LAST WEEK'S SESSION REVISITED

2. LAST WEEK'S SESSION REVISITED Business Ethics

3. MLCP: The Business of Tomorrow MODULE 8: BUSINESS ETHICS

4. MLCP: The Business of Tomorrow MODULE 8: BUSINESS ETHICS ENRON - 85,000 jobs lost Arthur Andersen LLP - Enron accounting WORLDCOM - $9 Billion fraud Martha Stewart - Stock trading scandal Conrad, Lord Black - Fraud and Obstruction of Justice

5. MLCP: The Business of Tomorrow MODULE 8: BUSINESS ETHICS

6. MLCP: The Business of Tomorrow MODULE 8: BUSINESS ETHICS The Blanchard-Peale 3-Point Ethic Check: 1 Is it legal? Will I be violating either civil law or company policy? Is it balanced? 2 Is it fair to all concerned in the short as well as long term? Does it promote win-win relationships? How will I feel about myself? 3 Will it make me proud? Would I feel good if my decision was published? Would I feel good if my family knew about it

7. MLCP: The Business of Tomorrow MODULE 8: BUSINESS ETHICS KNOWING WHAT'S UNCOMPROMISABLE Make sure you’re fully familiar with company policy and/or ethics guidelines relating to expense accounts; accepting gifts and hospitality; confidentiality of information; and more. You in turn should be uncompromising.

8. MLCP: The Business of Tomorrow MODULE 8: BUSINESS ETHICS Managing Competing Rights If faced with competing ‘Rights’, 3 basic strategies to pursue are:

9. MLCP: The Business of Tomorrow MLCP: The Business of Tomorrow MLCP: The Business of Tomorrow MODULE 8: BUSINESS ETHICS MODULE 8: BUSINESS ETHICS MODULE 8: BUSINESS ETHICS Honour your promises and commitments Let your people know they have the 'right to be wrong' Set up a ‘What I Said I’d do’ log Accept A Few Wrong Turns Check the log regularly in the interest of delivering 'Means' DO Justify 'Ends' When fear of failure is minimized, people become less likely to engage in 'cover-up activities' that can lead to ethical problems. MLCP: The Business of Tomorrow MODULE 8: BUSINESS ETHICS Practice Patience, Understanding and Empathy Nobody’s perfect; we all make mistakes; and we all, periodically, need to be given the benefit of the doubt. Don’t work through a task only to realize that the result has been tainted by a less-than-ethical way of getting there. Cut others the same slack you’d like from them ‘Means matter, and are as important as ‘ends’ Try walking in others’ moccasins before you judge them.

10. MLCP: The Business of Tomorrow MODULE 8: BUSINESS ETHICS Despite the codes of ethics, the ethics programs, and special ethics departments . . . . corporations don’t make the ultimate decisions about ethics. - Ethical choices are made by

11. THE BUSINESS OF TOMORROW

12. Have begun to explore the ever-changing mindset that has been apparent over the last century with a view to considering what future characteristics may be. Understand the key factors in extrapolation and visionary approaches to the future. Be primed to develop and adopt a positive future vision from a variety of different perspectives. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL On successful completion of this module, participants will:

13. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL What 'Future Pull' will look like . . . . . . if gas prices go much higher!

14. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL Peter Drucker 1909 - 2005 Management Consultant and Author "The best way to predict the future is to create it"

15. 'Future Pull' and 'Predictors' MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL DEFINITIONS:

16. In Individual Terms: MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL Future Pull Defined “A compelling vision that can pull individuals to their desired futures” In Management Terms: “Future Pull means having the organization’s vision drive its growth and development”

17. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL PREDICTORS Every society, as far back as records go, has created individuals and systems to predict the future. The ancient Greek ‘Oracle at Delphi’ is just one example. There has never been a shortage of futurists, and there isn’t one now. There are two particular types, both significantly different: ‘Extrapolators’ ‘Visionaries’

18. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL Extrapolators:

19. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL Extrapolators: Extrapolators argue that the world will continue to unfold much as it always has. After all, “History repeats itself!” They therefore believe that you only need study the past, then ‘extend the line out into tomorrow’ to anticipate what the future holds. This approach works quite well for purposes like projecting population age groups and numbers for pension planning, health care requirements, etc., but has severe limitations for most general applications.

20. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL Visionaries:

21. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL Visionaries: Visionaries feel the future depends upon the actions we take today, and on the picture in our minds of the future we want to build. In the 1950s they saw the automobile as the answer to getting families out of the crumbling big cities. Then they lobbied for better roads to make it happen: That created urban sprawl. Today in most organizations, thinking about the future is at least no longer the domain of just the few at the top: We must all be - or become – involved in thinking about and discussing what we think, feel, and want the future to be like.

22. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL CHANGING PATTERNS IN SOCIETY

23. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL Changing Patterns in Society Studies of changing patterns in society reveal that significant mind shifts regularly sweep our culture. Technological developments typically accompany - and tend to define - each period. What was science fiction to our parents becomes commonplace to us. We’ll look first at some generational identities.

24. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL Generational Identities Traditionalist Pre -1945 62-85 Years Baby Boomer 1946-1964 43-61 Years Generation ‘X’ 1965-1980 27-42 Years Generation ‘Y’ 1981- 2000 8-27 Years (From CSTD’s ‘Canadian Learning Journal’ – Vol 11 No.2 – Fall 2007)

25. Traditionalist Structured traditional classroom environ’t; Learning that is one-way-directed – facilitator to learner; Learning that’s linked to achieving organizational goals and role account- abilities. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL Learning Preferences

26. Boomers Interactive / group learning with peer sharing; Learning that allows for practice before returning to the job; Learning that ups organizational value of the learner. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL Learning Preferences

27. GenXers Flexible, JIT learning using technology; Learning by doing – action learning, alone or in group; Dynamic, skill-based learning, linked to upping individual’s internal and external marketability. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL Learning Preferences

28. GenYers Edu-tainment (education through entertainment); Team learning through technology; Learning that is linked to making money and to learner’s interests. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL Learning Preferences

29. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL In his book, ‘Future Consumer’, author Frank Feather identifies similarly-dated generational groupings, and considers their impact on the consumer and corporae goods markets. ‘Traditionalists’ - sub-divided into: ‘Telegraph-era great grandparents’ (6 % of today’s market) ‘Radio-era grandparents’ (16 % of the market)

30. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL Baby Boomers: ‘TV-era parents’ (30% of market) GenXers: ‘MTV-era Kids of the Boomers’ (20% of market) GenYers: ‘PC-era Children of the Web’ (28 % of market)

31. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL 'Feather's Futures' Refer to pg. 156 for Frank’s listing of consumer market predictions. - Just one man’s view, but interesting.

32. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL FUTURE PULL: PROCESS

33. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL In management terms, the concept of Future Pull means having the organization’s vision drive its growth and development. Future Pull allows you to supplement the description of the organization’s future state (“Here’s where we want to be”) . . . . . . with the identification of its emotional intelligence (“Here’s how we want to feel”).

34. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL We will be the highest volume sales group in the country. We will feel successful, proactive and highly supportive of each other’s efforts. FUTURE PULL: PROCESS 1. Identify future feelings: For each element of the future state, dialogue with the team and identify corresponding feelings, e.g.:

35. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL We need to set targets for performance; We need to hold daily team meetings to help each other out. FUTURE PULL: PROCESS 2. Identify Behaviours Needed: For statements of feelings, identify the behaviours needed to achieve those feelings, e.g.:

36. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL We believe in the ability of all of our team members to excel; As a team, we believe in giving each other the support needed to perform well. FUTURE PULL: PROCESS 3. Link to Values: Make linkages to the future values that will be held dear, and make operational in the organization, e.g.:

37. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL We know where we’re going - we share a common vision Each person has a part, and leadership is shared We work together in open, trusting, cooperative teams We know how to innovate, solve problems, and create new opportunities together. MASTERING THE FUTURE To master the future, the organization’s people must be able to say:

38. 'Realizing' THE POWER OF FUTURE PULL

39. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL “We can really only change one person - that is, ourselves. We may, however, influence others to change as a result of our changes” “Create in your mind a pattern of looking for positive aspects in your life and, particularly, in the future you envision: You can develop a picture that acts as a magnet and draws you into the future” On 'Realizing' Future Pull In ‘Positive Psychology’, Martin Seligman, a top US psychologist and writer, identifies two key points on making Future Pull become real at the individual level: ISBN 0-471-45906-2 John Wiley & Sons, Hoboken, NJ

40. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL 'Future Pull' Applied George Bernard Shaw believed: “The true joy in life is being used for a purpose that you yourself recognize as a mighty one; then ending up being thoroughly worn out before you’re finally thrown out on the scrap-heap of history – being a force of nature rather than a feverish, hapless, selfish clod, complaining that the world will not devote itself to making you happy”

41. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL 'Future Pull' Applied Master cellist Pablo Casals (1876 – 1973) was once asked, "How are you able to play the cello with such magnificence?" Casals replied, "I hear it before I play it."

42. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL 'Future Pull' Applied ‘Vision gives me a line to the cup just as clearly as if it’s been tattooed on my brain. With that feeling, all I have to do is swing the clubs, and let nature take its course” Jack Nicklaus World-Class Golf Champion

43. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL 'Future Pull' Applied Pole-vault champion John Uelses, first man ever to clear 16 ft (1962) relied on a vivid image of winning to spur his performance each time.

44. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL 'Future Pull' Applied John Mahoney, famous actor, spent the first 37 years of his life doing “what other people wanted me to do” (i.e., not on the stage), and was miserable. When he finally acknowledged that acting was his purpose in life, he committed himself to it wholeheartedly. He today has one of the busiest careers in Hollywood, and says, “I’m now doing what I want with my life, and I’m happy!”

45. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL "I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the Moon and returning him safely to the Earth. No single space project...will be more exciting, or more impressive to all of mankind, or more important and none will be so difficult or expensive to accomplish” J F Kennedy 12 September, 1962 “One small step for man; One giant step for mankind” Neil Armstrong July 20, 1969

46. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL Steve Jobs & Steve Wozniakthe co-founders of Apple Computers committed them- selves to a unique vision: “To change the world by empowering individuals through the medium of personal computing technology” Their vision became not only the driving force of the organization, but the primary criterion to make decisions by. Choices at Apple are made not just ‘by the book’, but by the vision. The pull of the future in this way takes precedence over the past.

47. 'Even Eagles Need a Push'

48. 'Even Eagles Need a Push'

49. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL WORKSHOPS

50. MLCP: The Business of Tomorrow MODULE 9: FUTURE PULL Workshop #3: What Will It Look Like? Please spend the next twenty mins. working individually to respond to pages 153-154.