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“Always leave enough time in your life to do something that makes you happy, satisfied, even joyous. That has more of an effect on economic well-being than any other single factor.” ~Paul Hawken
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Last week, I posted an article about well-being in context with Sustainability. In contrast, this week we need to discuss the “real world” in an economy that can only be called the Second Great Depression.

Well-being was compared as a recognition of companies and how it could be used to attract new talent, based on desires and needs of new employees, as well as openings in the business. It also shared how employees can be engaged to make business work more effectively and achieve those clear strategies laid out by leadership.

When I worked at EDS, each project had an institutional review, called Lessons Learned. It pointed to our successes, new approaches, failures and how we should avoid them in future projects. It made people accountable. That’s an example of a business approach that improves business practices and refines processes that support those business needs. So, how does that apply to well-being?

Review and refinement is important to ensure the employees understand the values of the corporations. It is also important for leadership to use these reviews as a way of looking at business trends and whether they could impact your organization. Again, how does that apply to well-being?

That brings me to a Gallup report that collect 10 top stories in 2013: http://www.gallup.com/poll/166640/gallup-top-discoveries-2013.aspx

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Building a bridge to benefits thumbnail

Owners, Executive and other Leaders are investigating a global world concerned about Sustainability, that type of understanding can be difficult to obtain. In early December 2013, I published my second book entitled “Building a Bridge to Benefits”. If you are interested in reading about the book or want to purchase copies today, here is the link to CreateSpace, an Amazon company, go to: https://www.createspace.com/4532590
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Contact information and Services
A Certified Sustainability and Quality consultancy
•    Sustainability and Quality Consulting
•    Sustainability and Quality Workshops
•    Sustainability and Quality Speaking Engagements

Jarvis Business Solutions, LLC

Toll Free: (888) 743-3128
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com

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“There are two things people want more than sex and money… recognition and praise.” ~Mary Kay Ash
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For years companies have widened their nets to capture new talent. New BMWs, country club memberships, travel perks and other benefits have been used as incentives to attract new talent.  However, well-being benefits are becoming a “higher-value” to many young “millenniums”. So what does “well-being” mean to business? That varies to the needs of each corporation, its perception of the value for new talent and their contribution to the organization. It also addresses the needs of existing employees, as well.

The Stiglitz-Sen-Fitoussi Commission found the following objective measures necessary in measuring human well-being along the lines of the “eight key dimensions”: 1) personal income, consumption and wealth; 2) mortality and morbidity; 3) educational enrollment, graduation rates, years completed, standardized test scores and expenditure on education; 4) time spent on personal activities including paid and unpaid work, commuting, and leisure time; 5) measures of housing; 6) political voice (freedom of speech, dissent, and association) and governance (corruption, accountability, democracy, universal suffrage, and non-citizen rights); 7) social connections (volunteer work, civic engagement, and the amount, nature, and breadth of connections generally); 8) environment (econsystems health, access to environmental resources, individual exposure to pollutants); 9) personal insecurity (crime, accidents, natural disasters); and 10) economic insecurity (job security, illness and health issues, and global economic trends).1

Mark Kinver is an environmental reporter for BBC News. He recently wrote a thought provoking article about well being and discussed often overlooked employee well-being is not commonly considered a company benefit. I encourage you to read his recent article by following this link: http://www.bbc.co.uk/news/science-environment-25682368

Footnote: 1 Sen, A., Stiglitz, J. E., & Fitoussi, J.-P. (2009). Report by the Commission on the Measurement of Economic Performance and Social Progress. Paris, France: The Commission on the Measurement of Economic Performance and Social Progress.(pgs  41-44)

______________________________________

Building a bridge to benefits thumbnail

Owners, Executive and other Leaders are investigating a global world concerned about Sustainability, that type of understanding can be difficult to obtain. In early December 2013, I published my second book entitled “Building a Bridge to Benefits”. If you are interested in reading about the book or want to purchase copies today, here is the link to CreateSpace, an Amazon company, go to: https://www.createspace.com/4532590
______________________________________

Contact information and Services
A Certified Sustainability and Quality consultancy
•    Sustainability and Quality Consulting
•    Sustainability and Quality Workshops
•    Sustainability and Quality Speaking Engagements

