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How to use technology to make our planet more sustainable, not less

How to use technology to make our planet more sustainable, not less

Article by Wayne Visser

Part of the Sustainable Innovation & Technology series for The Guardian.

Investment is booming in clean and green technologies. But can they be implemented quickly enough to meet current challenges?

The controversial demographer Paul Ehrlich distilled the essence of his somewhat apocalyptic 1968 book, The population bomb, into a simple equation: impact (I) = population (P) x affluence (A) x technology (T). Twenty years later, Ray Anderson, the sustainability pioneer and then-CEO of Interface, asked the question: what if it were possible to move T to the denominator, so that technology reduces, rather than increases, impact on the environment and society?

Anderson’s challenge is the Apollo mission of the 21st century – a near impossible project that, if achieved, will inspire generations to come. The only difference is that achieving a sustainable technology revolution – let’s call it Mission SusTech – is playing for much higher stakes than JF Kennedy’s space race. Failure is an option and it’s called “overshoot and collapse”.

The good news is that Mission SusTech is well underway. This article is the first in a series that will spotlight trends, breakthroughs, cases and lessons on the development and transfer of sustainable technologies around the world. But be warned: it won’t focus on the latest touted miracle technologies but on the challenges of sharing, implementing and bringing to scale existing sustainable technologies.

What are the trends?

Not only is technological innovation booming, but it is rapidly shifting towards sustainable solutions. For example, many of the World Economic Forum’s top 10 most promising technologies have a clear environmental and social focus, such as energy-efficient water purification, enhanced nutrition to drive health at the molecular level, carbon dioxide (CO2) conversion, precise drug delivery through nanoscale engineering, organic electronics and photovoltaics.

The 2012 Global Green R&D Report found that private investments in clean technology and green economic and commercial solutions reached $3.6tn for the period 2007-2012. This included more than $2tn in renewable energy, $700bn in green construction, $241bn in green R&D, $238bn in the smart grid and $231bn in energy efficiency.

For specific clean energy technologies – including wind, solar and biofuels – the market size was estimated at $248bn in 2013 and is projected to grow to $398bn by 2023, according to the 2014 Clean Energy Trends report. Biofuels remain the largest market ($98bn), followed by solar ($91bn) and wind ($58bn). In what Clean Edge hails as a tipping point, in 2013 the world installed more new solar photovoltaic generating capacity (36.5 gigawatts) than wind power (35.5 GW).

This rapid growth is being fuelled by significant investment in research and development and breakthroughs in sustainable technologies, as indicated by a spike in patent applications.

According to the World Intellectual Property Organization (WIPO), more patents have been filed in the last five years than in the previous 30 across key climate change mitigation technologies, or CCMTs (biofuels, solar thermal, solar photovoltaics and wind energy). While the average global rate of patent filing grew by 6% between 2006 and 2011, these CCMTs have experienced a combined growth rate of 24% over the same period.

Contrary to what some may think, emerging markets cannot automatically be assumed to lag on sustainable technological innovation. China and the Republic of Korea have filed the most patents in recent years across all four CCMT technology areas, while in solar PV, the top 20 technology owners are based in Asia.

What does the future hold?

The sustainable technology innovation wave is only just building. Research by McKinsey shows that improvements in resource productivity in energy, land, water and materials – based on better deployment of current innovative technologies – could meet up to 30% of total 2030 demand, with 70% to 85% of these opportunities occurring in developing countries. Capturing the total resource productivity opportunity could save $2.9tn in 2030.

We are living through the birth of what David King, director of the Smith School of Enterprise and the Environment at Oxford University, calls “another renaissance” in the industrial revolution: “Human ingenuity is the answer”, says King.

“We created the science and engineering technological revolution on which all our wellbeing is based. That same keen intelligence can point to the solutions to the hangover challenges and this requires nothing less than another renaissance.”

 

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[button size=”small” color=”blue” new_window=”false” link=”http://www.waynevisser.com/wp-content/uploads/2014/01/article_sustech1_wvisser.pdf”]Pdf[/button] How to use technology to make our planet more sustainable, not less (article)

Related websites

[button size=”small” color=”blue” new_window=”false” link=”http://www.waynevisser.com/books/the-quest-for-sustainable-business”]Link[/button] The Quest for Sustainable Business (book)

[button size=”small” color=”blue” new_window=”false” link=”http://www.csrinternational.org”]Link[/button] CSR International (website)

Cite this article

Visser, W. (2014) How to use technology to make our planet more sustainable, not less. The Guardian, 16 July 2014.

