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

Developing Triple Bottom Line Sustainability
by
Learning to Innovate & Innovating to Learn
!! Dancing with a Gorilla !!

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.

TLAINC TBL Sustainabiity
http://www.tlainc.com
Leading Into The Future

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”

© 2011 All Rights Reserved

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




• Simple questions • Complicated questions
• stay in business, profit • profit, responsible
• ignore sustainability • support sustainability
• pyramid intelligence • collaborative intelligence
• paternal leadership • facilitative leadership
• analytic, know answers • systemic, questioning
• instil fear • drive out fear
• people are machine parts • humanism w/o emotion
• inward focus, little change • Mixed focus, innovative
• historical advantage • competitive advantage




• Simple questions • Complicated questions • Complex questions
• stay in business, profit • profit, responsible • be the best we can be
• ignore sustainability • support sustainability • epitomize tbl sustainability
• pyramid intelligence • collaborative intelligence • collective intelligence
• paternal leadership • facilitative leadership • emergent leadership
• analytic, know answers • systemic, questioning • self-organizing, sharing
• instil fear • drive out fear • develop trust networks
• people are machine parts • humanism w/o emotion • healthy, spiritual, emotional
• inward focus, little change • Mixed focus, innovative • entrepreneurial, innovative
• historical advantage • competitive advantage •unique adaptive advantage


TLAINC Sustainability Scorecard

SELFISH COMPLIANT
FOCUS: SURVIVAL FOCUS: RESPONSIBILITY

HIERARCHY
&
CONTROL

UNORGANIZED EXEMPLARY
FOCUS: FRAGMENTED FOCUS: TBL SUSTAINABILITY

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 Planning As Usual

 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.


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 Planning For TBL Sustainability

 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


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

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