Big Ride on 28 April 2012

Let's get serious about the low carbon economy. 58% of people in the Netherlands regularly ride bikes. In my view, the UK needs serious investment in wide ranging and integrated infrastructure to wean us off total addiction to private motor vehicles. Where by and large this is seen by the majority as a default entitlement regardless of the impact and real need.

Classic investment sales approach required?

Future diverse, affordable and resilient energy provision
I'm all for weaning us off our total reliance on current forms of fuel/supply and in particular those used for much of our electricity generation and distribution. Furthermore, I believe it is critical for a resilient and stable future for generations that come after us.


The Desertec vision is to be applauded and although ambitious it can revolutionise energy and politics in the region;  benefits from playing and winning at such a technology challenge go far beyond building and utilising industrial production and securing a more diverse and resilient energy base.

annotated DiiDesertEnergy - market development digram

Historical context
I realise that the diagram is simply indicative and not to scale. The fundamental flaws in high upfront investment for long-term private sector returns haven't changed from the time private companies created railways all over the UK in the 19th century - and then went bust later.


In the UK, there is a long list of these optimistically based projections to attract investment and achieve great results. The Channel Tunnel and the Channel Tunnel Rail Link in the past have on the whole been great for those involved in constructing and operating the facilities but not great for the people who were the ultimate providers of funds - certainly against the original business cases.

Maybe I'm reading too much into this schematic but the 'investment' case looks quite weak, even before it touches reality, unless you are a utility, technology or manufacturing company.  Based on the above schematic published by DiiDesertEnergy on 5 January 2012 

• despite a circa 40% increase in the market price for electricity by 2050,  
• ignoring the substantial displacement in cashflows that will crucify any estimates of Net Present Value
• and making no particular statements on risks; for example on demand from cutting massive waste, introducing smart grids and off grid supplies. 

the long-term payoff for the 'mean' cost line for the range of technology specific renewables considered is a mix of

• a 'self sustaining market' for the manufacturing and technology companies and other institutions who form Dii, Medgrid and other and who are presumably the main beneficiaries from the intellectual property derived from these proposed investments made over the next 15-20 years
• (1) substantial loss on 'investment' in most cases or (2) massive taxpayer contribution (subsidy) towards any return for investors; if 2) occurs which is most likely what reward does the taxpayer receive and what real risk are the other 'investors' taking to achieve their return

Honesty in future returns
Do we really weigh up the pros and cons of this type of long-term investment with an honest appraisal of doing nothing? The opportunity lost from not investing in infrastructure rather than simply the opportunity lost in the use of capital against other uses of that capital. Surely, the functional and engineering success that is Sir Joseph Bazalgette's (and his teams) London sewer network legacy arises from a tremendous foresight, commitment and passion in knowing what great looks like rather than any prediction of the short-term return on investment. 


NB What I like most about the Dii diagram is its honesty - there will be certain technology specific renewables that will be real 'dogs' in terms of an investment proposition and unfortunately we will have no idea what they will be or why. But that is life..

A great case for investing in long-term sustainable and predictable energy from Tidal range (and stream) sources
Given the tidal power technology 

• exists/works well, 
• benefits arising fairly predictable and 
• any environmental impact relatively benign and probably on balance positive to the overall ecology (unless undue weight is given to unscientific and emotionally based avian chirping from organisations that should frankly know better) 

we should have the bottle as a country to go for a Severn and Mersey tidal power (barrage) schemes as a minimum. 
Which leader will back that idea? It would certainly hot up the debate about what we need to do, and the choices that must be made, as a nation to really address the economic, social and behavioural challenges it will take to be a leading and affordable low carbon economy that's fit for a sustainable future.


NB 
Desertec stands for the overall vision of supplying a large part of the world with sustainable power, by tapping the energy potential of the desert. Dii (launched as "Desertec Industrial Initiative") is a private industry consortium working towards enabling this vision in Europe, the Middle East and North Africa (EUMENA)


Photostream http://www.flickr.com/photos/diidesertenergy/ 
Dii market development graphic http://www.flickr.com/photos/diidesertenergy/6635132251/
Dii indicative map of sites http://flic.kr/p/9t1AiG 

The ICE toolkit for a developing world is online now and available for all to see

What exactly is the toolkit?

