Circular Economy & Fairphone – Inspiration from Nature

Circular Economy & Fairphone – Inspiration from Nature

 

Focus on higher purpose seems to be precluded when a leader is deeply rooted in ego because the currency oft he ego is fear, how can a leader be available to lead others in a conscious way if they are busy defending a fractured ego?Sarah Morris

 

Ellen MacArthur, one of the world’s best sailors, has constantly pushed things to the limit, ever since her love of sailing began. After achieving the great feat of breaking several world records, she felt that it was time for a new beginning in her life. She had learned one of life’s main principles while at sea: Not only to conserve the resources at hand on the boat, but also to follow the cycle of nature, and understand that in nature there is no waste. In the cycle of nature, everything is used, all that comes to life and all that decays. It is the food chain of nature – that which is “waste” becomes fuel for new life. Unfortunately, our current economy works in exactly the opposite way –in exponential periods, we operate as a “linear economy”“ instead of a „Circular Economy“ and with that, we reach the limits of our growth.

>> YouTube #11 – Ellen MacArthur, Rethinking the Future

Just imagine yourself experiencing a day, in the forest, on a lake, or on the seaside in a time warp of a year’s cycle within one day. Fast-forward your observation through the individual changes of the seasons – open up your senses, see it, hear it, feel it. Suppose you were standing next to a tree, what would you see? If you, like me, would imagine a ripe apple or plum tree in August, you could experience the maturity of the tree, hanging full of fruit, which would soon be harvested. After harvest time, the days get shorter, and the sunlight is less intense as autumn draws in. You will witness beautiful leaves in colors of yellow, brown and red. It’s time to let go. Perhaps pictures of the Indian summer on the east coast of the US come to mind. Over time, the trees become bare, leaves fall to the ground and begin to rot, as they provide the humus needed for a new cycle of trees after winter, the time of contemplation and reflection, in which the tree is preparing for spring, when it then unfolds its buds and draws from the nutrients of the humus layer from the previous year.

This is the natural cycle of nature, a perfectly coordinated and mutually dependent system, in which waste, for example, in the form of leaves, is not only used, but is anticipated – it is an integral part of nature’s design. It was through this observation of nature, and intense experiences at sea – 2500 miles away from civilization – combined with endless optimism, and the wish to contribute to a better world that Ellen MacArthur began to ponder how the existing ”either or” mindset of the economy and ecology could evolve into a newly interconnected reality. After years of learning, meeting with scientists, entrepreneurs and policymakers, she created the basic principle of the “Circular Economy“.

 

Ellen_MacArthur_Bryan_LedgardShe wasn’t the only one with this idea in mind. German eco-visionary Michael Braungart, chemist, process engineer and former Greenpeace environmental activist, already wrote a book in 2002, together with American architect William McDonough on the subject by the name of „Cradle to Cradle“. „If only people were to design products properly, so that they are either biodegradable or completely separable into recyclable parts, then they could put an end to the theme of conserving resources“[1], says Braungart. There is a new book on the shelf from this duo called “The Upcycle: Beyond Sustainability–Designing for Abundance“. Bill Clinton wrote the foreword for this book. The message is as simple as it is effective.Growth is not a question of energy, but a question of material and design. A product should never be “hybrid”. It must either consist entirely of biodegradable or non-decomposing substances.

Material savings of 700 billion Dollars in „Consumer Goods“

Let’s be clear about this, the primary issue isn’t about climate neutrality, it’s about the intelligent use of our cyclical system of nature and how it can be adapted into product design and beyond for the design of business models. We’re also not just talking about resource efficiency, which is the goal of every business today, but mainly for monetary reasons. A McKinsey & Company report [2] estimates a potential global savings of 700 billion USD for the consumer goods sector alone.

