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Sustainable Development Is Our Business

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Title: Sustainable Development Is Our Business


1
Sustainable Development Is Our Business
EcoPlan International presents
  • 21st Turtle Media Consultants

And it should be yours.
2
April 2006 Note
This presentation was created in the summer of
1998 in an attempt to provide a lively 15 minute
brainstorm introduction to our best thoughts on
the relationship between this awkwardly named
concept sustainable development, and its
broader relationship to decision making in the
new century. We reproduce it here with only a
couple of minor editorial changes. In our view it
still very much holds. Eric Britton, Paris. 16
April 2006
3
BUT BEFORE WE START
4
21st Turtle is...
a 100 specialized, high powered,
research-supported, wide-open, 21st century
media thinktank!
5
and sustainability is...
the emerging operational framework for activity
organization in the 21st Century
6
Who, what, how
  • We are aiming these words and several images at
    several entirely different kinds of groups
    (industry, business, government, media, etc),
    each with very different levels of information on
    this topic, extremely varied abilities to comes
    to grips with any kind of new thinking, and of
    course entirely different basic interests and
    drives. For some of you this may prove puzzling
    or a bore. But not to all of you.
  • Some readers may find the whole topic of
    sustainable development, unfamiliar, perhaps a
    bit puzzling, and quite possibly unconvincing.
    It is after all a very new, complex and still
    quite muddy topic. The jury is still out in many
    ways.
  • Furthermore, the particular angle which we
    insist on here -- namely, sustainability as an
    opportunity that can and will yield to leading
    edge technology and management... when applied
    with equal doses of wisdom and energy -- is not
    one that is particularly well known or
    documented. For now, therefore, you will be left
    largely to your wits and the few miserable clues
    provided here to guide you. In the cases that
    count most here, we are confident that will
    suffice very nicely.

7
Presentation the notebook metaphor
  • Since we presume to know something about media,
    and since the following risks to take at least a
    half hour of your valuable time, let us share
    with you a few quick thoughts on the uses and
    abuses of this particular tool, PowerPoint et al.
  • When used as anything beyond simple bullet-point
    visual help for presentations, it can begin to be
    made into a sort of poor mans film. For better
    or worse.
  • Alternatively, you may think of it as a sort of
    high-tech comic book discontinuous panels in
    which the readers active mind provides the
    missing continuity.
  • You may also be aware that the level of
    virtuosity it offers is fast evolving, so if used
    with the right touch it can achieve a creation
    number of film-like effects.
  • The following however is intended to be read by
    a single person who is comfortably installed
    before a computer with a first rate monitor. And
    who has a real interest in our topic. Which is
    why we have chosen the notebook metaphor.

8
Navigation note
  • You will hopefully have few problems in
    getting around within this presentation, but here
    nonetheless are some pointers which may be handy
    for those with limited PowerPoint exposure.
  • We have left it up to you to decide the timing
    of the progression of the various panels, rather
    than lock you into some pre-fixed schedule.
    Gives you a bit more choice and time to ponder,
    if you wish.
  • Clicking your left mouse button will advance
    you one slide.
  • A right click will pop up a menu which then
    offers quite a few navigational choices.
  • If you find anything that doesnt seem to
    work or make any sense, the place to lodge your
    complaint or suggestions is right here at
    webmaster_at_ecoplan.or
    g

9
NOW YOU KNOW. SO PROCEED AT YOUR OWN RISK!
10
Were off...
21st Turtle Media
11
21st Turtle Presentation Roadmap
  • 1. The business concept in brief
  • 2. Introduction a few definitions
  • 3. Rethinking sustainability
  • 4. Sustainability at work
  • 5. Your 21st Century Sustainability Agenda
  • 6. 21st Turtle at work
  • Along with a few very short Think Breaks

12
Henry Ford in his highly original -) "My
Philosophy of Industry" published in 1929 wrote
that of all the kinds of work he could imagine
the hardest work of all was thinking. And that's
probably why most people do so little of it.
13
The Business Concept in Brief
I.
14
21st Turtle Media
  • 1. A flexible international network of creative
    independent people and associate groups who stand
    ready to ...
  • 2. Put their exceptional backgrounds, verve,
    technical competence, imaginations energies to
    work...
  • 3. On the single important task that of
    getting the challenging message of sustainable
    development across to...
  • 4. Companies, communities, schools, and
    governments around the world -- and of course
    people who want to know and need to act in light
    of that knowledge.

