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Executive Education Innovations for Environmental Management and Sustainability Richard Brownlee

2003 Bell Conference Ecosystems and Enterprise: Perspectives on Education for Sustainable Business. Executive Education Innovations for Environmental Management and Sustainability Richard Brownlee Darden Graduate School of Business Administration University of Virginia July 17-19, 2003

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Executive Education Innovations for Environmental Management and Sustainability Richard Brownlee

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  1. 2003 Bell ConferenceEcosystems and Enterprise: Perspectives on Education for Sustainable Business Executive Education Innovations for Environmental Management and Sustainability Richard Brownlee Darden Graduate School of Business Administration University of Virginia July 17-19, 2003 Florida Atlantic University’s Fort Lauderdale Campus

  2. The Darden Graduate School of Business Administration • Founded at the University of Virginia in 1954 • MBA Program • Approximately 650 full-time students • PhD Program • Approximately 20 students • Executive Education Programs • Over 100 programs offered annually • Open-enrollment programs • Company-specific programs • Approximately 4500 executives and senior managers attend annually

  3. Darden’s Mission Statement • The Darden Graduate School of Business Administration is a professional school that seeks to better society by developing leaders in the world of practical affairs. We create and deliver general-management educational programs and conduct and publish research to advance the knowledge and practice of the business community. Our goal is to be an international leader in management education widely recognized in the business and academic communities for our • action-oriented graduates • outstanding student-centered teachingintegrated and innovative curriculum and course materials • supportive and equitable learning climate • managerially relevant researchmutually strengthening partnerships • To accomplish our goal, we must create and sustain a collaborative environment for teaching, course development, research, and program management that builds on the interdependencies of these activities and respects the contribution of each individual.

  4. The Darden School

  5. Linking Products and Service: Transcending Sustainability June 16-20, 2003 Darden Graduate School of Business Administration University of Virginia Charlottesville, VA Program Rescheduled

  6. Sustainability and Beyond: Business Leadership through Innovation and Design June 14-18, 2004 Darden Graduate School of Business Administration University of Virginia Charlottesville, VA

  7. The Sustainability Link The Earth Is One System Source: Sustainability Partners Inc.

  8. The Sustainability Link Security, Quality of Life, and Global Sustainability are all linked. Source: Sustainability Partners Inc.

  9. A Global Perspective life supporting resources declining consumption of life supporting resources rising Source: Sustainability Partners Inc.

  10. A Global Perspective: The Champagne Glass Reality The richest 1% of the world’s people receive as much income as the poorest 57% Source: UN Human Development Reports, 1992, 2001

  11. A Global Perspective: The Champagne Glass Reality Private consumption (expenditures) 86% Top 1/5 1.3% Bottom 1/5 Source: UN Human Development Reports, 1992, 2001

  12. Material Flows Incyclicalnatural systems, waste does not exist. Waste = Food. LinearIndustrial Processes: Waste is created faster than it can be reconstituted to quality resources. Take-make-waste. It is estimated that 99% of the original materials used in the production of, or contained in, the goods made in the US become waste within 6 weeks of sale. 6% Product Manufacturing Process 80% of products discarded after single use Raw Materials 94% Waste (Attributed to Paul Hawken, Factor 4, 1997) Source: Sustainability Partners Inc.

  13. 2nd Era BEYOND COMPLIANCE 1st Era COMPLIANCE 4th Era SUSTAINABLE DEVELOPMENT 3rd Era ECO-EFFICIENCY TNS, Design for Sustainability,Biomimicry. Evolutionary Learning Industry’s Sustainability Learning Curve Expanded CSR, Natural Capitalism Integrated Management Systems Environmental Cost Accounting Product Stewardship/DFE/LCA TQEM / Environmental Management Systems Stakeholder Participation Pollution Prevention / Waste Minimization Pollution Control / Compliance CORPORATE RESPONSE Before 1970s Unprepared 1970s Reactive 1980s Anticipatory 1990s Proactive 2000s High Integration INDUSTRY GOALS None Regulatory Standards Cost Avoidance Impact Reduction Pre-emption of Regulation Leadership Legitimacy Protection Partnerships Competitive Edge Profit Centre Approach Eco- efficiency Dematerialization Strategic Environmental Management Explicit Mainstreamingof Environmental Goals DFE/LCA Systems Environmental Cost Mgmt. Resource Productivity Products of Service Culture Change Source: The Natural Step for Business, Brian Nattrass & Mary Altomare

  14. Designing in Complex Systems:How it Fits Together Combining Conventional Business Practice and a Sustainability Schematic Source: Sustainability Partners Inc.

