CHAPTER ABSTRACTS​

Introduction and overview

Picture
The purpose of the Fieldbook is to help forge a path to a better world and a more sustainable, flourishing and thriving future by supporting employees, managers, and leaders at every level and in every function, sector, and industry. We hope our readers will better understand sustainability, energize their commitment, and be empowered with the tools and techniques to improve their personal and enterprise sustainability performance in the short and long term. We put a sustainability lens on existing and new enterprise mechanisms to help us address the diverse needs of our audience. These include:
  • Leadership for a sustainable enterprise
  • 􏰀 Mental models for sustainability
  • 􏰀 Developing a sustainability-aligned strategy
  • 􏰀 Managing the change to a sustainable enterprise
  • 􏰀 Employee engagement for a sustainable enterprise
  • 􏰀 Sustainable enterprise metrics and measurement systems
  • 􏰀 Sustainable globalization: the challenge and the opportunity
  • 􏰀 Sustainability models for collaboration, technology, and community
  • 􏰀 A path forward: building new bridges to the future
The book is structured to be a fieldbook to provide practitioners the Activities, Cases and Tools that they can use to help move their enterprise through progressively higher performing stages of sustainability. The Living Fieldbook—a collaborative workspace—is intended to create a connected community of support and knowledge sharing that can evolve as we individually and collectively make progress on our journey.

Chapter 1: leadership for a sustainable enterprise

Picture
​The aim of this chapter is to provide leaders with insights and examples of how transformation and change focused on building sustainable enterprise can be achieved in ways that produce superior results. Since the First Edition of this book important new insights from complexity science are having a profound impact on our understanding of how organizations actually work. We build on the concepts of Per Bak on Self-Organizing Criticality which are fundamental to understanding the importance of focused, purposeful, disciplined conversations, how change occurs, and the way energy and creativity are opened up and sustained.
​In this context, the chapter focuses on the way leaders see themselves and choose to be in relation to each other, employees, customers, communities, the larger society, the environment, and other stakeholders. Leaders in sustainable enterprise choose to purposefully engage with the people inside the organization as if it were a living system, while recognizing that they are simultaneously operating in the larger ecosystem of the world. The essays in this holographic ensemble bring together many of the key features of leadership for sustainable enterprise We introduce a Leadership Diamond model, and five essays that breathe life into the model are shared. The Leadership Diamond model integrates the roles of leaders in relating and influencing through the power of enterprise intent and the embedded governing principles. It emphasizes the way of being that is so critical to sustainability. Another essay provides reflections on leadership from ancient traditions and Earth wisdom. A final essay provides a powerful framework for leading sustainable enterprise focused on the transformational power of listening.

 Chapter 2:  Mental Models for Sustainability 

Picture
​Chapter 2 focuses on the all-pervasive nature of the prevailing patterns of thought and shows the importance of becoming aware of the currently dominant models that reinforce wasteful and unsustainable behavior. The chapter recognizes that, for sustainable initiative to succeed, the leaders, managers, and staff of organizations and enterprises must incorporate recognition and appreciation of the larger dynamic complex systems of which they are a part. In this way they can consciously co-create more versatile, inclusive patterns of thinking and acting.
In this chapter, both theory and practices for making desired substantive changes in mental models are offered. John Adams’ framework lays out six dimensions for assessing and working with mental models, and comes out of his many years of research and consulting. To illustrate the difference that mental models make regarding the challenges and opportunities corporations encounter along the journey toward sustainability, examples are presented from two companies – one in the energy industry and one chemical company – that have transformed their thoughts and actions in response to the communities in which they are situated, ​Three case studies follow that provide tools and exercises for effecting mental model changes, as well as cultivating personal and group operating systems that support a high-quality, sustainable future. ​

Chapter 3: Sustainability Aligned-Strategies

Picture
This chapter focuses on increasing “smart” systems-based sustainability-aligned enterprise strategies by combining the best of current core strategy development practices with sustainability-aligned enhancements. We review the current state of sustainable enterprise strategy with both a sobering assessment of our progress balanced with the enormous potential for a flourishing future. Government is not leading the movement and business is expected to do more. We also share a game-changing letter advocating every public company to have a clear strategy for Doing Well and Doing Good. We introduce our Smart Strategy Bridge framework with four stages to accelerate our progress towards a flourishing future. Each stage contains system-based actions we can take to improve our sustainable strategies. The Bridge progressions move enterprises from: Being Stuck, to Doing Well, to Doing Well and Doing Good, and finally to Thriving. Tools introduced include: a sustainability-enhanced SWOT, an ROI Workbook, and The Big Pivot. Case studies include: Small farmers in Haiti leveraging trees for profits, GE’s story of chasing the wrong purpose. Unilever and BASF are examples of integrating the SDGs within strategies for Doing Well and Doing Good. Interface and Tesla cases are examples of disruptive strategies that embrace risks and unknowns, but are driven by a purpose to help their enterprises and society to Thrive

Chapter 4: Managing Change to a Sustainable Enterprise

Picture
Our  path  and  pace  to  creating  a  more  sustainable  and  thriving  world  depends  on  our  ability  to  change.  We  need  to  change  our  beliefs,  capabilities  and  actions  at an  individual  and  enterprise  level.  This  will  require  us  to  look,  listen  and  move  differently.  Looking  differently  at  sustainability  opportunities  and  challenges  will  open  up  new  paths  and  possibilities.  Seeing  the  larger,  complex  system  we  are  operating  in  will  lead  to  smarter  actions  like  managing  paradoxes  vs.  attempting  to  solve  problems  that  are  impossible  to  solve.  Listening  authentically  and  openly  to  a  broader  set  of  stakeholders  will  generate  increased  collaboration  and  shared  ownership.  Opening  up  dialogue  and  feedback  vehicles  to  multiple  stakeholders  will  improve  our  triple  bottom  line  (TBL):  social  equity,  ecological  integrity,  and  financial  profitability.  Moving  forward  every  day  and  testing  out  new  paths  and  possibilities  will  generate  the  progress  and  innovative  approaches  needed  for  success.