15
21st Turtle has one job Sustainable Development
16
But lots of tools to do it
  • 2nd Opinions Awards Programs Beta Tests
    Books Briefings Cartoons Collaborative
    supporting research Competitions Conferences
    Content providers to the Web Creative
    confrontations Curriculum counsel Debates
    Demonstrations Distance presentations
    Exhibits Fund raising Futures Studies
    Happenings Idea mongering Illustrative
    graphics Interviews Kit building Media
    campaigns Museum programs Music
    Sustainability Panels Partner Searches
    Photographs Play projects Polls
    Projects focusing on children Public interest
    representation Public meetings Public
    recognition Radio programs Rapporteurs
    Roundtables Scenarios School programs
    Seminars Speakers bureau Special events
    Special issues of magazines Speech Writing
    Surveys Sustainability the arts Talent
    scouts Team builders Television specials
    Tours Videoconferences Videos
    Virtual Conferences Working The Web

17
We work with serve
  • Businesses seeking to place themselves in this
    uncharted, fast-paced new market and production
    environment
  • Public sector institutions in search of new
    policies and practices to move them toward
    sustainability
  • Leading-edge innovators needing new levels of
    support visibility for their sustainability
    ideas
  • Media groups seeking intriguing new content

Four very different sets of needs requiring very
different approaches and partnerships.
18
21st Turtle Not quite like the rest . . .
  • Deep background experience in sustainability
    issues
  • International coverage and competence
  • Fully geared to inter-cultural work
  • Cross-disciplinary by profound, ingrained habit
  • Accustomed to working across public/private
    interface
  • Hands-on project level implementation experience
  • People skills
  • Communications oriented
  • And you wont be bored.

19
Our philosophy of work life
  • Tackle socially significant assignments
  • Work hard (when you want to)
  • Work smart (all the time)
  • Make a good living
  • Find strong partners enjoy great company
  • Have a good time
  • Use best technology to get all this done
  • And try to be sustainable in our own lives.

20
All of which adds up to...
  • A rather unusual work mandate capability
  • In a powerful new area of action business
  • Which is worth zero if the quality is not there
  • The success of which hinges on...
  • - Ability to comprehend the underlying issues and
    trade-offs
  • - The integrity effectiveness of the advisory
    relationship
  • - Capability to work closely efficiently with
    client
  • - Capacity to understand, surprise, then shift
    gears, still hold interest
  • But only for those who are ready for change.

21
But are you really ready for change?
  • Professor Peter Schickele, holder of the Red
    Guard Chair in Musicolology at the University of
    North and South Dakota in America, and discoverer
    of the heretofore deservedly forgotten works of
    P.D.Q. Bach, found that Bach (1807-1742) had
    already addressed this matter directly in his
    powerful choral cantata, Knock, Knock.
  • In the opening recitative the countertenor
    soloist plaintively asks How may psychiatrists
    does it take to change a light bulb?
  • To which the chorus beautifully responds Just
    one. But only if the light bulb really, really
    wants to change.
  • Refrain taken up and repeated gloriously and
    endlessly by soloist, choir, and full symphonic
    orchestra till audience quits hall.

22
21st Turtle Organization further information
  • Individual team assignments.
  • Associates network developed through decades of
    successful international cooperation execution
  • Track record full international references.
  • Directed by Eric Britton Dieter Hagenbach
  • Open to discussion the coffees on us.

