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Posts Tagged ‘future trends sustainability’

For centuries, humanity has focused on what Paul Hawken called the Take-Make-Waste model. Take what Nature has created in our Biosphere. Make what you want without regard to being a good Steward and replant to grow future resources. And last, but worst, create Waste that is not recycled nor repurposed.

This practice has last for millennia. It has crossed almost all cultures. It has been practiced in agrarian, as well as, industrial societies.  It has occurred in Communist countries with little or no environmental regulations, to Capitalistic societies who often push back on environmental regulations.

But what has the been the cost? That varies from region to region. The sort answer is the loss of the Biosphere that may not be replicated or recovered from poor practices. In a changing world economy, all resources are precious. Can we still embrace the Take-Make-Waste model? Read what is an example in China: http://www.sciencedaily.com/releases/2014/12/141218081008.htm

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“The best time to plant a tree was 20 years ago. The second best time is now.” ~Chinese Proverb
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New methods to change waste

In 2014, there are trends to remediate food waste through recycling, banning food garbage in landfills and converting food into renewable energy. Here are some  examples of what is happening in the United States:

In Connecticut,  beginning in January 2014,  a new law was passed requiring businesses within 20 miles of composting facilities are obliged to recycle their food waste. Businesses producing more than 104 tons per year will be required to meet this food recycling obligation.

In New York City, food waste recycling efforts are being discussed with Waste Management. Beginning this year, Waste Management has started delivering truckloads of waste to a Brooklyn wastewater treatment plant that will be converting it into energy.

In Massachusetts,  a commercial food waste landfill ban goes into effect in 2014. The state hopes the ban will meet or exceed waste reduction goals and increase the food recycling infrastructure. It is important to note that the Red Sox are involved in this program and their support strengthens awareness.

For more information: http://tinyurl.com/olvs62c

Top 20 Trends for 2014

The National Restaurant Association surveyed professional chefs, members of the American Culinary Federation, on which food, cuisines, beverages and culinary themes will be hot trends on restaurant menus in 2014. The What’s Hot in 2014 survey was conducted in the fall of 2013 among nearly 1,300 chefs. Click on the link below to read more information about their methodology.

  1. Locally sourced meats and seafood
  2. Locally grown produce
  3. Environmental sustainability
  4. Healthful kids’ meals
  5. Gluten-free cuisine
  6. Hyper-local sourcing (e.g. restaurant gardens)
  7. Children’s nutrition
  8. Non-wheat noodles/pasta (e.g. quinoa, rice, buckwheat)
  9. Sustainable seafood
  10. Farm/estate branded items
  11. Nose-to-tail/root-to-stalk cooking (e.g. reduce food waste by using entire animal/plant)
  12. Whole grain items in kids’ meals
  13. Health/nutrition
  14. New cuts of meat (e.g. Denver steak, pork flat iron, tri-tip)
  15. Ancient grains (e.g. kamut, spelt, amaranth)
  16. Ethnic-inspired breakfast items (e.g. Asian-flavored syrups, Chorizo scrambled eggs, coconut milk pancakes)
  17. Grazing (e.g. small-plate sharing/snacking instead of traditional meals)
  18. Non-traditional fish (e.g. branzino, Arctic char, barramundi)
  19. Fruit/vegetable children’s side items
  20. Half-portions/smaller portions for a smaller price

For more information: http://www.restaurant.org/Downloads/PDFs/News-Research/WhatsHot/What-s-Hot-2014.pdf

Another interesting survey

Further, the National Waste & Recycling Association is the trade association that represents the private sector waste and recycling services industry.  Their recent survey finds most Americans would compost if it was more convenient in their community. Here are some of the results:

  •     72 percentage of Americans do not compost their food waste
  •     67 percentage of non-composters who would be willing to do it if it were convenient in their community
  •     62 percentage of Americans who would not support any increase in the cost of waste disposal if composting were offered to them

For more information: http://tinyurl.com/ph9qob4

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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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“It isn’t just the low-hanging fruit we go after.” ~Ray C. Anderson
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I have read that the Chinese symbol for crisis is union of 2 characters. In Chinese, ”crisis” is an interesting word and is derived from DANGER and OPPORTUNITY.  Whether it is true may be debatable, but in any transformation, executives must be open to new ideas and wisely choose people who will be a catalysts for change. Sustainability is a new mindset.  This new mindset promotes ethics, promotes stewardship recognizing that our planet has limited resources, and ultimately promotes elimination of natural and man-made waste. Therefore, the danger is the reduction or eradication of our biosphere in the next 30 years or the opportunity to preserve our planet for this generations and future generations.

Ray C. Anderson was the CEO and Chairman of the Board of Interface, a global modular carpet company. He was also the first Sustainability pioneer who awakened to the fact that our business paradigms are based on a take-make-waste model. This model, created by Paul Hawkens, demonstrates how most businesses create revenue from poor business practices without considering any environmental impact and exploits society.  It rewards short-term performance without acknowledging long-term consequences.