Jarvis Business Solutions, LLC

Toll Free: (888) 743-3128
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com

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“There’s an awful lot of talented people in this country and a lot of them put their own money into trying to break through. But because they haven’t got the knowledge or the business expertise to do it, they fail.” ~Steve Betts
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Originating from NSA and US military needs of analyzing a changing environment in today’s world, VUCA is a methodology that helps assess the environment. It is based on these four phases:

  • Volatility. The nature and dynamics of change, and the nature and speed of change forces and change catalysts.
  • Uncertainty. The lack of predictability, the prospects for surprise, and the sense of awareness and understanding of issues and events.
  • Complexity. The multiplex of forces, the confounding of issues and the chaos and confusion that surround an organization.
  • Ambiguity. The haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion.

Understanding the VUCA World
September 16, 2013
Bob Johansen, of the Institute for the Future, with David Small, VP of Global Talent at McDonald’s Corporation, introduce the concept of the VUCA (volatile, uncertain, complex, ambiguous) World, and the four strategies to counteract it.

Follow this link: http://www.cvdl.org/blog/understanding-vuca-world/
______________________________________

Building a bridge to benefits thumbnail

Owners, Executive and other Leaders are investigating a global world concerned about Sustainability, that type of understanding can be difficult to obtain. In early December 2013, I published my second book entitled “Building a Bridge to Benefits”. If you are interested in reading about the book or want to purchase copies today, here is the link to CreateSpace, an Amazon company, go to: https://www.createspace.com/4532590
______________________________________

Contact information and Services
A Certified Sustainability and Quality consultancy
•    Sustainability and Quality Consulting
•    Sustainability and Quality Workshops
•    Sustainability and Quality Speaking Engagements

Jarvis Business Solutions, LLC
Toll Free: (888) 743-3128
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com

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“The energy of the mind is the essence of life.” ~Aristotle
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Photovoltaic (PV) panels are commonly considered inefficient with future hopes for improved construction, design and efficiencies to accumulate available solar energy and convert to into electricity. It is considered a panacea for energy needs and provide electricity to remote areas around the world. But one state, Hawaii, is becoming a testbed and example of the needs of customers and the role of the public energy utility.

Please read this article in Scientific American for more details: http://www.scientificamerican.com/article.cfm?id=a-solar-boom-so-successfull-its-been-halted

______________________________________

Building a bridge to benefits thumbnail

Owners, Executive and other Leaders are investigating a global world concerned about Sustainability, that type of understanding can be difficult to obtain. In early December 2013, I published my second book entitled “Building a Bridge to Benefits”. If you are interested in reading about the book or want to purchase copies today, here is the link to CreateSpace, an Amazon company, go to: https://www.createspace.com/4532590

______________________________________

Contact information and Services
A Certified Sustainability and Quality consultancy
•    Sustainability and Quality Consulting
•    Sustainability and Quality Workshops
•    Sustainability and Quality Speaking Engagements

Jarvis Business Solutions, LLC
Toll Free: (888) 743-3128
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com

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“To be thrown upon one’s own resources, is to be cast into the very lap of fortune; for our faculties then undergo a development and display an energy of which they were previously unsusceptible” ~ Benjamin Franklin


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A study from the US Department of Energy answered many questions discussed in the article cited below and highlight future needs for more investigation to help power generation owners insight on deciding to retrofit or rebuild power plants. Even though system-wide impacts of cycling are modest, an individual unit could suffer higher than average cycling. Plant owners in this situation will want to know whether they should retrofit their unit or change their operations to better manage cycling at a lower overall cost. Ongoing work includes research on potential retrofits or operational strategies to increase the flexibility of fossil-fueled generators. This includes analysis of the costs and benefits of retrofitting existing plants for options such as lower minimum generation levels or faster ramp rates.