FOR MORE INFO...
  • Review WWW site and extensions at
    http//www.ecoplan.org/21t
  • Principals Vitae available (contact
    postmaster_at_ecoplan.org)
  • Click to Contacts at http//ecoplan.org/general/c
    ontact.htm
  • Want to visit 21st Turtle in Paris or Basle (see
    maps under Contacts)

23
II.
Introduction a few definitions
24
  • 21st Turtle
  • Media
  • Consultant
  • Sustainability

25
Why 21st Turtle Media?
26
Nobody knows.
27
Media
  • the plural of medium
  • medium n L. medium, the middle, neut. of
    medius, middle
  • A means of expression as determined by the
    materials or the creative methods involved.
  • An agency by which something is accomplished or
    conveyed.
  • Or…what you absolutely must have control
    of to get anything accomplished.

And at 21st Turtle the word is most definitely
plural.
28
Consultant
  • consult, v,t. L. consultare, freq. of consulere.
    to deliberate, consider, ask advice.
  • 1. to ask advice of to seek the opinion of, as a
    guide to one's own judgement.
  • 2. to seek information or facts from.
  • 3. to consider to show regard for to have
    reference or respect to in judging or acting.
  • 4. (a) to confer about (b) to plan for.

This is what we do, and its teamwork
29
Sustainability
  • the opposite of profligacy (our definition)
  • profligate, a, L. profligatus, pp, of
    profligare, to rout, to ruin pro, forward, and
    fligare, to drive or dash.
  • lost to principle, virtue, or decency.
  • abandoned to vice.
  • extremely wasteful.
  • recklessly extravagant.

Hmmm?
30
  • Right enough of course. But, you must admit, a
    bit negative. And a rather hard sell?

Lets see if we can do a bit better.
31
III.
Rethinking Sustainability
32
Sustainability
  • Forget whatever it is you have heard about it in
    the past. We have a better definition to propose
  • Sustainability is the emerging operational
    framework for activity organization in the 21st
    Century.
  • It applies leading edge technology, operations
    expertise flexibility to achieve its huge
    performance edge.
  • It attacks the soft underbelly of todays
    prevalent management paradigm resource waste and
    associated externalities.
  • One can choose to be earlier or later, but the
    cost of late entry risks to be considerable.

Also see our extensive bibliography on this topic
33
Sustainability -- Why bother?
  • Probably the best way to make money in the long
    term in the emerging competitive environment
  • Early entry can bring multiple advantages
  • Many interesting things already going on (so some
    useful templates are emerging)
  • Imparts a positive (and deserved) public image
    for those who can achieve it
  • In a phrase, a business for its time.

And, of course, it is environmentally and
socially responsible.
34
Sustainability - Why bother?
A half-dozen eight-year-olds line up to view the
moon through the 18 inch telescope. As I watch
each teeter on the top of the little stepladder
and peer into the eyepiece, something remarkable
happens by the cold moonlight -- a sort of
spotlight, painting an ill-focused portrait of
the moon on the eye, eye sockets, and a bit of
brow and cheek -- each child seems transformed
into an adult. Nina, red hair and freckles,
becomes a woman in her 40s, the prime of her
considerable athleticism now past but her
effervescent spirit unsubdued. Nion, a shy and
appealing boy, is suddenly a tall and elegantly
commanding adult who might be director of a
foundation.
My son looks only a bit under my present age.
Poised and serious, he offers a vision of a time
when I myself have become a memory. I am
reminded that everything we see in the sky
belongs to the past, and that children in their
similarities to us and their differences from us
embody our concept of the future. We elders fall
away into the past, like leaves from trees in
autumn, but the young fall from us, too, their
shouts of the glee and apprehension echoing back
as they dive the toward the depths of the future.
- Notes from Rocky Hill Observatory Log Timothy
Ferris March 23, 1994
35
Sustainability - A terrific business maybe,
but...
  • The basic concept from the outset (1987) for many
    people had a negative ring (a la Club of Rome, or
    go put on a sweater)
  • Those best placed to make the point (i.e.,the
    scientific community) have consistently
    demonstrated poor communications people skills
  • Most sustainability statements and propositions
    still have an unrealistic, hand-ringing quality
  • Requires a radically different mind set and work
    organization for all directly involved
  • An unfamiliar sell (which can also be a real
    advantage)
  • Control freaks hate it (and fear it)

36
Sustainability - Several quick examples
Our topic is so sprawling and varied that it
resists compression. But here are a handful of
quick examples to get us going. Perhaps more
important than the individual details is the
overall story that emerges.
  • Carsharing works - Believe it or not!
  • The tire industry gets sustainable
  • The end of kilowatt hours
  • Even elevators do it.