Chapter 5: Employee Engagement for a sustainable enterprise

Picture
Chapter 5 looks at the importance of engaging employees at all levels in co-creating the enterprise’s future, a crucial accomplishment if even the most enlightened leaders are to get beyond their own best intentions. What approaches are recognized as necessary to involve employees in any major organizational change? What is unique about involving them in sustainability management? 
This chapter suggests some of the psychological dynamics that contribute to achieving employees’ sense of ownership and commitment to taking on sustainability. It describes the power resulting from people experiencing autonomy and interdependence, and belonging to a community of kindred spirits. It describes how authentic leadership can resonate with people at all levels of an organization, as positive energy and resolve become contagious. 
Five in-depth case studies illustrate distinctive approaches to employee engagement. One describes how senior management set up conditions for self-organizing at a previously underperforming plant at DuPont. Another case study elaborates on a multiyear effort to bridge labor and management differences to radically improve safety; yet another infused safety concerns through the constant drumbeat of companywide activities. Eileen Fisher lives out the keen social consciousness of its founder. Employee engagement even spreads across company lines when Eileen Fisher enlists management at overseas suppliers to improve working conditions for low-paid employees. Similarly, a grassroots effort in India paid dividends with social and environmental benefits for a whole community. Each situation exemplifies sound management concepts for unleashing the power, creativity, and insights made possible only by engaging a broad swath of the workforce. 

Chapter 6: ENTERPRISE sustainability metrics and REPORTING 

Picture
This chapter is about creating sustainability-aligned metrics and reporting systems that inform and monitor progress towards the “smart” sustainability-aligned Bridge strategy objectives presented in Chapter 3. Systems thinking is used to establish appropriate measurement boundaries and feedback signals. This requires establishing sustainability-aligned and stage appropriate S.M.A.R.T. goals. We introduce a multi-capital framework for measuring stock, flow and threshold performance. Sustainability is integral to the core business and so there is only one strategy and one integrated measurement and reporting systems that is enhanced and adapts as the enterprise strategy and performance progresses.  
Measurement and reporting system design criteria, collaborations, tools and case examples are presented for each of the four smart Bridge strategy stages. Doing stage companies realize how much they are already doing. Doing Well is the stage most sustainability-engaged companies are at today. Their performance management and reporting systems showcase competitor differentiation and optimize financial performance and value. Doing Well and Doing Good stage companies are implementing all prior stage performance objectives, but cannot become complacent. Their systems need to progress to be more holistic and interconnected with societal goals. Thriving stage companies are pioneering science-based measurement systems and collaborating to devise context-based allocation schemes that are ethical and fair. These companies are starting to advance their enterprises and industries holistically to contribute to a thriving, flourishing society and world. 

Chapter 7: sustainable globalization

Picture
Chapter  7  represents  a  breakthrough  and  a  fundamental  transformation  in  how  we  approach  doing  business  in  a  global  world  in  the  21st  century.  The  authors  use  six  lenses  of  sustainable  globalization  to  provide  fresh  perspectives  on  global  issues:

​● Economic/financial  
● Technology
● Poverty  and  inequity
● Limits  to  growth  
● Movement  of  talent
● Geopolitical  

An  emphasis  on  systemic  multidisciplinary  approaches  is  encouraged  because  of  the  complex  and  interconnected  nature  of  the  challenges  facing  the  world  today.  Opportunities  for  sustainable  globalization  are  introduced  in case  studies.  The  six  lenses  sustainable  globalization  tool  provides  readers  with  a  means  to  assess  the  degree  to  which  their  organization  is  addressing  each  of  the  six  lenses. 

Chapter 8: sustainability models for collaboration, technology, and community

Picture
Chapter 8 focuses on ways we can invent our sustainable future, with particular attention to the importance of collaboration, technology, and community. The Chapter explores enterprises as complex systems operating in dynamic and increasingly unpredictable environments that include ecological disruption and social change.
Drawing on lessons from the past and realistic assessments of where we are today, the Chapter explores areas that are critical to inventing future sustainability for business and for society.  Those are:
  • Integrated thinking
  • Leadership and our complex networks of relationships including public-private collaborations
  • Architecting participation
  • Technology and ensuring the sustainability of essential resources
The sections include tools, exercises and thought problems, and case studies about what it will take to reach baseline sustainability thresholds that can support prosperity and thriving within Earth’s planetary boundaries.

Chapter 9: Building new bridges to the future

Picture


​​This  closing  chapter  focuses  on  our  key  learnings,  hope  for  the  future,  and  recommendations  for  activating  sustainable  actionto  achieve  a  thriving  future.  We  share  key  barriers  that  keep  us  stuck  and  unableto  make  progress.  We  then  cover  ten  positives,  driving  forces  for  change.  These  allow  us  to  change  the  way  we  look  many  of  our  challenges  and  see  new  opportunities  that  we  can  leverage  to  make  progress  across  the  bridge  of  sustainability.  
Learn more on Activities, Cases, Tools and Supplemental Resources within individual Chapter Pages
​Follow us on Social Media : 

​Living Fieldbook

About 
Testimonials
Chapters Abstracts

​Contact Information

Name:  Jeana Wirtenberg
Email:  info@thesustainableenterprisefieldbook.com
Phone:  (973) 335-6299
© 2018 thesustainableenterprisefieldbook.com. ALL RIGHTS RESERVED.
  •