Additional analysis work that would illuminate the impacts of cycling and further compare wind and solar includes the following:

  • Market impacts on fossil-fueled plants: How do increased O&M (operations and maintenance) costs and reduced capacity factors affect cost recovery for fossil-fueled plants? What market structures might need revision in a high wind and solar paradigm? How do the economics look for those plants that were most affected?
  • Fuel-price sensitivities: How are operations and results affected by different fuel prices for coal and gas?
  • Different retirement scenarios: How are operations and results affected if significant coal capacity is retired or if the balance of plants is flexible versus inflexible?
  • Storage: Does storage mitigate cycling and is it cost effective?
  • Impacts of dispersed versus centralized PV (photovoltaic): How does rooftop versus utility-scale PV affect the grid?
  • Reserves requirement testing to fine tune flexibility reserves: What confidence levels of flexibility reserves are most cost effective and still retain reliable grid operation?
  • Scenarios with constrained transmission build-outs: If transmission is constrained, what is grid performance and how is cycling affected?
  • Reserve-sharing options: How do different reserve-sharing options affect grid operations?
  • Increased hydro flexibility and modeling assumptions: How does flexibility in the hydro fleet affect grid operations and what is the impact on cycling?
  • Hurdle rates to represent market friction: With higher hurdle rates to mimic less BA (balancing authority) cooperation, how are grid operations and cycling affected?
  • Comparison of the detailed 5-minute production simulation modeling with cycling costs to hourly production simulation modeling without cycling costs: How much more accurate is the detailed modeling?
  • Gas supply: Is additional gas storage needed? How does increased wind/solar affect gas scheduling and supply issues?

Dr. Greg Unruh tells me that in years past the financial benefits of energy management might have “looked minor compared to investing in new product development or a new marketing campaign.” But now, he says, with the price of energy going up, the economics of energy management become “much more interesting.” As a unit of energy goes up in price, “it cuts the payback period” for an energy-management project[1].

For more information, read this article for more information: How to save $7 billion by greening up the grid

Footnote:
[1] Al Bredenberg; Energy and Carbon Management Are Increasingly on Manufacturers’ Radar; ThomasNet http://news.thomasnet.com/green_clean/2012/08/27/energy-and-carbon-management-are-increasingly-on-manufacturers-radar/; August 27th, 2012

When Science and Business Create Cleaner Energy:  How to save $7 billion by greening up the grid

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“Where would we be without salt?”  ~  Ralph Jarvis
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The world is changing even the basic needs are at stake such as food and water. Reduction or elimination of food production while demand increases for food could create a tragic scenario in the not too distant future. Top leadership in some countries are looking beyond such a cataclysmic scenario and making plans and solutions to prepare for food management.

For instance, China’s goal is to continue manufacturing finished goods, at big levels, will consume their available water and impact food production. So, this year China’s leadership addressed this water usage solution by simply making a deal to farm 3.0 million hectares (11, 583 square miles) of Ukrainian land over the span of half a century. But China is not alone:

2008
Egypt: bought 800.000 hectares from Uganda
UAE: bought 324.000 hectares from Pakistan
 
2009
South Korea: bought 690,000 hectares from Sudan
 
2010
Egypt: bought 427.000 hectares from Russia
Egypt: bought 400.000 hectares from Sudan

Source: King, Ritchie; Quartz, http://www.qz.com

Here is an article that would expand on these ideas: McKinsey article: Resource revolution

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Jarvis Business Solutions, LLC
Contact Information
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Blog: http://horizons.JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com
LinkedIn: http://www.linkedin.com/in/corporatesocialresponsibility/

Lead Smart, Endless Opportunities when Sustainability is driven by Lean Six Sigma
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 “Usually, if you’re greening an industrial process, it means you’re turning waste into profit.”
~ Amory Lovins
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William McDonough, one the co-authors of Cradle-to-Cradle that is widely acknowledged a one of the most important environmental manifestos of our time, once said; “You don’t filter smokestacks or water. Instead, you put the filter in your head and design the problem out of existence.” Whether you are designing a new LEED building, designing an end-of-life process or simply integrating CSR into your Strategic Planning framework, the idea is the same; “you put the filter in your head and design the problem out of existence.”

The percentage of companies reporting a profit from their Sustainability efforts rose 23 percent last year, to 37 percent, according to the most recent global study by the MIT Sloan Management Review (MIT SMR) and the Boston Consulting Group (BCG[1]).

The extent to which a company incorporates Sustainability concerns into its business model often correlates with its increase in profit, the survey found. For example, 50 percent of respondents said they profited by changing three or four business model elements to reflect more sustainable practices, while 60 percent said they profited by including Sustainability as a permanent fixture in their management agenda[2].