The toolkit is an open-source set of materials and ideas to help engineers plan and deliver infrastructure for international development, poverty alleviation and the UN Millennium Development Goals (MDGs). It's a first in the civil engineering field and the work of ICE Past President Paul Jowitt and his Apprentices.

How can you access it?The full toolkit is now freely available to all engineers worldwide. For more information on the toolkit, please email apprentices@ice.org.uk

"Engineering is at the heart of most human endeavour, and to integrate it in this way to specifically address the problems of the developing world is admirable and to be encouraged. I salute this brilliant and original idea." 

Bill Nighy, Actor and Oxfam Global Ambassador

The cards on sustainable infrastructure are particularly clear about the challenge we need to help address to ensure access to clean water, sanitation and hygiene.

Source: Morella, Foster and Banerjee 2008

Innovation Studies Centre - note and links

'The Innovation Studies Centre (ISC), conducts research on the innovation process from knowledge creation to commercialisation.'  It aims to influence policy and practice by working at the inter-face of science, engineering and business management..


'Innovation has never been more important as organisations face fierce global competition, rapidly developing technologies and diminishing world resources.

Led by Professor David Gann, the ISC was established in 2003 at Imperial College London and funded by the EPSRC (Engineering and Physical Sciences Research Council), to develop, test and launch new research projects and programmes.'

Meeting Essentials - good practice

PLAN
Make sure your meeting has
- a purpose and is necessary
- the right people - who need to be there
- an agenda in advance - with clear timings including the start and end times++
- people with clear roles for chairing, note taking and time keeping

DO
Meetings must
- start on time
- have action points recorded and distributed promptly
- stop when the purpose is achieved
- lead to positive, timely action and outcomes

CHECK and ACT
Individually we can all help :
- Arrive 5 mins early
- Be committed and involved – use our values
- Keep the meeting on topic – all other things are offline
- Leave the room as you would expect to find it

Learning - chinese proverb

"Tell me and I'll forget;

show me and I may remember;

involve me and I'll understand."

Alternative ....in terms of Personal Learning Journals

I hear and I forget

I see and I remember

I write and I understand

Analysts: 'The recession has ended'; the continuing revolution

I really don't think we have seen the full impact of the major structural changes that are continuing to be necessary to address issues arising from the internet and climate change; reduced transaction costs impacting on supply and demand challenged through optimising/prioritising energy and water use.

During the 'debt decade', as I believe we are stuck in, we will have to learn to severely curtail our expenditure to pay off the excess of the past, and that may help us set off on the right path. It is going to mean a radical change in leadership, expectations and behaviour to make sure the UK pulls through which I'm not sure many of us fully realise and the government its really in a position to be too open about.

For me we need to be really taking out waste in the economy - including excessive consumerism, inefficient energy cycles and unfettered long distance travel - plus we need to put more detailed thought into the full life cycle cost of assets and services. At the same, we have processes and organisations which need radical overhaul; e.g. aspects of local government which is by anyone's measure in need of becoming more efficient and effective and simpler to access.

This implies revolutionary change in employment models, forms of employment itself, our use of transport modes and in our wider economic activity internally and globally. We are ill prepared for this change as we know as little about the direction of travel and the means to get there as people did at the start of the industrial revolution!

The good news is that I believe the UK has many strengths in our favour;
- a temperate maritime climate in a relative benign region free from material, sudden climatic and seismic events
- a reasonably secure source of potential future energy and fresh water supply
- a free-ish market based and educated democracy that values participation in society
- being on a naturally attractive and fertile island!

Reaching your potential - Robert Kaplan (HBR)

Key ideas from the Harvard Business Review article by Robert S. KaplanThe Idea in Brief

Despite racking up impressive accomplishments, you feel frustrated with your career--convinced you should be achieving more. You may even wish you had chosen a different career altogether.

These feelings often stem from a common error: buying into others' definitions of success. To reach your potential, Kaplan suggests taking a deeply personal look at how you define success:

Begin by recognizing that managing your career is your responsibility. Then, follow these three steps:

Know yourself by identifying your strengths and weaknesses and the activities you truly enjoy doing.

Excel at the activities critical to success in your desired role.

Demonstrate character and leadership by putting the interests of your company and colleagues ahead of your own.

100 day plan - Share your dreams and let others help you with the interpretation! Confucius

Every company has tonnes and tonnes of data, but they are all asking the same questions. Information and knowledge are table stakes. Insight and foresight win.