37
Sustainability - Example 1 Carsharing
  • 1000 households in a place get together decide
    that,
  • By working with a consortium of local planning
    authorities, transport operators, cab firms, car
    rental agencies,
  • They can get by with 50 technology-linked shared
    cars instead of 700 individually owned vehicles
    (as before),
  • In combination with improved public transport,
    cycle lanes, and back-up services,
  • And save 2-5,000 each per year.
  • THAT is sustainable! (See www.WorldCarshare.com)

After years of marginal performance, this
template has now been sorted out is about to
begin to bite.
38
Sustainability - Example 2 The Tire Business
  • Heavy truck tires aircraft tires now being
    increasingly provided by "tire service companies"
  • Instead of selling physical products (tires or
    retreads), they sell tire services monitoring
    tire wear use, replacing tires as required.
  • Works thus far with vehicle fleets (anyone say
    carsharing)
  • These tires get better mileage, permit more
    rational retreading and repair (thus saving
    resources), offer cost savings for client.
  • And puts any tire group that has refused to spot
    this pattern in an increasingly difficult
    competitive situation.
  • PS. This pattern was clear by 1980 (and our
    clients got it!)

Here is an excellent example of where you really
dont want to be last.
39
Sustainability Examples 3, 4, 5...
  • Southern California Edison was among the first
    energy firms to sell energy services to their
    clients, and not kilowatts. This meant that they
    had to rethink and revise their products and
    delivery patterns radically. They have made money
    doing it, and the pattern has spread fast.
  • Dow Chemical early on began to rent some toxic
    chemicals to clients rather than selling them,
    thus closing the ecological loop, staying clear
    of regulators law suits, making money in the
    process.
  • Some elevator manufacturers now offer "elevator
    services" (long term contracts for maintenance
    operation) in place of old strategy of just
    selling elevators leaving the service to
    whoever.

Again, there are dozens of examples, but are we
seeing a pattern yet?
40
What does it take to succeed in the
Sustainability Business?
  • Radically different mental maps
  • And internal organization
  • Ability to balance production today's cash flow
    with entirely different products productive
    environments that are sure to follow ( very
    quickly)
  • Information feedback intensive (so best to be
    very good at it)
  • Brainpower creativity are critical
  • As is an unslakeable thirst for innovation

And a willingness to try.
41
A Sustainable Enterprise
  • Is consistently on the lookout for huge
    improvements in resource efficiency at every step
    along value chain
  • With parallel, anticipated reductions in
    pollution external costs (which anyway are
    increasingly going to be penalized)
  • Targets service delivery (with higher profit
    margins), instead of the old physical product
    (Dawkins lumbering robot)
  • Incessantly works to redefine itself
  • Works up, down and across the supply
    distribution chain
  • Is an expert battlefield leader, communicator and
    negotiator
  • Puts the premium on brainpower (intellectual
    capital)
  • Uses that, and leading edge technology and
    management science, to achieve its ambitious
    objectives

42
Succeeding in the Sustainability Business
  • Brainpower innovation in adequate variety
    quantities needed to prosper in this new
    hot-house environment do not flow from top down
  • But you may have it already, without being aware
    of it.
  • You may however need to learn to unleash
    self-organizing systems
  • Which means constant, meta-controlled
    experimentation (i.e., removing all fear of
    (early!) failure)
  • And far-reaching dialog communications
    in-house, along full value chain,
    customers/users, well beyond

