Steven ten Have. Integrated Coastal Zone (Change) Management
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Integrated Coastal Zone (Change) Management by Steven ten Have, consultant and partner Ten Have Change Management, and professor of Change Management, VU University Amsterdam.
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Steven ten Have. Integrated Coastal Zone (Change) Management
- 1. SUSCOD: ICZM & ICZ(C)M INTEGRATED COASTAL ZONE (CHANGE) MANAGEMENT DEVELOPING A CHANGE APPROACH: CRITERIA AND LESSONS LEARNED NOVEMBER 6, 2013 STEVEN TEN HAVE
- 7. 7 Vision Contextual development Visionary leadership Servant leadership Rationale Effect Focus Capacity Learning experience Grand design Approach Starting point Energy Execution Interaction 6 november 2013 DISINTEGRATED
- 13. 13 6 november 2013 Viviane Reding, the EU commissioner for justice, argues that compulsion is the only way to overcome entrenched discrimination. For a whole year she has tried to cajole companies to take voluntary measures to promote more women. In March, she posted a “Women on the Board Pledge for Europe” on her website. This allows companies to promise that women will make up 30% of their boards by 2015 and 40% by 2020. Only seven companies have signed up so far. Moët Hennessy Louis Vuitton (LVMH), a French luxury-goods maker, added itself rather ostentatiously on July 12th. But cynics doubt that this owed much to the commissioner's powers of persuasion. LVMH was only pledging to do what the new French law already obliges it to. There is a powerful business case for hiring more women to run companies. They are more likely to understand the tastes and aspirations of the largest group of consumers in the world, namely women. They represent an underfished pool of talent. And there is evidence that companies with more women in top jobs perform better than those run by men only.
- 14. 14 Vision Ambition Contribution Local One size fits all Fit for purpose Focus Capacity Learning experience Global Approach Starting point Energy General program Tailored initiatives Deliverables & deadlines Readiness level 6 november 2013 IVORY TOWER
- 18. 18 Learning experience Approach Ambition Contribution Visionary leadership Servant leadership Challenge Containment 6 november 2013 Starting point Capacity COLLECTIVE FANTASY
- 20. 20 Vision Protocols Simple rules Participant Owner Fit for purpose Activities Results („nudge‟) Focus Capacity Learning experience One size fits all Approach Starting point Energy Planning Purpose Deliverables & deadlines Readiness level 6 november 2013 BUREAUCRACY
- 22. 22 Vision Protocols Simple rules Participant Owner Fit for purpose Activities Results („nudge‟) Planning Capacity Learning experience One size fits all Approach Starting point Purpose Execution Interaction General program Tailored initiatives Deliverables & deadlines Readiness level 6 november 2013 SELFISHNESS
- 25. 25 In short, quiet leadership is what moves and changes the world." 6 november 2013 "What usually matters are careful, thoughtful, small, practical efforts by people working far from the limelight.
- 26. 26 Contribution Visionary leadership Servant leadership Protocols Simple rules Owner Effect Global Local One size fits all Fit for purpose Activities Results („nudge‟) Focus Energy Planning Purpose Execution Interaction General program Tailored initiatives Challenge Containment Deliverables & deadlines Readiness level 6 november 2013 Ambition Rationale Vision Contextual development Participant Capacity Learning experience Grand design Approach Starting point