An Integral Change Process for Organizations and Communities
Through Regenerative Organizations, we work with private enterprises and community agencies to support their desire to go beyond business-as-usual to embrace the triple top line, which can be stated as growing prosperity, celebrating community, and enhancing the health of all species for all time.
This fieldbook has been developed to provide the knowledge, skills, and practical tools all types of organizations can use to shift their culture, and their performance, to secure a prosperous future while preserving the natural environment and empowering their communities.
Contact us at firstname.lastname@example.org for further information.
We operate from the conviction that the current focus on regeneration and sustainability is a necessary though temporary phase in our journey to wiser and more fulfilling ways of life. We believe that organizations and communities worldwide are ready to engage in this higher purpose and that collectively we possess the ingenuity, imagination, and resources to make this happen.
Leading for regeneration is defined here as:
Development of higher levels of awareness that translate into behaviors that go beyond preserving existing natural and social resources to restoring and redesigning resources that have become depleted through overuse or misuse, while ensuring a healthy bottom line.
Regeneration calls for radical innovation, which we interpret as the capacity to do and make things in entirely new ways unconditioned by prior assumptions, whether economically, environmentally or socially. In the most successful cases, it results in a systematic, integrated, and systemic approach to everything an organization does. This is the leadership challenge that we embrace at Regenerative Organizations.
Challenges and Opportunities
While leaders in all types of organizations acknowledge a number of challenges to becoming regenerative, there have never been greater opportunities in this area. Four of the most repeated concerns we hear are:
- ‘We know we must evolve if we want to continue to be successful, but we haven’t really figured out how to do this.’Sustainability and regenerative practice are strategic goals that leading organizations have incorporated in order to remain profitable while improving their social and environmental footprint. The programs and tools contained in this book offer a detailed description of the process whereby organizations can refine their vision and their strategy in order to do well while doing right.
- ‘We are finding it hard to get buy-in from shareholders, personnel, and stakeholders on the importance and value to the organization and society of changing our operating model.’Regulatory, social, and market pressures are making it increasingly clear that integrating sustainability by design as a core operating principle is not just desirable, but a requirement for any organization that wants to keep its position as a leading and respected provider of products and services. In effect, this is fast becoming the accepted operating paradigm of the best organizations worldwide.
- ‘While we have initiated efforts to bring down our environmental footprint, develop our corporate social responsibility, and engage the community, we haven’t found the time or the tools to design and implement an integrated strategy for sustainability.’In fact, as this book shows, there are numerous tools that are making
sustainability plans and regenerative practice easier to develop, implement, track, measure, and report. ‘There are
those of us who are still skeptical about the economic viability of
implementing a sustainability plan.’
- Sustainable business development and investing in the U.S. in 2011 is estimated at 28 billion dollars, up from 20 billion in 2009, and is projected to reach 35 billion in 2014 (See Sustainability: The Next 3 to 5 years [Enviance]).
One of the companies we work with in south Florida, Dirt Pros EVS, is currently ranked as the 17th fastest growing company in Florida, and 232nd in the U.S. (Inc. 500/5000). Central to their success is their comprehensive Sustainability Plan coupled to unparalleled Corporate Social Responsibility in a highly competitive industry (see http://dirtpros.com).
Learning to Flourish while Treading Lightly
The Leading for Regeneration process is not a quick-fix recipe for regeneration
and sustainability. It is grounded in a theory of change based on two fundamental premises:
- While behaviors make change happen, they are only as good as the awareness and understanding of the systems that drive them. Therefore, regeneration
and long-term prosperity are something we must do for ourselves. They require a leadership and entrepreneurial mindset willing to radically redesign the future.
The regenerative journey, therefore, begins when an organization engages in generative conversations that lead to an understanding of its current level of
awareness of its total impact and value, and to assess its willingness and capacity to change. Once this first phase has been completed, it becomes possible to implement the research and field-based programs and tools contained here to develop an integral approach that will address the organization’s greatest priorities and aspirations.
This process serves to:
- Establish a vision and a strategy for regenerative leadership and practice;
- Assess readiness, raise awareness and build capacity; and
- Select, adopt and deploy the best tools to assess, measure, and track regenerative practices and behaviors.
By following this transformational process, organizations can thrive and play a critical leadership role by:
- Showing the way on how to prosper while having a highly beneficial impact on the broader community through a comprehensive, long-term sustainability plan;
- By demonstrating, in as little as two years, that significant revenue and market share can be derived from generating new business and sustainability-related efficiencies, new products and services; and
- Being recognized as a top-tier, trustworthy regenerative organization by shareholders, personnel, stakeholders, and society as a whole.
John Hardman, Ph.D.