Which is exactly where 21st Turtle come in.
43
THINK B R E A K
The Prodigal Son Thesis
  • Have you given any thought to this?
  • The world will never start to become sustainable
    until you start to do so. Yes, thats right!
    YOU!
  • Is that true? If so, where does one start?
  • Well, what about this? Maybe someone out there
    can come up with a Personal Sustainability
    Calorie Counter which at least you and I could
    begin to apply for ourselves.
  • We need some sort of handy metric, so that each
    of us can begin to get a better feel of how we
    are doing, sustainably or otherwise. Some sort
    of measure of, say, our Sustainability Quotient
    (SQ)
  • Maybe our PSCC could start with a base year, for
    example 1997, and help us to tally our score for
    that year.
  • But what sort of things might go into it?

44
Typical self-administered questions might be
  • How many cars in my household? (look in front of
    my house)
  • How many kms did I drive last year? (check
    odometer)
  • What of the time am I alone in my car? (quick
    calculation)
  • Approximate air mileage logged in last full year?
  • hours I spent in an air-conditioned
    environment?
  • I calculate that I am overweight?
  • Am I careful to check the point of origin of the
    food I buy?
  • How many hours per year do I carry out volunteer
    or unpaid work for others?
  • How many people did I fire or lay off? Did I
    give work to?
  • Credit card debt? What of my average monthly
    income?
  • What about sorting my garbage? (a little, a lot,
    none at all?)
  • Etc. (But not a lot more, otherwise we lose too
    many people. We are, after all, prodigal
    daughters and sons, not ready to ascend saints.)

45
Prodigal Son, 3rd and last
  • The objective Not to be perfect today, nor to
    get perfect overnight. But to see if we -- you
    I -- can perhaps do a bit better this year.
  • Of course it must be easy to do, otherwise we
    never will get around to it. It also should be,
    somehow, interesting and compelling.
  • Surely it must not moralize or demean. Most of us
    are a bit too fragile for that.
  • Some may want to compare compete, others not.
    Thats a personal choice.
  • If you and I can begin to make a bit of progress
    ourselves, maybe we then could share this idea
    with those closest to us.
  • Might it make a difference? Start something that
    might?
  • Might it give some of us -- as thinkers,
    innovators, decision makers, policy types, and
    role models -- a few new ideas as well?
  • And, while were at it, why not a SCC for cities,
    with government figuring out some ways to reward
    strong performers, help encourage the rest?

Steal this idea!
46
V.
Setting a Sustainability Agenda
47
  • So... IF sustainability is the future,
  • or even if it only might be the future,
  • then it becomes relevant to ask . . .

Is your Sustainability Agenda ready to go?
48
Your Sustainability Agenda Its already the 21st
century -- are you doing this ? ?
  • Level 3
  • and this?
  • and this?
  • and this?
  • Level 2
  • and this?
  • and this?
  • and this?
  • and this?
  • and this?
  • Level 1
  • and this?
  • and this?
  • and this?
  • and this?
  • and this?
  • and this?

Opportunities here
  • and this?
  • and this?
  • and this?
  • and this?
  • and this?
  • and this?
  • and this?

49
Because if not, you can be sure
  • The worlds just gonna pass you by.

Sustainability is our business.
And it should be yours!
50
Of course you can always wait.
Hmm?
51
Toward Sustainability Step by step
52
Toward Sustainability Step...
  • In the final analysis sustainability depends on
    people -- their (our!) habits their choices
    in daily life.
  • Sustainable development is thus, above all and
    by necessity, a bottom-up process
  • Meaning we have to start with people very
    specific, do-able, digestible, ultimately
    practical things involving everyday life
  • And understanding that the goal is not to become
    somehow exquisitely sustainable at some distant
    t time, but just a bit more sustainable today
  • Or waiting for something on the order of World
    Government to come along, take the lead and
    tell us all what we are supposed to do next.

