Presentation slides from our January 20, 2016 RECODE webinar with Leith Sharp. More about the webinar: http://www.re-code.ca/en/whats_happening/98

1. Creating agile, innovative, and profoundly change-
capable organizations capable of driving sustainability
into their core mission and business.
Leith Sharp

2. RECODE WEBINAR
Creating agile, innovative, and profoundly change-
capable organizations capable of driving sustainability
into their core mission and business.
Leith Sharp, Director of Executive Education for
Sustainability Leadership Harvard University's Center for
Health and the Global Environment.
Leith_Sharp@harvard.edu
https://www.linkedin.com/in/leithsharp

3. The Bottleneck

4. “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
What does this look and feel like on the ground?

5. • 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
“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
The Harvard Light Bulb Story

6. Simple Lighting Upgrade Project:
Facilities staff overstretched, need dedicated assistance to find new projects
School
Fin Mgr (capital budget)
Fin Mgr (operating budget)
Facility Director
Building Manager (superintendent)
House Master
House Occupants (students)
REP Coordinator (student)
My Staff
“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
The Harvard Light Bulb Story

7. Simple Lighting Upgrade Project:
No money in annual maintenance budget, loan fund provided
School
Fin Mgr (capital budget)
Fin Mgr (operating budget)
Facility Director
Building Manager (superintendent)
House Master
House Occupants (students)
REP Coordinator (student)
My Staff
Green
Campus
Loan Fund
“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
The Harvard Light Bulb Story

8. Simple Lighting Upgrade Project:
Facilities manager was overstretched, dedicated project management TIME needed
School
Fin Mgr (capital budget)
Fin Mgr (operating budget)
Facility Director
Building Manager (superintendent)
House Master
House Occupants (students)
REP Coordinator (student)
Sales Rep
Technician
Vendor
My Staff
Green
Campus
Loan Fund
“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
The Harvard Light Bulb Story

9. Simple Lighting Upgrade Project:
Senior financing management hesitates to give approval, needs convincing
School
Fin Mgr (capital budget)
Fin Mgr (operating budget)
Facility Director
Building Manager (superintendent)
House Master
House Occupants (students)
REP Coordinator (student)
Sales Rep
Technician
Vendor
My Staff
Green
Campus
Loan Fund
“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
The Harvard Light Bulb Story

10. Simple Lighting Upgrade Project:
Building management must provide approval, needs convincing
School
Fin Mgr (capital budget)
Fin Mgr (operating budget)
Facility Director
Building Manager (superintendent)
House Master
House Occupants (students)
REP Coordinator (student)
Sales Rep
Technician
Vendor
My Staff
Green
Campus
Loan Fund
“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
The Harvard Light Bulb Story

11. Simple Lighting Upgrade Project:
House Master concerned re:AESTHETICS, needs lots of engagement & discussion
School
Fin Mgr (capital budget)
Fin Mgr (operating budget)
Facility Director
Building Manager (superintendent)
House Master
House Occupants (students)
REP Coordinator (student)
Sales Rep
Technician
Sales Rep
Technician
Vendor
My Staff
Green
Campus
Loan Fund
“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
The Harvard Light Bulb Story

12. Simple Lighting Upgrade Project:
Concern regarding MAINTENANCE of new light bulbs, basic training needed
School
Fin Mgr (capital budget)
Fin Mgr (operating budget)
Facility Director
Building Manager (superintendent)
House Master
House Occupants (students)
REP Coordinator (student)
My Staff
Maintenance
Crew
Univ. OpsSales Rep
Technician
Vendor
My Staff
Green
Campus
Loan Fund
“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
The Harvard Light Bulb Story

13. Simple Lighting Upgrade Project:
Vendor PERFORMANCE inadequate, needed follow up.
School
Fin Mgr (capital budget)
Fin Mgr (operating budget)
Facility Director
Building Manager (superintendent)
House Master
House Occupants (students)
REP Coordinator (student)
Maintenance
Crew
Univ. OpsSales Rep
Technician
Vendor
My Staff
Green
Campus
Loan Fund
“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
The Harvard Light Bulb Story

