Towards new leadership and coalitions in business

Transcription

1 26/11/2012 Co-creatingthe the Future Towards new leadership and coalitions in business Leen Gorissen Presentationforthe VlerickAlumni Event Experiencethe Future 28 november 2012

2 The future will not be without challenges 26/11/2012 2

3 The 4 C scenarios are devastating: World Bank report the inundation of coastal cities; -increasing risks for food productionpotentially leading to higher malnutrition rates; -many dry regions becoming dryer, wet regions wetter; -unprecedented heat waves in many regions; -substantially exacerbated water scarcity in many regions; -increased frequency of high-intensity tropical cyclones; -and irreversible loss of biodiversity, And most importantly, a 4 Cworld is so different from the current one that it comes with high uncertainty and new risks that threaten our ability to anticipate and plan for future adaptation needs. 26/11/2012 3

4 The 4 C scenarios are devastating: World Bank report the inundation of coastal cities; -increasing risks for food productionpotentially leading to higher malnutrition rates; -many dry regions becoming dryer, wet regions wetter; -unprecedented heat waves in many regions; -substantially exacerbated water scarcity in many regions; -increased frequency of high-intensity tropical cyclones; -and irreversible loss of biodiversity, CAN BUSINESSES SUCCEED IN A FAILING WORLD? And most importantly, a 4 Cworld is so different from the current one that it comes with high uncertainty and new risks that threaten our ability to anticipate and plan for future adaptation needs. 26/11/2012 4

5 A transition will happen no matter what. The question is: will it be a positive or negative transition? 26/11/2012 5

6 Can we navigate towards a positive transition? The world will not evolve past its current state of crisis by using the same thinking that created the situation Albert Einstein The future is not some place we are going to but one we are creating. The paths are not to be found but made and the activity of making them changes both the maker and the destination John Schaar- Futurist 26/11/2012 6

7 What is appropriate?» Ourstructures, routines, rules have been designed to workin timesof stability and abundance» Theyare nolongerappropriateforournewreality. A realityof turbulence, chaos, complexity, uncertainty and depleting resources. A reality of failing systems: economic crisis, climate crisis, failing ecosystems, inequality.» Whena sense of directionis lackingand newpathwaysare needed, a new perspective and vision needs to be developed.» New questions need to be asked and answered:» What is needed to develop sustainably*?» Howto makethe transition? * Sustainable = volhoudbaar 26/11/2012 7

8 How to make the transition?» Innovate INNOVATION» Identify frontrunners, pioniers, visionary people brooding on deviating ideas» Protect, support and guide new ideas. Connect frontrunners and build innovation networks that will develop new pathways.» Co-createaninspiring long term visionthatgivesa senseof directionforthe short and medium term.» Transition Research: science-based& action oriented» Understand system dynamics: hardware and software of society» Empower pioneers through co-production and co-creation» Experiment withnewideasand learnwhatworksand whatnot» Build reflective and pioneering capacity» Evolve From doing things better to doing better things 26/11/2012 8

9 Transition Research» aims to understand and (if possible) influence the drastic long-term changes in culture, structure and practice that are required for genuine sustainable development (Rotmans 2003, Loorbach 2007, Grin et al. 2010)» uses appropriate guiding frameworks to improve understanding of the ongoing processes, barriers, success factors, key players... of effective change processes towards sustainable systems which can help to learn, recognise and use the possibilities to interfere, guide and facilitate the processes. 26/11/2012 9

10 Is transition research relevant for business? Business As Usualis nolongeranoption» Increasing uncertainty» Failing business models» Increasing environmental standards» Volatility in energy prices» Resource scarcity» Ageing population» Growing pressure from connected society» Changing attitudes of consumers» 26/11/

11 Transition Research in practice: KLC Limburg» Transition approach to explore the KLC s new role in a climate neutral Limburg:» ARENA 1: Het systeem beter begrijpen Over actoren, factoren en motieven» ARENA 2: Toekomstverkenning Nadenken over het wensbeeld» ARENA 3: Transitiepaden Van toekomstvisie naar toekomstgericht plannen 26/11/

12 Transition Research in practice: Ghent» Transition approach for a Carbon Neutral City of Ghent» T arena s with frontrunners» Spin-off T arena s, e.g. mobility» T pathways& Long-term vision» Icoonprojecten» EUROCITIES AWARD /11/

13 Transition Research in practice: Ghent» Transition approach for a carbon Neutral City of Ghent» Visionary scenario includes» Make money work, but differently E.g. towards new work regimes, new business models» From globalisation to localisation E.g. re-localisation, optimizing resilience and self-support» Consumption& production 2.0: A circular economy E.g. sustainable design and new forms of ownership, urban mining» Economic development: measuring what matters E.g. gross national hapiness» Production and storage of energy, but different E.g. towards an energy internet» 26/11/

14 Transition success story: Interface s Mission ZERO 26/11/

15 Interface: learning from forests to reduce waste» Interface recycled 80 milion kg of oldcarpet, reduced emissions with 71%, water use with74% and energy usewith 44%.»Byredesigning itsbusiness model, interface saved405 miljoen USD and created significant addedvaluein brand and reputation (Anderson et al., 2010). 26/11/ »This biomimeticdesign reduces installation waste to less than 1% compared to conventional tilesand it reached the top of the bestseller list faster than any other product in the company s history (Lovins, 2008).

16 New business model inspired by biomimicry» bios, meaning life, and mimesis, meaning to imitate» emerging discipline in sustainability science» studies nature s models and then emulates these natural forms, processes, systems, and strategies to solve human problems sustainably 26/11/

17 Whatto do nowto besuccessfullin 2022? It is not the strongest of the species, nor the most intelligent that survives. It is the one that is the most adaptable to change. Knowledge for transformation: e.g. Charles Darwin 26/11/

18 Whatto do nowto besuccessfullin 2022?» Createa shift in business mindset From competition to cooperation From seperateness to interconnection FromST benefit to LT value From control and command to transition management» Transform business mentality, business models and organisational culture» Develop a strategy to guide the transition build reflective & pioneering capacity collaborate, experiment and build new coalitions develop a new role for business leadership 4SD, like interface create shared value for society and environment» Learn, unlearn and relearn 26/11/ In short, Be the change you want to see in the world Mahatma Ghandi

19 Thank you for your interest. Questions? More info Lets buildthe futurewe want 26/11/ A vision by Luc Schuiten

20 Chaos and dynamic: Transitions, the real thing» In real life, transition processes are complex and cannot simply and unambiguously be fitted into available theoretic moulds. In fact, transitions are more about (creative) chaos than structure and order.» This dynamic is also referred to as the Transition Management Cycle. In other words, transition is about cyclic (and reflexive) continuation of thinking - acting - assessing - (re) thinking- actingassessing... Every end- or mid-point in the process can become a new starting point of another transition process at any given time.»this cyclic character of transition processes is an important reason why 'managing' these processes is so complex. 26/11/