As a pioneer and visionary, he recognized his short-sightedness and selected a team to help him transform his enterprise.  Anderson searched, not for one expert, but a team of experts to address his corporation’s needs (Dr. Michael Braungart, Bill McDonough, Paul Hawken, L. Hunter Lovins,  Amory Lovins, et al).  Each brought different experiences, different knowledge bases, different mindsets (e.g., architecture, law, environmentalists, chemistry, etc.), but each commonly promoted sustainable development. These team members are still thought as today’s thought leaders for transforming enterprises into new sustainability developed corporations.

In a recent LinkedIn discussion about “circular economy”, I made this comment: “The graphic is crisp, clean and tells an aspirational story, but I would have expected added thought / value from McKinsey. There are many models that have been developed over the last two decades and as you pointed out there are other references to a circular economy.”

The conversation did no reach a conclusion about the diagram, but my obvious problem with the diagram was twofold. First, it did not show how disruptive technology would be integrated tool formulating the solution for a  circular economy. Second, the ultimate goal for Sustainability is the elimination of wastes (e.g., emission: water, air, land). So why would landfills be noted?

McKinsey Global Institute discusses for “trend breakers” from the end of the 20th century to the beginning of the 21st century. In the 20th century, the great moderations (1980-2000) was based on demographics drove economic growth, capital was cheaper, resources were cheaper, government privatized and cut taxes, and each generation was better off than the previous. Trend breakers included: debt crisis, urbanization, aging and disruptive technologies (The term “disruptive technologies” was coined by Harvard professor Clayton M. Christensen as the critical influence to innovation.)

As the Romans said; “Caveat emptor, Latin for ‘Let the buyer beware!’’ Be prepared and objective. Don’t accept web site “solutions” as the ultimate answer for your situation. In most cases, your environment is unique. Understand the basics and integrate your organizations strengths (e.g., commitment, change management, project management, LEED certified architects, IT specialists, etc.) to take advantage of opportunities and avoid the dangers. Be careful and understand what a diagram portrays, for it may not be the “silver bullet” you are looking for.

I would recommend reading Ray C. Anderson’s book, Mid-Course Correction, as I believe it laid out the foundation of Sustainability that is not too different today. When I taught a graduate class in Sustainability. I strongly recommended this reading to my students. Not only does Anderson identify areas of opportunity, but he visually represented an enterprise maturity model that could be overlaid in almost any enterprise. His vision and experience would be of interest to anyone who wants a better understanding of today’s consultants and their differing approaches.

My recommendation is to be educated about what Sustainability is. It is a shared value that considers business, environment and society. It is a long term mindset. It is best implemented by business, as government is often too slow and expensive to implement change. Include your stakeholders, for sharing sustainability objectives with your Customer, Supplier, etc., and it will ensure your corporate direction and provide them transparency as a tool for communication and negotiation.  (This approach was used as a mantra at Interface and leveraged by Walmart in its corporate transformation. All stakeholders need to be aware of the reasons for the transformation, its benefits and commitment by the company’s leadership.)

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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
______________________________________

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/
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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
______________________________________

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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“Buckminster Fuller said that spaceship earth was so ingeniously designed that no one has a clue that we are on one, flying through the universe at a million miles per hour, with no need for seat belts, lots of room in coach, and really good food—but all that is changing.”  ~ Paul Hawken
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The 21st century will be a century of change, transformation, new ideas and innovation, and discoveries that will enrich our society.  We have entered a new industrial revolution.  An industrial change that acknowledges our environment, our current generation’s needs, our need to revisit best practices, our business need to transform and prepare our legacy to meet the needs for succeeding generations.

We currently have, in place, a budding Sustainability industry that will continue to grow, mature and expand in the next 20 years. This is not a siloed approach,  but an integrated solution approach that is tailored to fit each organization’s needs.

Ideas will come from Humanity and Nature will show us the path.  We will see a dance between Technology and Science that will build our economies as nothing before. Technological arrays, will focus on issues and resolution through the use of technology. From science, biological and “natural” views, will focus on how to restore our environment. It will continue to build on array and matrix foundations, which will holistically support industries, countries and the world in the transformation to a sustainable planet. Technological arrays will interconnect technologies for remediation of Sustainability issues (i.e.,  Transportation, Traffic, Internet, Water Purification, etc.). Environmental matrices will produce biological and “natural” views will make solutions for converting waste to bio-nutrients for the purpose of environmental restoration. This is a long-term mending and nurturing strategy to restore our planet.

In this century, business will be the true catalyst for pragmatic Sustainability transformation.  This is a systematic approach of eliminating waste, improve efficiency,  addressing customer needs, and recognizing corporate social responsibilities. Sustainability is a systemic framework to address economic, environmental, social and technological issues, to create a sustainable world and avoid declining ecosystems and the extinction of Humanity as we know it. The business community has begun to implement Sustainability and has proven that change can indeed be profitable.