14. Fin Mgr (capital budget)
Fin Mgr (operating budget)
Facility Director
Building Manager (superintendent)
House Master
House Occupants (students)
REP Coordinator (student)
My Staff
Green
Campus
Loan Fund
Sales Rep
Technician
Vendor
Maintenance
Crew
Simple Lighting Upgrade Project:
3 months of constant facilitation by change management team
TECHNOLOGY + ATTENTION + FUNDING + TIME +
COMMUNICATION/NEGOTIATION, + APPROVALS + AESTHETICS +
POLITICS + TRAINING + PROJECT MANAGEMENT
“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
The Harvard Light Bulb Story – A Metaphore

15. We Must Master Idea Flow
In most organizations, the journey of an Idea from inception to full
scale implementation is fraught.

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

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

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

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

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

22. Eco-Efficiency
Slowing Down &
Doing Less Bad
Eco-Absurdity
Speeding Up
Towards the Cliff
“CBIS Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
At Best, we Appear to be Stuck at ‘Doing Less Bad’

23. Gallop “State of the American Workplace Report 2013”
Disengagement
70 % of workers in the USA are not engaged
in their work. Defined as essentially sleep
walking throughout their day.

24. Lack of Funding for New Ideas
Business As Usual
Innovation

25. Hardwired Separation

26. It gets side-lined
because there is no
decision-making
process for it.
It runs through a
mismatched
decision-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

27. Source: Rebecca Henderson, Senator John Heinz Professor of Environmental Management. Harvard Business School
And on top of all this - everyone is very, very busy…

28. Low Levels of Change Capability

29. Frederic Laloux - exhaustion
Frederic Laloux about "Reinventing Organizations” - Youtube

30. The Big Ideas

31. There is a disconnect between the OFFICIAL STORY
of how new things get done & the REALITY of how
new things get done.

32. We Need a New Conversation About Organizational
Design

33. 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

34. 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

35. Eco-Efficiency
Slowing Down &
Doing Less Bad
Eco-Absurdity
Speeding Up
Towards the Cliff
“CBIS Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
At Best, we Appear to be Stuck at ‘Doing Less Bad’

36. Eco-Efficiency
Slowing Down &
Doing Less Bad
Eco-Effectiveness
Changing Direction &
Doing Well By Doing Good
Eco-Absurdity
Speeding Up
Towards the Cliff
“CBIS Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
Changing Direction is a Qualitatively Different
Change Leadership Challenge

37. Command and Control alone is inadequate
for the task of leading significant amounts of
engagement, change & innovation.
The End of An Era

38. The Work of Innovation, Adaptation and Change is Now as Important to
Any Organization’s Survival as the Work of Continuous Improvement
Command Control was Not Designed for Continuous
Innovation and Yet That is Now What We Need
Changin
g
Context

39. THE GOOD NEWS IS – our sustainability journey so
far has been revealing what a future fit
organizational model might look like.

40. A Growing Chorus

41. Johan Rockstrom, Stockholm Resilience Center

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

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

44. It’s not new. It’s intuitive to many.
“Properties of the AOS & CCOS” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

45. What is new is having a shared language.
This opens the way to go from an amateur to a professional
sport.
“Properties of the AOS & CCOS” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

46. ADAPTIVE OPERATING
SYSTEM
TYPE OF WORK IT GETS DONE =
EMERGENCE
Senses
Connects
Generates Engagement
Fosters Group Intelligence
Innovates, Learns, Creates
Resolves Risk
“Properties of the AOS & CCOS” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

47. CBI-S moves us from
a command control operating system to a
dual operating system aligned around shared purpose.
“CBIS Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
Core Business Innovation for Sustainability (CBI-S)

