Best practice examples

Active learning

Experienced people

Functional leadership

Competency profiling

Corporate Centre

Businesses

Functions

Self directed

SD advisors

Subject experts

Programme

managers

SD change agents

Awareness &

understanding

Skilled

Mastery &

advocacy

Working

Knowledge

SD Learning - basic awareness & understanding

Communications

Clear, simple, consistent

In the language of the company

Combination of • moral/values case based on company values • business case based on real company examples

Championed by top leadership

Continuously updated and repeated

Using all media

Corporate SD e-Portal hub

SD Learning approach

Features

• Business relevant

• Tailored to priority audiences

• Based on ‘self-discovered’ and ‘accelerated learning’ techniques highly engaging, experiential, mixed media

• Short, cost-effective and flexible

• Delivers personal reflection and action-planning

• Built around 'train-the-trainer’ concept

• Integrated throughout the talent pipeline

co-created with the Businesses

SD Learning

Training and leadership development

• E-learning – Chronos

• All-comers SD primer workshops for individuals and networks

• Specialist SD workshops • Manufacturing managers • Project / field engineers • Retail managers • External affairs, HSE, SD, Finance managers

• Country Chair on-boarding – SD and engagement

• Master classes for senior leadership

• SD modules

Integrated throughout leadership talent pipeline

SD Learning – mastery and advocacy

Beyond training

• Networks

• Active learning

• Placing/cross-posting experienced people

• Use of champions

• Competency profiling

• Assessment and development

• Career planning

Learning

World needs new sustainability paradigm of thinking and behaviour

Complex challenges need integral solutions

Requires Leadership beyond the norm – values based, masters of complexity - to drive

Integral approach to change – Wilber model

Innovators and early adopters:

• articulate the reason and set the new rules – hard wiring

• governance, policies & standards, systems & processes, reporting, KPIs, targets, verification & assurance etc

• engage the early majority to instil consciousness – soft wiring by targeting • high leverage change agents with deep impact learning program based on ‘U’

• Grow critical mass of transformed individuals to achieve tipping point in

• Cultural transformation to set lasting change around new paradigm

Be systematic, allow innovation to flourish, consolidate best practice as new rules

Sustainable development – corporate transformation Top Tips

• Recognise and respond to strategic trends and influences impacting the business

• Develop a ‘vision’ for the business based on core values and the drivers for change

• Gain top level commitment and mandate for change

engage top leaders individually, then collectively

relate to individual and company priorities - show how change proposition will add value

• Be systematic

set-up governance structure with company-wide representation to drive change

manage change as any other project - objectives, roles, responsibilities, timeframe, KPIs, reviews etc

• Set common language in simple words with clear definitions resonant with company culture and values

be rigorous in the consistent use of terms – include values case and business case

• Communicate widely - raise basic awareness & understanding, prepare the way for the change to follow

• Address ‘hard wiring’ and ‘soft wiring’ at the same time using the integral approach

develop reason, rules and consciousness, get intimate to be relevant to every day business

• Work through existing systems and processes as far as possible – bolt-on, then infuse and align

• Grow a network of Innovators and Early adopters to influence the Early majority

• Allow a ‘thousand flowers to bloom’ - encourage challenge to old ways of doing things, support experimentation

• Recognise, reward and communicate emerging best practice – consolidate into new standards

• Continuously maintain and refresh communications

• Celebrate success, enjoy the ride – how you travel is as important as the journey.

Sustainable development – corporate transformation

For more information

[email protected]

If you need a friendly voice to talk to about your change challenge

feel free to fix a time and give me a call on:

+44(0)7957579550 or +44(0)1580 714968

Mark

mailto:[email protected]

sustainable development corporate transformation€¦ · corporate transformation mark wade . page...

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