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Appointment as Chair of Sustainable Business

Press Release

Dr Wayne Visser, accomplished writer, speaker and lecturer in the area of corporate responsibility and sustainability and innovation, has joined the University of Pretoria’s Gordon Institute of Business Science (GIBS) as the Transnet Chair of Sustainable Business. The Chair was created with generous funding from Transnet SOC through the Transnet Programme in Sustainable Development (TPSD).

Dr Visser will teach sustainability on the GIBS MBA programme as well as deliver an elective focused on innovation for future fitness. As Chair of the programme, Dr Visser will be dedicated to developing the reach and impact of sustainability-related education and research within the business school.
“It is a great honour to be selected as the first Transnet Chair of Sustainable Business,” says Visser. “I look forward to contributing to the profile and authority of sustainability-related educational activities within the school and the South African business community. My focus for the next year will be on mainstreaming sustainability and encouraging learning from best practice around the world.”

Dr Visser is director of the think tank Kaleidoscope Futures and founder of CSR International, where he consults to and conducts research for organisations like the IFC, World Bank, UNEP, the Wikirate project and GeoWel Research. In addition, Dr Visser is senior associate at the University of Cambridge Programme for Sustainability Leadership and adjunct professor of Sustainable Development at Deakin Business School in Australia. Before obtaining his PhD, he was director of Sustainability Services for KPMG where he established a new consulting and assurance department within KPMG.

Commenting on Dr Visser’s appointment, Professor Nick Binedell, dean of GIBS, said, “Dr Visser brings a dynamic agenda of business scholarship, interdisciplinary and innovative teaching experiences, and expertise in the areas of corporate responsibility and sustainability, all of which enrich and complement GIBS’ mission to significantly improve the competitive performance of individuals and organisations through business education.”

In May 2008, using funding from Transnet, GIBS established its first academic programme in sustainable development: the Transnet Programme in Sustainable Development. According to Claire Thwaits, senior programme manager for the TPSD, the purpose which is to look at collaboration and pressing sustainability issues within business. She says, “GIBS is looking to deepen thought leadership and knowledge around specific issues that are changing the way businesses operate. We are trying to instil in the people who walk through our doors, be they students or delegates, that the economy is interdependent with society and the environment and that sustainability is based on all three of these independent variables. We focus very strongly on leadership and corporate citizenship. Looking at the role business has to play in society is very much a part of our focus area in terms of creating future leaders.”

Dr Visser is the author of 19 books, including “CSR 2.0” (2013), “The Quest for Sustainable Business” (2012), “The Age of Responsibility” (2011), “The World Guide to CSR” (2010) and “The A to Z of Corporate Social Responsibility” (2010). He is a guest columnist for The Guardian newspaper and has delivered more than 250 professional speeches all around the world, with his work taking him to 68 countries in the last 20 years, giving GIBS an important international perspective into the field of sustainable development.

Source: GIBS

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Art 2013

Click on the thumbnail images to view the pictures in the gallery

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Adventure (Quote)

Adventure

“There are moments when suddenly our eyes blink open and we recapture the excitement of living. Life becomes an adventure and we, adventurers.” – Wayne Visser

 

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To survive in a volatile world businesses must build in resilience

To survive in a volatile world businesses must build in resilience

Article by Wayne Visser

Part of the Unlocking Change series for The Guardian.

In a changing world it is not the fittest who will survive; it is the most adaptable.

If you have landed on this page wearing your superhero outfit – and I admit, I may be partly to blame – I’m going to have to ask you to remove your mask, cape and tights now. Don’t get me wrong, when the world needs saving and I’m done paying off my mortgage and carrying out the trash, I’ll be the first one to dial-a-superhero. But in the meantime …

You see, the world has this nasty habit of changing without our permission; in fact, without us having so much as poked it in the eye. And so we – as individuals, organisations or whole nations – often find that we are no longer the agents of change, but rather its victims. Change happens! And we are left somewhere between mildly irritated and battling for our very survival.

According to Business Week, the average life expectancy of a Fortune 500 company is between 40 and 50 years. One-third of the Fortune 500 companies in existence in 1970 had vanished by 1983 – acquired, merged, or broken to pieces. Looking across the full spectrum of companies, large and small, the average life of companies may be as low as 12.5 years.