48. Our Organizations Must Become Versatile

49. No them and us…..all us…using both operating
systems
We as Individuals Must Become Ambidextrous
“Leading the AOS & CCOS” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

50. 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
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
Socially supported learning, story Strategy, metrics, reporting
Dynamic, emergence, transient, multiple Structure, routine, permanent, uniform
We Need to Become Sophisticated in
Understanding & Leading Both Operating Systems
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

51. ADAPTIVE OPERATING
SYSTEM
COMMAND CONTROL
OPERATING SYSTEM
Sensing/Emergence Execution/Structure
Integration
We Need to Actively Lead the Integration of Both
Systems – Leading from the Middle
“Leading the AOS & CCOS” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

52. Accuracyof
Predictions
Years
Learning
Wild
Guesses
Informed
Estimates
Reliable
Forecasts
Use The AOS to Reduce Risk and Uncertainty to
Digestible Levels for the CCOS to Scale/Structure
“AOS Functions” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

53. Use the AOS as a Sensing System
“AOS Functions” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

54. Use the AOS to Learn by Doing
Pilot Expand
“AOS Functions” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

55. Use the AOS to Empower Early Adopters
to Do What they Do Best
Leveraging our innovators & early adopters
to trigger social influence and social learning
“AOS Functions” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

56. Use the AOS to Harness Positive Social Dynamics
and Unleash New Levels of Group Intelligence
Exposure to surrounding peer behaviors is the
largest single factor in driving idea flow.
For group intelligence, the pattern of interaction
is more important that all other factors taken
together – individual intelligence, personality &
skill.
“AOS Functions” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

57. High
Perceived
Stability
Willingness to Embrace Change
Low
Perceived
Stability
Low High
Use Both OS’s to Remove Risk & Fosters Stability
Across the Entire Organizational Ecosystem
Change leadership is about creating stability,
reducing risk and uncertainty as much as it is about
creating change.

58. RELEASE PHASE
Time of ‘creative destruction’
re-organization & uncertainty
RESILIENCE: low but increasing
A CBI-S Organization Mimics Our Living Planet
“CBI-S Organization as Living System” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

59. “CBIS Rationale” by lsharp is licensed for sharing and adapting under Creative Commons CC BY-AS 4.0
Bringing Purpose to Life

60. Idea
Idea
Idea
Idea
PURPOS
E
Individual Ideas Animate Purpose
“Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

61. We Must Master Idea Flow
In most organizations, the journey of an Idea from inception to full
scale implementation is fraught.
“Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

62. 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

63. Sometimes the AOS is very persistent but never makes an
effective connection with the CCOS – and so little victories
never scale.
“Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

64. Sometimes the CCOS moves too quickly to execute on the idea
– neglecting to do the important AOS work of fostering
“Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

65. Sometimes the CCOS moves too quickly to approve the idea and
then fails to resource implementation – neglecting AOS piloting to
diagnosing implementation requirements
“Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

66. Neither operating system understood the other.
“Idea Flow Mapping” by L.Sharp,and J.Hsueh is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

67. “Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
When one Operating System dominates = Friction, Backwash & Plateauing

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

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

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

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

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

73. Idea
PURPOS
E
“Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
Idea Flow Happens when the Right Operating System is
Activated for the Right Stage in the Life Cycle of the Idea

74. Idea
s
Sensi
ng
Pilotin
g
CCOS champsScal
eAOS
Champs
P2P Influence Sensing
Right
Fit
“Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
Idea Flow Happens when Each Stage in the Life Cycle is
Properly Invested in and Sequenced

75. • Good Ideas
• Engagement
• Reduced risk
• Permission
• Resourcing
• Decision-making agility
Idea Flow Happens When there is Mutual
Respect & Synergy Between Operating Systems
“Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

76. many types of purpose.Ideal Flow can accelerate
“Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

77. many scales of change.Ideal Flow can accelerate
“Idea Flow” by lsharp is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

78. Stories from the Field

79. Minneapolis - St. Paul International Airport: Snow
Removal
• This innovation was developed by front-line employees, collaborating together
• Team used immediate field piloting to test and improve
• Team members continue to work to identify additional efficiencies, heartened by
this initial success and support from senior leaders
Snow removal operations were radically improved. A case
story of engagement, agility and change capability.