53
Toward Sustainability Step by step...
  • Thus the bottom line is to understand that to
    move toward sustainability we must somehow find
    ways to come to grips with fundamental,
    deep-rooted, cultural change
  • But culture is of course in many ways the very
    antithesis of change
  • As it is pervasive… whether in public spaces or
    in the factory, office, school or home
  • Which in a few words defines our challenge -- How
    to make this cultural change in a society that
    seems to be stolidly resisting it?
  • The answer Starting with ourselves, in very
    small steps, over time, and in the knowledge that
    no one thing will do it.

54
Toward Sustainability Step by step by step...
  • New behavioral templates needed
  • And new mental maps
  • And new role models
  • And new entrepreneurs (in both public private
    sectors) who have got the message
  • And sustainable things for people to do (without
    having to starve or go to the moon to find do
    them)
  • The trick (we think) is to define work with
    the leading edge

.
Which, on a single page, is what 21st Turtle are
all about
55
V.
21st Turtle at work
56
Averted vision is the deepest vision
The brain pretties things up by paving over the
hole with concoction of portraiture borrowed
from the immediate surroundings part of the
visual field, so in day-to-day life we don't
notice that there's a black cold in the center of
everything we see. But the trick is exposed when
peering with one eye through a telescope at the
night sky dim things disappear if you look right
at them. Deep space observers combat this effect
by employing averted vision, meaning that they
look slightly away from the objects of their
attention. Averted vision is the deepest vision.
As is often the case when you're a star gazing,
it's getting cold. An ounce of brandy would be
warming, but alcohol is said to reduce the eyes
night vision capacity, which in observing
galaxies is already severely pressed. One is
using not the cones but the rods, which are more
sensitive to low light but also poorer at
discerning detail. Moreover, the human retina is
constructed upside-down... so that the optic
nerves, for some evolutionary reason, come up on
the light-gathering side of the retina instead of
behind it, then converge and drop back toward the
brain through a hole near the center of the
retina.
- Notes from Rocky Hill Observatory Timothy
Ferris, Nov. 1997
57
How a typical project begins
  • We listen

58
21st Turtle A Typical Project?
  • There is none.
  • Each is unique, sui generis.
  • However they have, at the core, certain things in
    common
  • All involve point up legitimate sustainability
    issues.
  • All are cross-disciplinary and cross-cultural.
  • Require original thinking.
  • Are team projects, with energetic client
    participation.
  • And communications intensive.
  • The starting place is you and those around you-
    more than half of the answer comes from inside.

59
21st Turtle Then we start work at … the end
  • The next step is to stand back with the client
    and project team and review, slowly and
    critically, the precise bottom-line objectives of
    the venture that is about to get underway
  • This critical process (not always that welcome)
    often brings up a fair number of challenges,
    which may lead to changes to the anticipated or
    usual way of going about the whole undertaking
  • This is high energy path and not altogether
    comfortable process for certain personality types
    and organizations
  • Our commitment however is to success, and not to
    personal comfort levels.

60
21st Turtle How a project is approached done
  • Listen
  • Observe
  • Confer
  • Reflect
  • Play
  • Communicate
  • Organize
  • Write
  • Edit
  • Design
  • Test
  • Adjust
  • Commission
  • Propagate
  • Motivate
  • Negotiate
  • Observe
  • Learn
  • Adjust
  • Move ahead ahead ahead

61
1. Why we think its a good idea of make the
client work hard and involve their staff directly
in our assignments.
2. Paul Samuelson has made the point this
way The best way to convince someone of
something is to hand them a half-finished
theorem, and let them compete the work.
3. So then, months later when the dust has
settled, our work is done and we walk out your
door, the full benefit of all that was done and
learned stays right where you need it most.
YOU OWN IT!
62
21st Turtle Other words for what we do
  • Specialized consultants
  • Media entrepreneurs
  • Technology mavens
  • Change agents
  • International scouts, networkers team builders
  • Dedicated users of market forces
  • Social activists supporters of innovation
  • Cultural impresarios (whatever that may be)
  • Listeners and negotiators