Can we really afford to talk about long-term sustainability, when short-term survival is so hard to achieve? The sobering fact is that we face a future in which saving the world may have to wait, while we save ourselves first. Chances are, we will even have to give up the smooth and swanky practice of sustainability, while we get down and dirty in the trenches of rough, rude resilience.

The bad news is that our silky green spandex outfits are probably not going to survive the trip. The good news is that resilience can be learned and planned for in advance. In a world of increasingly volatile sustainability challenges, there are five strategies for resilience that can dramatically increase our chances of survival when the waves of disruptive change come crashing in. They are to: defend, diversify, decentralise, dematerialise and define.

A defensive strategy can take on many forms, the most obvious of which is to insure against catastrophe, whatever form that may take. This only works if the crash is not systemic, but it is a good start. Other tactics include having a crack-squad of trouble-shooters trained to respond in times of crisis, and building up reserves for the proverbial rainy day, which may turn out to be a tsunami.

A diversification strategy applies to people, products and markets. For example, if you bet your corporate life on being a fossil fuel company, rather than an energy company, or if you are locked into a local market without any global investments, you are highly vulnerable. Likewise, if you hire an army of clones, your lack of diversity will leave you brittle in the face of change.

A decentralisation strategy is based on the same rationale that inspired the Internet. By decentralising information and building in redundancy on local servers, the internet is far less vulnerable to being taken out in a single hit. In the same way, by decentralising operations, infrastructure and solutions – as with decentralised energy for example – we can be better prepared to cope with disruption.

A dematerialisation strategy means moving to an industrial model that reduces dependency on resources. The only viable way to do this in the long term is to shift to renewable energy and to optimise the circular economy. Hence, anything we can do to decouple economic growth from environmental impacts is a step in the direction of greater resilience.

A defining strategy is about giving people a purpose to believe in. Victor Frankl, survivor of four Nazi concentration camps and psychiatric author of Man’s Search for Meaning, gives compelling evidence that our resilience under extreme circumstances often comes down to having an existential belief about something worth living for. Can sustainability offer us this compelling cause?

By pursing these five resilience strategies, individuals, organisations and even countries will be much better placed to endure the creative destruction to come. However, preparing for change is not the same thing as surviving it. Resilience is not a strategy, but an ability – one which is shaped and tempered in the fire of extreme experience.

At its heart, this ability to be resilient is about adapting when everything around us is changing – like an aspen tree. Aspen forests are able to survive frequent avalanches that literally flatten them. The trees survive and spring back up because they have an interconnected network of underground roots and their trunks and branches are highly pliable.

This brings us back full circle to the message of my first article on unlocking change, namely that the secret to transformational change in the world is connectivity – to which we can now add that dexterity is also absolutely critical. After all, Darwin never claimed that the fittest would survive, only the most adaptable.

 

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[button size=”small” color=”blue” style=”download” new_window=”false” link=”http://www.waynevisser.com/wp-content/uploads/2014/01/article_unlocking_change5_wvisser.pdf”]Pdf[/button] To survive in a volatile world businesses must build in resilience (article)

Related websites

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.waynevisser.com/books/the-quest-for-sustainable-business”]Link[/button] The Quest for Sustainable Business (book)

[button size=”small” color=”blue” style=”tick” new_window=”false” link=”http://www.csrinternational.org”]Link[/button] CSR International (website)

Cite this article

Visser, W. (2013) To survive in a volatile world businesses must build in resilience. The Guardian, 28 October 2013.

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2014 Calendar – Recent & Upcoming Events

January 2014

14-15 January: Bordeaux, FRANCE – Corporate Sustainability & Responsibility (MBA course lectures, Kedge Business School)

February 2014

18 February: Cape Town, SOUTH AFRICA – Sustainable Design & Technology: “Eco-innovation” (Cambridge Programme for Sustainability Leadership)

20 February – 1 March: Johannesburg, SOUTH AFRICA – Sustainable Business (MBA course lectures, Gordon Institute of Business Science)

March 2014

6 March: Guadalajara, MEXICO – Sustainability Innovation & Change Management (Department of Entrepreneurship and Innovation, Tecnológico de Monterrey Campus Guadalajara)

7 March: Guadalajara, MEXICO – Strategies for making  your business  Future Fit (Department of Entrepreneurship and Innovation, Tecnológico de Monterrey Campus Guadalajara)

7 March: Guadalajara, MEXICO – The Art and Practice of Sustainability Leadership (Department of Entrepreneurship and Innovation, Tecnológico de Monterrey Campus Guadalajara)