  15. Strategy for Action Every initiative is checked against three questions: • Are we moving towards our sustainability objectives? • Are we creating a flexible platform for further improvements? • Are we earning an adequate rate of return? Source: Sustainability Partners Inc.

  16. Stages of Learning Unconscious Competence Mastery. Change becomes second nature, part of organizational DNA. New practice becomes the way you do business. Comfortable state Conscious Competence You learn and know more. Mastery increases. Move from discomfort to increasing levels of comfort. Conscious Incompetence Know there is a great deal you don’t know. Uncomfortable state Denial, resistance Unconscious Incompetence Don’t know what you don’t know. Comfortable state Source: Sustainability Partners Inc.

  17. Tips for Getting to the Tipping Point Concern Influence Control Source: Sustainability Partners Inc.

  18. The Process Looks Like This Rate of Adoption of an Innovation Over Time Source: Sustainability Partners Inc.

  19. Sustainability and Beyond: Business Leadership through Innovation and DesignJune 14-18, 2004 Who Should Attend? • Experienced managers and executives whose responsibilities include taking a leadership role in identifying ways to capitalize on the opportunities created by the increased level of comprehensive corporate accountability in ways that will result in profitable growth, customer retention, and enhanced corporate image • Senior government officials and officers of various NGOs whose organizations want to find collaborative solutions to problems that pertain to balancing economic, social and environmental concerns

  20. Sustainability and Beyond: Business Leadership through Innovation and DesignJune 14-18, 2004 Program Faculty • Darden Faculty • Richard Brownlee, Faculty Leader • Andrea Larson, Faculty Leader • Edward Freeman • Patricia Werhane • Other Faculty • Braden Allenby, AT&T Corporation • Ken Alston, GreenBlue Institute • Mary Altomare, Sustainability Partners, Inc. • Paul Anastas, White House Office of Science and Technology Policy • Michael Braungart, McDonough Braungart Design Chemistry • Stuart Hart, UNC • Chris Lotspeich, Second Hill Group • William McDonough, McDonough Braungart Design Chemistry • Pete Myers, Former Director of the W. Alton Jones Foundation • Brian Nattrass, Sustainability Partners, Inc. • Bob Willard, Consultant and former IBM executive

  21. Publications by Program Faculty

  22. Publications by Program Faculty

  23. Sustainability and Beyond: Business Leadership through Innovation and DesignProgram Overview Monday, June 14, 2004 • Program Introduction • New intellectual filters for top-line and bottom-line growth • Creative and innovative frameworks • Strategic global perspective • Contemporary case studies Tuesday, June 15, 2004 • Case Study – Innovation and Entrepreneurship • Industrial Ecology • Earth Systems Engineering and Management • Opportunities and Applications in Emerging Economies

  24. Sustainability and Beyond: Business Leadership through Innovation and DesignProgram Overview Wednesday, June 16, 2004 • The Natural Step Framework and Application • Learning from Science • Green Chemistry • Natural Capitalism • Case Study – Innovation and Chemistry Thursday, June 17, 2004 • Cradle-to-Cradle Framework and Application • Intelligent Materials Pooling • Cradle-to-Cradle Workshop • Top-line and Bottom-line Benefits – Financial Metrics

  25. Sustainability and Beyond: Business Leadership through Innovation and DesignProgram Overview Friday, June 18, 2004 • Case Study • Design Considerations and Organizational Change • Leadership and Implementation • Keynote Address • Business, Ethics, Strategy and the Environment See You in Charlottesville Next June!

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