80. Integrated Design = A Dual Operating System

81. Cindy Ortega
Senior Vice President & Chief Sustainability Officer
MGM Resorts International
Organizational Agility In Action

82. 17 Resorts – 48,000 Hotel Rooms
740 Acres on the Las Vegas Strip
350 Food & Beverage Outlets
61,000 Employees
3 Million Sq. Ft. of Convention Space

83. THE PROGRAM

84. Board
Directive
Program
Development &
Strategic Plan
Pilot
2,600 Employees
Executive
Roadshow
Chairman
BOD
Gold Strike
1,200 Employees
ARIA & Vdara
8,400 Employees
Corporate
2,600 Employees
Bellagio
8,100
Employees
Mirage
4,500
Employees
MGM Grand
8,400
Employees
Mandalay Bay
6,900
Employees
NYNY
2,000
Employees
Luxor/Excalib
ur
5,400
Employees
Circus Circus
3,700
Employees
Monte Carlo
2,300
Employees
May
June-July
August-
September
December -
April
MGM Grand
Detroit
3,100 Employees
60,000+ Employees – 11 Months!

85. Harvard University: 130+ Green Buildings
Harvard has more certified green buildings than
any university in the world.
18 45

86. 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 12 163 4 50+23 80+
A Story of the Adaptive Operating System, Integration,
Command & Control

87. 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
A story of Emergence, Integration,
Command Control and Transformation
5 12 163 4 50+23 80+
Number of LEED®
Projects At Harvard
A Story of the Adaptive Operating System, Integration,
Command & Control

88. 2001 2002 2003 2004 2005 2006 2007 2008 2009 2011
12
4
50+23
Number of LEED®
Projects At Harvard
5 12 163 4 50+23 80+
A story of Emergence, Integration,
Command Control and Transformation
• Make green building commitment public
• Embed into capital planning and approvals
• Embed into RFPs, contracts and position descriptions
• Provide ongoing training and support
A Story of the Adaptive Operating System, Integration,
Command & Control

89. Case Story: Interface, Inc.
Erin Meezan
Vice President, Sustainability at Interface, Inc.

94. Jeff Risom
Partner, Managing Director
Gehl Studio
MSc City Design and Social Science
Times Square
as a taste of
things to come

95. Times Square
(before) (after)

96. Gehl
Broadway, Herald Square
(before) (after)
96

97. Gehl
NYC Plaza Program
50 plazas
reclaimed from
roads as public
space in six years
Plazas added in four of
five boroughs

98. 98
CASE STUDY University of Hawaii System: Various
sustainability initiatives implemented by passionate
champions over the years
Vice
Preside
nts
Presid
ent
Lassn
er
Hawaii CC
UH System
Kaua`i CC
UH Maui
College
Kapiolani CC
Leeward
CC
Honolulu
CC
UH West
Oahu
UH Manoa
UH
Foundation
UH Hilo
Windward
CC
County Gov’t
Agency
“CBIS Framework” by L.Sharp, adapted in part from J.Kotter, is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0

99. Various sustainability initiatives implemented by
passionate champions over the years
Vice
Preside
nts
Presid
ent
Lassn
er
Hawaii
CC
UH System
Kaua`i CC
UH Maui
College
Kapiolani
CC Leeward
CC
Honolul
u CC
UH
West
Oahu
UH Manoa
RESULT: Waxing & waning of various sustainability initiatives across the campuses,
rising on the strength of passionate champions and falling due to systemic lack of
supporting resources.
UH
Foundation
UH Hilo
Windward
CC
County Gov’t
Agency
Engineers for
Sustainable World
Sustainable UH
Student Club
UHM
SC

