This document discusses sustainability, leadership, and change. It examines drivers of sustainability like consumer demand, stakeholder influence, and resource depletion. It uses Accenture as a case study, highlighting how the company has embedded sustainability into its culture and identified six key drivers. The document outlines challenges of managing a multigenerational workforce and need for strategic and holistic approaches to sustainability for the 21st century.

1. Sustainability: What Leadership and Change looks like ?? Philbert Suresh i-FUN (Intelligent Friends in the University Network)

5. Understanding Sustainability Leadership & Change in Accenture

11. Accenture has its accent on the future From a company based on technology and management consultancy, it has grown its GREEN fingers everywhere . Accenture is headquartered now in Dublin, Ireland in a GREEN environment Chairman of the Board is William GREEN Accenture is a Fortune Global 500 company. As of 2010, the company had more than 200,000 employees in more than 200 locations in over 120 countries. Accenture's current clients include 96 of the Fortune Global 100 and more than three quarters of the Fortune Global 500

13. The talent management and alignment challenge is compounded by multiple generations in the workforce For the first time in history, four generations are in the workforce. Each generation has distinct characteristics and necessitate specific approaches to managing talent. Tenure Silent Gen 1 (1925 – 1942) Baby Boomers 1 (1943 – 1960) Net Generation 2 (1982 – 1998) Retirement Entry into Workforce Source: 1 Howe, Neil; Life Course Associates, 2007. 2 New Paradigm – Net Generation Strategic Investigation; 2007; co-sponsored by Accenture Generation Y Generation X 1 (1961 – 1981)

14. The sheer size of the Net Generation cannot be ignored “… this generation is bigger than the baby boom itself, and through sheer demographic muscle they will dominate the twenty-first century.” — Wikinomics, Don Tapscott Source: New Paradigm – Net Generation Strategic Investigation; co-sponsored by Accenture

19. Aligning the dimensions Talent Leadership Technology and Business Processes Culture and Organisation Execution Alignment Results Strategy Informal aspects of how and with whom work gets done, foundational values, norms, assumptions Business infrastructure & mission critical processes/systems Understanding of talent needs Integrated talent management capabilities top down driven talent mindset and culture Personal effectiveness of leaders, leadership teams/groups, and governance processes Customers, value proposition, key priorities

21. Understanding what actions to take that will give the best chance of success in SUSTAINABILITY Clear direction Commitment by leaders Accountability Engaged teams Insight + Action = Successful change in SD High Performance On Track Unsustainable Off Track

24. The key imperatives - summary Challenges in SUSTAINABILITY are strategic and need a strategic response Measurement and insight to drive actions and behaviours in an organization embracing SD Aligning culture and values, operating model, SD management, and leadership Make leaders and line managers really accountable for Sustainability Apply robust value and outcome measures to understand progress in SD .

25. KEY MESSAGE International demand is high for leaders in sustainable development. IISD has pledged to make sure that Canada's new generation of leaders in sustainable development will be highly skilled and effective as they participate in policy- and decision-making Some people make things happen, some watch things happen, while others wonder what has happened ~ IISD champions sustainable development around the world through innovation, partnerships, research and communications . There is a tide in the affairs of men, Which taken at the flood, leads on to fortune.

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