11 March: Ghent, BELGIUM – CSR is Failing: How Can We Make it Succeed? (Keynote speech, Flemish CSR Association)

12 March: Amersvoort, NETHERLANDS – Beyond CSR 2.0: From Responsibility to Resilience (Keynote speech, Beyond CSR)

20 March: Cambridge, UNITED KINGDOM – Sustainability Codes and Standards: Influential or Impotent?  (MSt lecture, University of Cambridge Programme for Sustainability Leadership)

April 2014

23 April: London, UNITED KINGDOM – CSR Survives: But Can it Thrive? (Keynote speech, Net Impact).

May 2014

5 May: Cambridge, UNITED KINGDOM – Visions of a future-fit world: safe, shared, smart, sustainable & satisfying (Lecture, University of Cambridge Institute for Manufacturing)

7 May: Vienna, AUSTRIA – Moving ahead with technology (Presentation, UNEP-UNIDO Eco-Innovation workshop)

13 May: Melbourne, AUSTRALIA – Creating Shared Value: Revolution or Clever Con? (Speech, Deakin Business School Alumni Network)

13 May: Melbourne, AUSTRALIA – The Art and Practice of Sustainability Leadership (Lecture, Deakin Business School Faculty Seminar)

22 May: Seoul, SOUTH KOREA – Strategies for Surviving and Thriving in the Future (Keynote speech, KOSRI)

28 May: Johannesburg, SOUTH AFRICA – Your Future Fitness as a Leader & Transforming your Organisation (Dimension Data programme run by Gordon Institute for Business Science)

29-30 May: Harare, ZIMBABWE – CSR 2.0: Beyond CSV and CSR 1.0 (Keynote speech, Regional Centre for Social Responsibility, CSR Indaba)

June 2014

5-8 June: Johannesburg, SOUTH AFRICA – Innovation for Future Fitness (MBA course lectures, Gordon Institute of Business Science)

July 2014

10 July: Cambridge, UNITED KINGDOM – Sustainability Codes and Standards (Postgraduate Certificate in Sustainable Value Chains, University of Cambridge Institute for Sustainability Leadership)

10 July: Cambridge, UNITED KINGDOM – Leadership for Change (Postgraduate Certificate in Sustainable Value Chains, University of Cambridge Institute for Sustainability Leadership)

August 2014

5 August: Cambridge, UNITED KINGDOM – Sustainable Design and Technology: Eco-Innovation (MSt course lecture, University of Cambridge Institute for Sustainability Leadership)

28 August: Ann Arbor, USA (delivered virtually) – The Future of Business: How to Survive and Thrive in a Climate Constrained World (Webinar, Omnex).

September 2014

16 September: Buenos Aires, ARGENTINA (delivered virtually) – Beyond CSR to CIV: Creating Integrated Value (keynote speech, AgendaRSE).

18 September: Cambridge, UNITED KINGDOM – The Quest for Sustainable Business (MSt course lecture, University of Cambridge Institute for Sustainability Leadership)

19 September: Cambridge, UNITED KINGDOM – Strategies for Making your Business Future-Fit (MSt course lecture, University of Cambridge Institute for Sustainability Leadership)

October 2014

3 October 2014: Colombo, SRI LANKA – The Art and Practice of Sustainability Leadership (Keynote speech, CSR Conference, CSR Sri Lanka).

17 October: Johannesburg, SOUTH AFRICA (delivered virtually) – Futures Thinking (Global Executive Development Programme lecture, Gordon Institute for Business Science)

23 October: Cambridge, UNITED KINGDOM – Being an Effective Change Agent (MSt course lecture, University of Cambridge Institute for Sustainability Leadership)

November 2014

21 November: Moscow, RUSSIAN FEDERATION – CSR 2.0 in the context of modern challenges (Keynote speech, Conference on Philosophy and Culture of Social Responsibility, Moscow State Institute of International Relations)

26-29 November: Stockholm, SWEDEN – Sustainable Development & CSR (MBA lectures, Stockholm School of Economics SSE Riga)

December 2014

3-5 December: Bordeaux, FRANCE – Corporate Sustainability & Responsibility (MBA lectures, Kedge Business School)

8-12 December: Quito, ECUADOR – Creating Shared Value: Beyond CSR and CSV (Part of CSR Week, Hexagon / S2M).

Bookings

For more background information, see my speaking and lecturing profile.

To book a keynote speech, lecture or training event, please use the Contact form.

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