In other words, don't ignore the spreadsheets and marketing studies but figure out ways to go beyond them. "We're all swamped in information. What we're looking for is ideas. We're trying to get to the future first."

'Fail Fast, Learn Fast, Fix Fast'

Success is inversely proportional to the time spent doing Strategic Planning. The further one gets from Head Office the more likely we are to have a 100 day planning process.

Feel like Family - Play like a Team - be Demanding & Caring

Power and the Passion

Kevin Roberts - CEO Saatchi and Saatchi

In an age where people can go from 'Hero to Zero' overnight, people can get Nobel Prizes for power point and we are burdened by loads of stifling and dysfunctional matrix management.

We need to be in the ACTION business
...and get focused on doing stuff...... it is time to act.

The role of business needs to be to make the world a better place, to have inclusive capitalism and be creators of self-esteem, to give hope, dreams and success a chance.

Professional vs Amateur Winners

Consider 'Winners never quit, quitters never win'

there is always a burden of expectation, drive created by an individual inspired by challenge, to outperform we may need to consider the skills in schools and types of leadership that will enable 'out performance'.

Miles Templeman, IoD Annual Convention, London. April 2008

Leadership is the art of accomplishing more than the science of management says is possible

...a leadership primer of eighteen lessons from General Colin Powell, Chairman (Ret), Joint Chiefs of Staff and former U.S. Secretary of State.

Lesson 1: "Being responsible sometimes means pissing people off."
Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at your actions and decisions. It's inevitable, if you're honorable. Trying to get everyone to like you is a sign of mediocrity: you'll avoid the tough decisions, you'll avoid confronting the people who need to be confronted, and you'll avoid offering differential rewards based on differential performance because some people might get upset. Ironically, by procrastinating on the difficult choices, by trying not to get anyone mad, and by treating everyone equally "nicely" regardless of their contributions, you'll simply ensure that the only people you'll wind up angering are the most creative and productive people in the organization.

Lesson 2: "The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership."

Tom Peters - Management by Wandering Around WBWA

Slides from Tom Peters on.... Eight Basics
Strategy, EXCELLENCE, Kevin Roberts' Credo, Success is a function of..., Hard is Soft, Soft is Hard
more at http://www.tompeters.com/slides/special.php

Tom Peters - Try It!

Extract from Tom Peter's master powerpoint slides.
more at http://www.tompeters.com/

Tom Peters - EXCELLENCE. BEDROCK. LEADERSHIP.

Extract from Tom Peter's master powerpoint slides.
see Tom Peter's website and http://blogs.ft.com/management/

Creating inside tracks - managing business relationships

every executive needs ...

• a relationship network in place when the time for action comes
• the instinct to find shortcuts into the market place
• the knowledge and experience to sort out blockages and problems
• plus the ability to be positive and keep smiling at all times!

"for god's sake be interesting" Paul Cautley CMG DL - D Group Founder

Humphrey Walters - other quotes

'Think in ink'
Safety, Happy, Fast
Crisis team focus challenge and motivation 'look for the gap in the waves' -the way ahead

Leadership is about
- game of increments
- ruthless simplicity
- no dumb ideas

Management need to
- look after resources
- give hope
- show the way ahead; examples crack in the ice, waves
- think outcomes
- plan 'decompression' (post key challenge/success) - model it

Fear...
- is only temporary
- if you give in - it will last for ever

Individuals in a team will make the difference
- thinking correctly under pressure
- goodbye to the normals

Ultimate motivator - Go out and Make things Happen

People will

• fight for a right

but will

• die for a cause

........to make (their) world a better place

from Sunday Telegraph 30/12/06

.......

What irks Mr Walters is that much of the wisdom acquired during the Woodward reign at Twickenham is now being ignored. "It's very important to examine success," he says.
"There was no proper debrief after winning the rugby World Cup. Reports were written but they didn't ask for the view of some people on the bench, the groundsman, the bag man.

"Everybody looks at things differently and every view is just as important because it's a game of inches. Everybody brings an inch. It's about sticking them together." Mr Walters cites an example of how knowledge from the Woodward era has been jettisoned. "One of the things we did was to change our kit at half-time. Now it's not happening, or at least some players do and some don't. I noticed Pete Sampras changed his shirt on Centre Court, particularly when he was down. It was like saying to his opponent: 'Listen, mate, this game's just started for me.' So, when we ran out for the second half the opposition must have felt: 'Bloody hell, this is a new team.' The players also felt better, and if they'd had a bad first half it was like dumping that in the waste bin."