This is an excerpt of my new book “Building a Bridge to Benefits”. Publication date is scheduled for November 2013 and is planned to be available on Amazon. More to come …
_____________________________________________________________________
Jarvis Business Solutions, LLC
Contact Information
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Blog: http://horizons.JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com
LinkedIn: http://www.linkedin.com/in/corporatesocialresponsibility/

Lead Smart, Endless Opportunities when Sustainability is driven by Lean Six Sigma
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Footnotes
[1] Kiron, David; Kruschwitz, Nina; Haanaes, Knut; Reeves, Martin and Goh, Eugene; Companies Profit From Embracing Sustainability; MIT Sloan Management Review; March 12, 2013
[2] Kiron, David; Kruschwitz, Nina; Haanaes, Knut; Reeves, Martin and Goh, Eugene; Ibid.

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“It’s difficult to believe that people are still starving in this country because food isn’t available.” ~ Ronald Reagan
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Food security is much different from food logistics. In the not to distant future, food will be a megaforce that impact countries around the world.  The world will appear very fragile with dramatic growth in world population, limits on water, exposure to environmental risks (including floods, droughts, wars, etc.) and potential for dramatic famine forecasts will rise similar to those 1960s.

But channels will change and include new requirements:

  • Not because food cannot be produced, but because food cannot be produced to meet population demand.
  • Food will be revised from traditional meats, fish, poultry and vegetables to include a wider source that will rely on insects and worms as protein becomes scarce.
  • Populations will grow dramatically along the coasts and will higher demands for food. Not all will be met from harvesting the ocean. Instead, cites will have to build high rise market for crop growth and raising other food needs.
  • Roof tops and undeveloped urban lots will serve as community garden areas for neighborhoods.
  • Use go genetically modified (GM) foods will be modified in a way that does not naturally occur. This method has been used genetically from one plant to another. But, future GM application may be used to increase resistance to herbicides, increase yield or increase nutrient content of food.

Here is a brief article that would expand on these ideas, courtesy of BBC News:
http://www.bbc.com/future/story/20130603-city-farms-to-feed-a-hungry-world

_____________________________________________________________________
Jarvis Business Solutions, LLC
Contact Information
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Blog: http://horizons.JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com
LinkedIn: http://www.linkedin.com/in/corporatesocialresponsibility/

Lead Smart, Endless Opportunities when Sustainability is driven by Lean Six Sigma
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“Pollution is nothing but the resources we are not harvesting. We allow them to disperse because we’ve been ignorant of their value.”  ~  Richard Buckminster Fuller (US engineer and architect)
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As a methodology that pursued to improve an enterprise, Sustainability has been available for about two decades. Its savings come from reducing wastes, conserving energy and water; while ensuring compliance. On the other hand, Quality has been applied and institutionalized in corporations around the globe for over a century. Its savings come from removing waste of time, eliminating defects, identifying where the issues are, and fixing it one time to eliminate “fire fighting”. Why wouldn’t any executive want to consider Sustainability with Qaulity as the spine for expanding that functionality? A survey from the UN Global Compact and Accenture found what contemporary CEOs are thinking:
•    96% of CEOs believe that Sustainability issues should be fully integrated into the strategy and operations of a company.
•    93% of CEOs believe that Sustainability issues will be critical to the future success of their business.
•    91% of CEOs report that their company will employ new technologies to address Sustainability issues over the next five years.
•    88% of CEOs believe that they should be integrating through their supply chain.
•    86% of CEOs believe see “accurate valuation by investors of Sustainability in long-term investments” as important to reaching the tipping point in Sustainability[1].

From a Sustainability viewpoint, your organization must recognize how it may be detrimental to the environment and society, but more importantly how those behaviors and practices are costly to your enterprise. The acknowledgement of this waste may be surprising. That means looking at a variety of Sustainability considerations (waste, carbon footprint, water, energy, etc.) that are present in your organization and aware to those living in the community.

Now, let us look at the Quality perspective (e.g., Lean and Six Sigma). These methodologies remove other wastes from your organization and compliments your efforts with eliminating Sustainability wastes. In a business context, it is removing other unwanted wastes, unwanted logistics, improving Customer relations, etc. and often times compliment certifications, whether ongoing or planned.