Global potential for a 25 trillion Dollar Circular Economy

We’re especially referring to new entrepreneurial potential using the principle of Circular Economy. In 2010, Ellen MacArthur founded the Ellen MacArthur Foundation, whose sole aim is to explore this principle and to find ways in which it can be introduced in a practical way into the global economy and society. She has attracted very prominent supporters to this project. Founding partners include Cisco, British Telecom, B&Q, National Grid and Renault. According to a report in collaboration with McKinsey & Company, the shift towards a Circular Economy could generate 25 trillion USD annually for the global economy by 2025. (McKinsey 2013)

 

[1] Borchhardt, A. (2013): Kein Müll: Der Öko-Visionär Michael Braungart arbeitet an einer Zukunft, in der alles wieder verwertbar ist. Er will eine Welt ohne Abfall, eine Welt zum Prassen. Damit macht er sich nicht nur Freunde, in SZ from 8/21/2013, Süddeutscher Verlag, München, P. 3
[2] McKinsey & Company (2013): Towards the Circular Economy, Opportunities for the consumer goods sector, Executive Summary, No. 2/2013 Ellen
Photo of Ellen MacArthur by Bryan Ledgard

 

weekly excerpt from the book THE NEXT WAVE IN BUSINESS
wishing you a sustainable week
truly yours, Stefan Götz+

 

Eye to Eye in Brazil – Manager-Free Semco

Eye to Eye in Brazil – Manager-Free Semco

Bureaucracies are built by and for people who busy themselves proving they are necessary, especially when they suspect they aren’t.Ricardo Semler

 

„Managers worldwide are gaping in astonishment at Brazilian company Semco, a very broad-based service company, which deals in various branches ranging from postal service to industrial equipment. Their 3000 employees elect their supervisors, and determine their own schedules and salaries. There are no business plans, no human resource department, and almost no hierarchy. All profits are divided up according to votes. All salaries and bookkeeping records are open to all, emails are strictly private, and how much money employees spend on business trips or computers is up to them.“[1]

Ricardo Semler is the CEO and majority owner of Semco S.A. Under his leadership, profits rose from four million Dollars in 1982, to 212 million in 2003, and the number of employees rose from 90 to 3000. According to strategy+business, profit was at 240 million Dollars in 2006 and at the double-digit annual growth rates; my guess is that sales will climb to at least 700 million in 2015. Semler’s management methods have aroused great interest worldwide and what goes on there contradicts everything that traditional managers believe to be true. The Wall Street Journal named Ricardo Semler the Latin American businessman of the year in 1990, and Brazilian businessman of the year in 1992. Ricardo Semler has this to say about his revolutionary business model:„We eliminated nothing other than the blind, irrational authoritarian demeanor that leads to counter productive consequences.“[2]

 

>> YouTube #10 – Ricardo Semler, Free Organizations

 

What is unique about this leadership model, the attitude towards humankind, the corporate philosophy, the strategy and the process? What kind of impact does this have on the organization and its culture?

Semco’s strategy

When Ricardo Semler is asked about his company’s strategy, he simply answers: „We don’t have one.“ And that’s not joke, it’s a living reality. This is puzzling at first, and I’m certain that there are some corporate managers out there to whom just the thought of it makes them break out in a sweat. But, what does he mean by this? Semco’s portfolio is as diverse as life is colorful, and the employees are diverse too, and that’s his point. „Once you’ve defined what kind of business you’re in, you create boundaries for your employees, you limit their thinking, and on top of that, you give them a reason to stop thinking. (…) Instead of imposing Semco’s identity on them, I allow them to customize themselves through their own interests, initiative, and aspirations.“ (Semler 2004)

 

If there is any such thing as a strategy, then it’s more of an attitude, namely the attitude towards raising questions. Why is that? Does that even make sense? And if Semler and his colleagues cannot find any meaning in something, then they change it or leave it. That sounds radical, and it is, because Semler believes in his employee’s potential for development and their needs to unfold that potential. He sees his and his management team’s role there to lead less rather than more. It’s best to let the leadership be, and not stand in the way of the unfolding of an employee’s potential, or at least not to hinder it.It would be best to provide a completely selfless support for the unfolding of potential of the individual, whether it benefits the boss or not. Anyway, it’s not all about what benefits the boss, but what will benefit all. Ricardo Semler himself even boasts a little when he says that he now makes little to no decisions in the company, even though he’s the boss and owner. He explains: „My role is to be a catalyst. I’m trying to create an environment in which others can make their own decisions.“ (Semler 1993)