100. DUAL OPERATING SYSTEM: Enhances decision-making
ability and creates conditions for ideas to emerge from
anywhere.
UH OFFICE OF SUSTAINABILITY
Systemwide
Sustainability Council
Systemwide
Sustainability
Curriculum
Council
Vice
Preside
nts
President Lassner
Hawaii
CC
UH System
Kaua`i CC
UH Maui
College
Kapiolani CC
Leeward
CC
Honolulu
CC
UH West
Oahu
UH Manoa
UH
Foundation
UH Hilo
Windward
CC
County Gov’t
Agency
Coordination, Connection,
Facilitation, Translation,
Advocacy
Student
Sustainability
Coalition of
Hawaii
Translation and Integraton are key.
Engineers for
Sustainable
World
Sustainable UH
Student Club
UHM
SC

101. Paradigm Shift Ahead

102. I believe that the organization is the ultimate modern technology. It
is the organization that is the emblematic modern machine, not the
computer or the internal combustion engine or the electric lightbulb.
Source: The Southern Wall. Author of The Southern Wall. Warren Nilsson is a senior lecturer in social innovation
at the University of Cape Town (UCT) Graduate School of Business

103. New Normal
organization
Normal
organization
Up Next: A Paradigm Change in the Way we Organize
Future organizational
model

104. CBI-S Involves Two Leadership Modalities:
1. Day to day idea flow

105. CBI-S Involves Two Leadership Modalities:
1. Day to day idea flow
2. Transformation of organizational conditions, processes

106. Transforming Organizational Conditions, Systems &
Structures
Emotional Intelligence
Psychological
safety
Governance structures
to give permission for
idea flow
Stories that model
emotional resources:
courage, hope, drive
Access to seed funding for
pilots
Forums for social (P2P)
learning
Permission for piloting & exploration
Shared ownership, credit, public
recognition
Group
processes/meetings with
optimal patterns of
interaction
Agile decision-making processes
for scaling.
“CBIS Content” by L.Sharp, is licensed for open sharing and adapting under Creative Commons CC BY-AS 4.0
Trust based culture

107. Idea Flow Leads to Organizational Transformation

108. Transformation and Idea Flow Will Grow Together

109. Implications and Opportunities for
Your RECODE Work?

110. Relevance to Your RECODE Work?
RECODE might remain a caged tiger if we don’t
engage effectively in transforming the dominant
organizational model.

111. Could Idea Flow Mapping be Useful for Your RECODE
Efforts? What else?

112. 2016 options to skill up in
CBI-S

113. Who Should Attend? Executive tier leaders, high potential leaders
and sustainability professionals with a senior report. All sectors.
Location: Harvard University, Cambridge campus, MA
Date and Time: Nov 1st - 4th
Program Cost: $3,975
Accommodation: Block hotel rooms available
Class Size: 60 participants
In collaboration
with
Executive Education for Sustainability Leadership 2016
In collaboration with
To learn more and request an application:
http://www.chgeharvard.org/CBIS

114. My responsibilities go beyond sustainability and I think the concepts
are fully adaptable to human resources management, IT management,
facilities management and many other facets - a way to engage
members of the community to make the institution perform better. I’m
engaged. I want to learn more. Highly recommend it.”
-- Roger Cote, VP Service, Concordia University
”Before I came to Harvard I felt like I had come as far as I could with my
current toolkit. I came back from Harvard with a powerful set of tools,
language and approaches that have already begun to show their worth.
I’ve been able to make a strong and compelling case to senior
leadership that sustainability is THE solution to our organizational
problems. I highly recommend it.”
-- Candace Le Roy, Director, SFU Sustainability Office, Simon Fraser
University
Testimonials from RECODE Participating Institutions

115. WWW.RE-CODE.CA
@LetsRECODE #LetsRECODE