Such attention to detail was a crucial element in England's World Cup triumph. Sir Clive was dispatched to study training methods with the Denver Broncos, the American football club, while the players learnt about teamwork from the Royal Marines.

But underpinning everything was a sense of mission. "I said to Clive that we could do all this stuff but if we don't have the hearts and minds of the players then it's a waste of time," Mr Walters explains.
"What we had to do was create a cause, because people will fight for a right but they will die for a cause. We came up with the idea that our duty was to inspire the nation. That was our cause and everything sprung from that."

A bit of inspiration would not go amiss as another year of sporting failure beckons, though Mr Walter believes success will not come unless administrators or even the Government grasp the nettle. Leadership is the key.

"Our coaches are as good as anyone else's and we've got the players. We've got all the ingredients, and that is what is so sad. I think the general public are sick and tired of mediocrity but you can't just hope that something will happen. In business, you've got to go out and make things happen."

However this is not at any cost or just any cause - its still necessary to get a cause people will die for...

Soldier's Dream - Chris Hall

We never wish to fight
but we are willing to die
We die for a cause that's not our own
Many of us soldiers will never come home

We never wish to fight
but we die to protect your freedom
We die for a cause that's not our own
Many of us soldiers will never come home

We love our families, we love our country
We are willing to die for their protection
This is our cause, this is our own
A soldier's only dream is coming back home

Humphrey Walters - Building winning teams // followers' duties

Dream a lot – if you dream a lot, opportunities will pop out of the woodwork.
Don’t tell people that it is easy when it is not, say "It gets easy – but it’s tough to start with."

winner's code

• punctuality - be 15 mins early land, 5 mins early sea
• empathy
• 'scuttlebutt' - don’t gossip, tell them straight
• find heroes and celebrate
• Leave each problem on the ‘wave behind’ – when you have faced a challenge, let it go
• Winning is about doing 100 things 1% better, not 1 thing 100% better.

To build a better organisation, you need

• a sense of excitement
• a sense of belonging
• a sense of performance
• a sense of worth & value

If, an inspirational poem by Rudyard Kipling
Humphrey Walters used this to celebrate the English Rugby team winning the 2003 Rugby World Cup.

If you can keep your head when all about you
Are losing theirs and blaming it on you,
If you can trust yourself when all men doubt you,
But make allowance for their doubting too;

If you can wait and not be tired by waiting,
Or being lied about, don’t deal in lies,
Or being hated, don’t give way to hating,
And yet don’t look too good, nor talk too wise:

If you can dream - and not make dreams your master,
If you can think - and not make thoughts your aim;
If you can meet with Triumph and Disaster
And treat those two impostors just the same;

If you can bear to hear the truth you’ve spoken
Twisted by knaves to make a trap for fools,
Or watch the things you gave your life to, broken,
And stoop and build ‘em up with worn-out tools:

If you can make one heap of all your winnings
And risk it all on one turn of pitch-and-toss,
And lose, and start again at your beginnings
And never breath a word about your loss;

If you can force your heart and nerve and sinew
To serve your turn long after they are gone,
And so hold on when there is nothing in you
Except the Will which says to them:

"Hold on!"If you can talk with crowds and keep your virtue,
Or walk with kings - nor lose the common touch,
If neither foes nor loving friends can hurt you,
If all men count with you, but none too much;

If you can fill the unforgiving minute
With sixty seconds’ worth of distance run,
Yours is the Earth and everything that’s in it,
And - which is more - you’ll be a Man, my son!

Humphrey was speaking at annual conference. He specialises in developing high performing teams and told about his experience on the 1996-7 BT Round the World Yacht Race and working with the English Rugby team until in 2003 it won the rugby World Cup. http://www.humphreywalters.com/

Thought Leadership

According to commentators such as Elise Bauer, a distinguishing characteristic of a thought leader is "the recognition from the outside world that the company deeply understands its business, the needs of its customers, and the broader marketplace in which it operates."[2]

Leadership is deliberately causing people-driven actions in a planned way to accomplish the leaders agenda. Phil Cosby[3]

http://www.som.cranfield.ac.uk/som/cbp