 

Ricardo_SemlerThe following example should illustrate just how practical it works. Just like in any other business, people also have conflicts at Semco and that naturally (as elsewhere) can occur in the highest management positions as well. And just like in any other business, there are also power struggles that can escalate all the way up to the big boss and call for mediation. Semler recalls a situation where two adversaries thought that he should resolve it one way or another, in order to avoid problems within the company, because at the end there could be several million at stake with the decision, Ricardo Semler then gave the same, astonishing and highly intelligent answer. Because he does what he and Semco do best, which is nothing. This must sound like total anarchy to any of the more traditional leadership teams, but the intention is just the opposite. Semler explains that if he were to get himself mixed up into such issues even once, that one action, that one time of taking over authority would destroy the corporate culture of freedom, respect, trust, and self-determination, and thus the entire culture of unfolding potential in one fell swoop. And that is the worst economic loss that a company can have. So even if he possibly has an opinion or belief about what he is asked at one time or another, his answer is always the same: „Trust and don’t control. If you lose trust, you lose the core and the essence of the company.“ (Semler 2004)

 

We’ve already addressed the fact that this isn’t easy for most of us. Because what happens when we are faced with the choice to engage in a power struggle – for option A or B, or for the divisional manager A or B – and I’m not talking about luxury problems, I’m taking about decisions with significant risks. When we’re still not free of the fear of failure, the fear of no longer belonging to top management, fear of not being able to quench our desire for recognition in other ways, because we’re afraid that we could ruin everything. Existential fears arise because we don’t know how we can uphold our standard of living and finance the prestige associated with it, when we’re possibly already over or nearing 50 years old and we can’t see any other alternative, it leaves us feeling vulnerable, and no longer capable of being able to focus on the development of our potential. But when we’re free, we can support our employees to find a way on their own. And when we exercise that trust during critical moments, then our employees can learn which guidelines are most appropriate to follow for themselves, right? Wouldn’t that be the best possible corporate culture available for the unfolding of potential?

 

[1] Rotter, D. (2010): Die Befreiung der Arbeit: Das 7-Tage-Wochenende, Sein online, download on 8/21/2013 at http://www.sein.de/gesellschaft/neue-wirtschaft/2010/die-befreiung-der-arbeit-das-7-tage-wochenende.html
[2] Semler, R. (1993): Maverick: The Success Story Behind the World’s Most Unusual Workplace, Warner Books, New York

 

weekly excerpt from the book THE NEXT WAVE IN BUSINESS
wishing you an inspiring week,
truly yours, Stefan Götz+

 

Competition and Cooperation – Huberbuam Brothers (Extreme climbers)

Competition and Cooperation – Huberbuam Brothers (Extreme climbers)

 

In life it’s not about being better than others, but to be your personal best, to find your own limits.Dean Potter

 

Stefan Götz: „Dean Potter said in the film – and I think it matches quite well: „”In life it’s not about being better than others, but to be your personal best, to find your own limits.” Is that the essence of what it means to be a team? You are in competitionwith one another anyhow, you’re brothers, and innately competitive, but that competition is beneficial because each of you seeks out his own personal best.“
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Choose the Path of Least Resistance

Choose the Path of Least Resistance

 

This is the type of mental freedom and flexibility that we need for the 21st century. It is a total 360 from what we have experienced thus far. Before, we always held the belief that we had to do everything possible in order to make something happen. We don’t get anything when we don’t do anything, right? It’s such a fatal belief that we have to build power, and continuously feed it in order to keep us alive.
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Falling in Love with Intuition, Inspiration and Innovation