63
21st Turtle Media
Level 3
Futures studies
Television specials
Speech Writing
Level 2
Radio programs
Scenarios
Special events
Newspaper pieces/Op-Ed
Surveys panels
Documentaries videos
Brainstorming
Level 1
Creative confrontations
Briefings
Content providers to the Web
21st Turtle, Clients Partners
Management rethinks
Presentations
Public interest representation
2nd Opinions
Kit building
Supporting research
Public recognition awards programs
Roundtables
Demonstrations
Happenings ? Parades ? Tours
64
21st Turtle Media Some examples (try clicking
left mouse button)...
Sustainable Transportations Dirty
Secret (Computer-supported challenge to
international expert group meeting)
End of the Road (Illustrated book lecture tour
on sustainable transport issues)
Preparing for the Nineties (Public lecture series
plus book plus strategic project shelf for
industrial group)
Toward Zero Emissions (Virtual scientific
conference, with United Nations University)
Children Look at the City (Drawing program, town
hall exhibit press conference)
Turning Point 2000 (Create maintain Web site
for this public interest program.)
The Ahmanson Ranch New Town (Strategic media
support over 10 year gestation period for this
sustainable town project based on high tech
communications, non-motorized internal transport
system, low energy housing and local job/housing
ratio.)
The Impenetrable Hexagon (Computer supported
challenge to expert group at French Ministry of
Environment seeking new ideas for action)
Cafe Mondial (Independent public review of this
innovative televillage/virtual learning project
in Germany)
Family Mouse Behind the Wheel (Illustrated
childrens book. Commercially published version
in English. German version for national
distribution in school program)
Thursday (A day without cars that incorporates
both a demonstration and a vast active research
program and public debate. Heavily media
supported)
Ciudades Accesibles (A national program for the
Spanish Ministry of Environment, involving a
cycle of annual conferences, exhibits,
demonstrations, and strategic plan for a national
pioneer city program.)
The Cities Business (A 4 month brainstorming
program with ample use of graphics, film, audio
and guest speakers to provide new activity and
product leads for a major automotive manufacturer
looking at diversification prospects.)
Bilbao - City of Towers (A one week 2nd Opinion
mission involving a small international,
multi-disciplinary team to critique a major
center city development proposal and offer more
sustainable alternatives.)
65
21st Turtle Our clients, sponsors partners
  • Private sector
  • Innovators advancing new concepts practices
  • Public sector agencies, groups institutions
  • Media groups

66
Private Sector
Industry. Financial institutions. Service
providers. Small business.
  • Wide open brainstorming to identify cross check
    target objectives
  • In-house roundtables to map state of sustainable
    thinking practice.
  • Identify leading players champions for eventual
    projects, actions
  • Determine if group sustainability-quotient
    needs more work and development, and how that
    might best be done
  • Review eventual in-house S/D projects or actions
    -- for further action and/or possible media
    treatment
  • Organize outreach roundtables with suppliers,
    downstream partners, local government, labor
    unions, etc. to brainstorm, discuss
  • If needed, help to develop a sustainability agenda

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Innovators
Start-ups. Demonstration projects. Public
agencies. Private groups. Not for profits.
  • Review operations plans
  • Provide independent 2nd opinions counsel
  • Provide independent technical reviews for
    sponsors/partners
  • Analyze potential for increasing market
    orientation
  • Set up help run supporting public/private
    roundtables
  • Provide counsel on media and public relations
    campaigns
  • International partner searches
  • Seek out additional funding sources and
    mechanisms
  • Media support

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Public Sector
National. International. Regional. Local.
Community. Volunteer. Agencies. Operators.
Suppliers
  • Find secure cooperation of champion for the
    activity
  • Review international S/D inventory for candidate
    ideas for their region, community or service area
  • Develop initial shortlist of projects and
    approaches for screening
  • Shortlist key units, institutions people to be
    involved.
  • Organize internal public/private roundtables to
    extend project reach
  • Develop detailed work plan (securing all
    necessary support)
  • Accompany counsel project execution (lightly
    discreetly)
  • When completed, organize follow-up, propagate
    support