For the first time in the history of humanity, we can see our survivability threaten by witnessing dramatic climatic change, scarcity of resources, overpopulation, and the ignorance and abuse of our planet. Humanity will be obliged to address these critical problems. Our population is growing at phenomenal rate and this key issue, which increases demands on all resources (land, water, food, air, etc.) will be the bane of the next two or three human generations. But we have a choice. We must change our approach to business, recognize resource limitations, and make decisions that ensure holistic understanding in order to make informed decisions that will benefit our biosphere and mankind. Four profound ideas will transform this century and lead us down a more secure path:

  •     Creating A New Renaissance will bring new ideas and original thought
  •     Creating Shared Value will redefine business and its relationship with society
  •     Creating Disruptive Technology will bring innovation to the marketplace
  •     Creating Technology For New Resources will bring new resources to the market
  •     Creating A Gateway To Originality will bring new thoughts and meld with old ones

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 …
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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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“Process change has become embedded in individual functions and business units, and they have seen the benefits to their bottom lines. So they come to IT because they want to know what other parts of the company have done. We’ve gone from being the engineers of new processes to being the movers of innovation across the company.” ~  Lee Scott, former CEO of WalMart
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“Much more remains to be done to help companies turn Sustainability goals into action,” said Georg Kell, Executive Director of the UN Global Compact. “CEOs clearly see the need to instill Sustainability at all levels and roles within organizations, and this unprecedented level of data and analysis will enable us to help them on their journey to truly embedded long-term Sustainability.”

Business Transformation, when designed as an Opportunity, is the alignment of Business Strategies, Objectives and Requirements that orchestrate your enterprise resources (i.e., Customers, Operations, Financial, IT, Suppliers, etc.). The desired change is directed by unique Roadmaps and is measured by metrics for Growth, Performance and Savings.

Business Transformation can be defined as the “combination of strategic, process, organizational change, and technology development focused around one clear vision, resulting in a significant change in the organization and substantial financial benefits[1].” This has been the theme in previous chapters and now we need to link the value of transformation into actions and milestones.

Corporations, whether small, medium or larger sized, are always faced with refinement and improvement of complex business systems and strategic processes. Often these key structures are intertwined, so Transformation must be controlled and managed.
Transformation is controlling business change in order to reposition your organization by exploiting potential increases in Growth, Performance or Savings. In today’s environment, success can be derived from applied best-in-class solutions.

Successful transformation can be implemented incrementally, based on a project’s focus such as efficiency, productivity, profitability or a selected combination. In the beginning, select the “low lying fruit” that is easy to complete, build team confidence and can quickly apply the new tools and training for your entire organization.

Management of risk and its mitigation are key to any successful project. In a low reward scenario, a single project that is positioned to take advantage of technology could also be applied in order to streamline processes and provide efficiencies with little downside risks. At the operating or department level, productivity gains and financial rewards can be gained through streamlined processes and/or technology. In another scenario, co-transformations between departments can produce a synergistic effect, and again the efficiency increases rewards. Last and most significant is the strategic scenario of transformation that would encompass the whole organization providing systematic rewards and results.

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] Goonan, Brian, “Business Transformation: Doing it Right, Part I,” CIO Magazine, 9 February 2005

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“The greatest ignorance is to reject something you know nothing about”
 ~Unknown
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Geoffrey Moore published a landmark book in 1991, entitled “Crossing the Chasm”. The theme of the book focused on marketing and selling technical and disruptive products to mainstream customers. In a very real sense, his perception of disruptive products being brought into the marketplace is aligned with similar efforts a company would go through implementing Sustainability principles.

Everyone who includes and aligns principles of Sustainability into their strategic planning and business model will have performance and profitability consequences.  Regarding Sustainability, “Innovators” and “Early Adopters” are clear winners in the marketplace by refining their processes, eliminating waste in their production and products and engaging Customer and Suppliers who also are like-minded. From Moore’s book, technical companies considered “Early Majority” businesses were also rewarded.

Why are major corporations engaging in Sustainability and Corporate Social Responsibility? What do they see that other corporations do not? These are leadership segments that Geoffrey Moore called the “Innovators” and “Early Adopters”. Their leadership differentiates their companies and products through Sustainability. They are the industry leaders and by being first, permit them to mold their industry. They are the companies who have quickly recognized the value of Sustainability. These leaders find it easy to understand the concepts, appreciate the benefits, and relate benefits to other opportunities. These leaders recognize that pragmatic Sustainability “makes good business sense” and “is the right thing to do”.

I ran across this article and found it is a great perspective of tangible benefits. Why would reading this be important? Simply, there is complete misunderstanding to the value of Sustainability and Corporate Social Responsibility. Read The Cart Goes After The Horse. Okay, Which One Is The Horse?

Good business leadership will recognize the need for change and probably already recognizes the value of Sustainability today. But their competition, the ones who believe CSR is only window dressing, will be the laggards. Their destiny is already known.

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Music CenterThales said; “The past is certain, the future obscure.” What we collectively do to the planet, is not clear for the next 50 years or so. However, there are technology trends with strong possibilities of disruptive innovation. Any of these singular technologies could produce positive results, but collectively may produce an environment for endless possibilities to enrich our Sustainability future.

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