Falling in Love with Intuition, Inspiration and Innovation

 

The intuitive mind is a sacred gift and the rational mind is a faithful servant. We have created a society that honors the servant and has forgotten the gift.Albert Einstein

 

What do you think is so integral to intuition and inspiration? Just keep in mind how vital it is to the yellow consciousness 7.0 and its potential, in order to work together on seemingly unsolvable conflicts, and arrive at new and integral solutions from a higher consciousness. The mind alone won’t get there, and a separation and classification between the mind, heart, and gut certainly won’t either.
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Dimensions of Consciousness, Leadership, Culture and Strategy emerging from the future

Dimensions of Consciousness, Leadership, Culture and Strategy emerging from the future

Dimensions of an organization now specifically relate to a level of potential, for example, the “orange consciousness 5.0”. In each domain of potential in this level, we observe how distinct that consciousness is there, and where further development is either taking place, or will take place. 7.0 companies develop potential from the inside out.
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How does the New Business Model of Co-operation Look Like ?

How does the New Business Model of Co-operation Look Like ?

In this Interview with Dr. Chuck Spezzano, US Bestselling Author on Personal Transformation, Stefan Götz reveals inspiring insights about how the new business model of co-operation looks like.

Core statements from Chuck Spezzano:

  • Now, making money is a good thing but how to have everybody make lots of money, everybody get lots of value.
  • A vision is continuous inspiration and so you don’t have to go to work.
  • It’s how do we get to change our own mind into partnership based where everybody wins, not just as some kind of saying but as a reality.
  • If Africa fails, we all fail, we’re all interconnected in the economy. Let’s find a way to work cooperatively. A lot of these companies that are competing, when they start cooperating, everything is going to work better.
  • It’s radical, but going in this independent modus, is like going 80 miles an hour to a brick wall. There’s a turn here. There’s geniuses in business, there are some of our best leaders and they’re meant to lead the world, but right now, we’re called upon to change in a crisis where you can’t keep the old system. You need a whole new system of business.
  • Buckminster Fuller, did a scientific study, what would happen if everybody worked together beyond borders, what if we all cooperated and he scientifically proved that in 10 years the poorest person today would be richer in 10 years than the richest person is today.

„…really inspiring…“   www.youtube.com

 

7 Leadership Practices to Support Organizational Change

7 Leadership Practices to Support Organizational Change

From my daily practice of supporting corporate clients who invite organizational change that sustains, I find the following 7 leadership practices Otto Scharmer speaks about, very helpful:

(1) deep listening
(2) asking powerful questions, drawing people out
(3) letting go and letting come
(4) holding the space for their teams
(5) focusing on what you could change rather than complaining about what you can’t
(6) connect to your heart, being empathic, and
(7) using systems thinking–“thinking from source”–attending to the complex connections between the individual and the collective, between the inner and the outer.

Full Article from Otto Scharmer “A Global Action Leadership School in the Making” on Huffington Post

Photo Otto Scharmer by World Economic Forum / Adam Dean under http://creativecommons.org/licenses/by-nc-sa/2.0/

Otto Scharmer, author of “Leading from the Emerging Future, Presence and Theory U”, is a leading researcher from MIT who explores transfromational ways to indvidual, organizational and societal change.

1st European Integral Conference in Budapest

The Emergence of Integral Consciousness in Europe

In the past decade, integral consciousness has emerged on a large scale in continental Europe with unique characteristics and diverse cultural articulations. A new structure of consciousness is expressing itself in a wide variety of domains – ranging from psychology, spirituality, economics, ecology and sustainability – to leadership, politics, education, business, community building and beyond. The members of this extended community have been waiting to meet each other. We are giving birth to a European identity of the integral community, empowering Europeans with a significant role in the larger integral global movement. We will also examine where is integral at in Europe and what its new frontiers are.

  • Termin: May 8th to 11th, 2014
  • Ort: Budapest, Hungary
  • Zur Website

 

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