Go to www.eurocarshare.org/ for one example of an
innovative public partnership project
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Media Groups
Television, film, radio, museums, publishers,
news media, Internet
  • Brainstorm to target objectives
  • Identify/review leading S/D projects to come up
    with...
  • Short lists of candidate projects/groups for
    media treatment
  • Contact sponsors negotiate overall package
  • Create positive working relationship with key
    public groups
  • Work up sketch scenario(s), review and revise as
    needed
  • Cooperate in storyboard development
  • Technical media counsel over project duration
  • Assistance in international marketing and
    distribution

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21st Turtle Project organization
  • All projects are co-generated, scoped, tailored
    budgeted
  • 1-5 days in-house work with client required to
    prepare larger projects
  • Initial project plan objectives summarized in
    single page
  • Projects involve continual interaction with
    client over duration
  • Timely task execution and support at all stages
    are vital
  • All projects contain bail-out contingency.
  • Client capabilities personnel used whenever
    best (thus ensuring ownership leaving main
    product in house)

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21st Turtle The communications vector
  • 21st T projects are communications intensive
  • Close, direct electronic interface over duration
  • All partners associates linked via SOA
    electronics
  • Videoconferencing used to connect partners on all
    major projects
  • Private, secure Web sites used for larger
    projects
  • Short weekly progress reports by email
    videoconference

And please bear in mind that . . .
… with this sort of project one does not just
commission the work, pay ones money wait
passively for the final product to come zipping
through the door. This is intensively interactive
work first class communications are essential.
72
21st Turtle Contacting the management team
Eric Britton, Managing Director EcoPlan
International 8/10, rue Joseph Bara, 75006
Paris, France Tel 33 (01) 4326 1323 Skype
(voice/videoconference) ericbritton SightSpeed
(voice, video) ericbritton media_at_ecoplan.org D
ieter Hagenbach Gaia Media AG Schuetzenmattstrass
e 5, 4003 Basel, Switzerland Phone 41 (61) 261
91 19 Fax 41 (61) 261 91 17 dahagenbach_at_gaiamed
ialitag.ch
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A Real Sustainable Agenda
THINK B R E A K
  • Remember that earlier allusion to downsizing… but
    of resources, not of people?
  • 1. Well, if your organization aspires to become
    sustainable, the first step is to understand that
    one does NOT begin by firing people. To the
    contrary.
  • 2. People are IQ? Why would anyone ever want
    voluntarily to reduce their IQ? Isnt there
    something strangely wrong here?
  • 3. So, you retarget so that your firm or agency
    radically redraws its strategies resources in
    order to maintain as a priority ( preferably
    slowly increase) the number of people whom it
    nurtures draws on.
  • 4. And if you counter here by saying but not in
    our case, is that really not just an admission
    of your limitations as a manager and leader? In
    other words, you are somehow failing to find the
    IQ in your group and put it to work.
  • 5. Which probably means too that you have put a
    lot of things ahead of your people (which, by the
    way, is not sustainable)
  • 6. Anybody still there?
  • So, heres a path that 21st Turtle proposes you
    may do well to reflect on ...

74
A Real Sustainable Agenda
  • 7. Is it likely that if we do not turn around
    our decades-long practice of substituting
    technology for people, and begin instead to
    cherish, free and support our brainpower at all
    levels, major portions of our organization will
    be destined just to wither away?
  • 8. Might it be that, if we find a way to alter
    radically our thinking practice turn this
    place (company, agency, town) into a hive of
    employee-generated entrepreneurial activity with
    new lines of business, new products and new
    methods constantly spilling forth, we would
    thereby be guaranteeing our long term prosperity
    and existence?
  • 9. Can you imagine? If you can help to make, to
    begin that transition, what it would be like to
    work and be there?
  • 10. And youd be a hero.
  • 11. Or would you prefer to move into a gated
    community, buy a gun and try to live in a
    two-speed society?

Steal this idea.
75
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