It also ensures that changes are not adrift, but secured and retain gains already identified. Peter Drucker is remembered by this famous quote; “You can only manage what you can measure.” By measuring refinements changes, by your projects that are effectively implemented, your true gains will hit your bottom line. Remember this simple equation for each project:

Optimizing Profitability = Sustainable Development + Quality +Continuous Improvement + Secured Gains

The results address current CEOs beliefs, as well as, uncovering new opportunities that had not been anticipated. Strategies will be better integrated, establish a common understanding of how Sustainability and Qaulity will be critical to their success in the future, leverage new technology, integrate methodologies into supply chain processes, and favorably impact the financial investment image of your corporation. As Drucker also said; “What’s measured improves.”

Sustainability indicators have proliferated globally. More than 3,500 organizations in more than 60 countries, for example, use the Global Reporting Initiative’s (GRI) voluntary Sustainability standards report on their environmental, social, and governance (ESG) performance. Sustainability and related certification standards have met important needs. They have heightened corporations’ awareness of their impact on society and triggered meaningful improvements in social and environmental performance.[2]

This is an excerpt of my new book “Building a Bridge to Benefits”. Publication date is scheduled for November 2013 and is planned to be available on Amazon. More to come …
_____________________________________________________________________
Jarvis Business Solutions, LLC
Contact Information
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Blog: http://horizons.JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com
LinkedIn: http://www.linkedin.com/in/corporatesocialresponsibility/

Lead Smart, Endless Opportunities when Sustainability is driven by Lean Six Sigma
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Footnotes
[1] A New Era of Sustainability, UN Global Compact – Accenture CEO Study 2010
[2] Porter, Michael E.; Hills, Greg; Pfitzer, Marc; Patscheke, Sonja and Hawkins, Elizabeth; Measuring Shared Value
How to Unlock Value by Linking Social and Business Results; June 2011, p. 9

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“Optimism is a good characteristic, but if carried to an excess, it becomes foolishness. We are prone to speak of the resources of this country as inexhaustible; this is not so.”  ~ Theodore Roosevelt, Seventh Annual Message to Congress, December 3, 1907
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Ethics and Stewardship are the fundamental moral principles that drive and mold your Core Assets. Your internalized ethics and commitment to Stewardship establishes a basis for your corporate culture. That culture provide the corporate guidance, direction and boundaries for acceptable behavior and limits decisions that are consider unethical, irresponsible or illegal in the communities which you operate. As previously discussed, Core Assets are interlinked with your culture and transform those values into actions and results throughout your organization.

Create a Vision, understand the elements and principles of Sustainability and how that would apply to your business. Your business is unique, it may be similar to your competition. Make it distinct and differentiate yourself from the pack. Integrating Sustainability will make your organization truly unique from end-to-end. It will you give you a better perspective, viewed through a lens that includes not only internal viewpoints, but external aspects of outside influences. As a leader of Sustainability you have a unique opportunity to lead your enterprise through a fresh Vision, based on Ethics, that is a Commitment to Sustainability. Your Core Assets will be driven by business values recognizing that Sustainability align to the needs of the present without sacrificing resources for future generation’s needs. It challenges your ideals beyond your brick and mortar walls and it is a role that legacies are made from.

In a real example, IBM reflects this approach. Based on a recent study from IBM, today’s CEOs are “learning while leading”. Of those surveyed, say their organization must exhibit three key characteristics: 61% must be “customer obsessed”, 60% want an “inspirational leadership”, and 58 % want “leadership teaming”. CEOs must differentiate their organizations.[1]
•    Today’s Customers are looking for Sustainability factors in your products.
•    Sustainability is a catalyst to move closer to all externalities and Suppliers would be a good beginning for that innovation.
•    Engage your employees to develop shared values. Allow your organization to collectively develop its core values.

This is an excerpt of my new book “Building a Bridge to Benefits”. Publication date is scheduled for November 2013 and is planned to be available on Amazon. More to come …
_____________________________________________________________________
Jarvis Business Solutions, LLC
Contact Information
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Blog: http://horizons.JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com
LinkedIn: http://www.linkedin.com/in/corporatesocialresponsibility/

Lead Smart, Endless Opportunities when Sustainability is driven by Lean Six Sigma
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[1] Leading Through Connections 2012 – IBM Corporation, pg. 15, Retrieved: 11 December 2012

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