赶上一波：企业生态意识的潮起潮落
我们记得某种外观商人在面对他们的第一个现实生活中的环保主义者时曾经很难躲藏起来。好像他们已经得到了外星人的生命形式 - 一些绿色泻湖的生物。毫无疑问，有些人感到受到威胁，但有些人确实感到困惑，好奇，同情：“是什么让你成为其中之一？”他们会探测。作为回答，他们可能会听到一个经历或启示的时刻，这突然使世界看起来非常不同，激励动作。
几十年后，我们看到了商业方面的类似经历的记载 - 即使是沃尔玛首席执行官李·斯科特（Lee Scott）等人，他在他公司的报告中得到了描述。recent eco-announcementas having undergone "something of a conversion."
毫不奇怪，来自各种首席执行官的“我们正在转动绿色”陈述的洪水泛滥，使行动主义界引起了人们的关注。但这也应该引起有关我们在这里要做什么以及将其完成的深入疑问。越来越多的环境和社会问题呈现出真正的业务风险和机会。真正的测试是，这些业务领导者是否超越了绿色束缚阶段的爆炸式 - 蒙基，游说并投资于真正可持续的发展形式。对我们中的人们的测试和支持他们的测试是我们的参与是否有所作为。
如果您是任何形式的环保活动家，那么您的环保主义来自何处的答案是已故的Rosa Parks。我们脑海中的链接？好吧，公园教会了几代人的一个人的力量。国会通过了最初的行动和随后的持久性的直接结果，通过了1964年的《民权法》和1965年的投票权法，这标志着法律种族隔离和剥夺权利的终点的开始。她最终获得了国会金牌的荣誉奖 - 不仅是因为她站在阿拉巴马州蒙哥马利的一辆公共汽车上，而且因为她是改变该系统的运动的关键催化剂。当今许多最有效的环境活动家都有相同的目标 - 即使他们距离实现这一目标还有很长的路要走 - 企业界似乎是一个新近可进入的进步场所。但是，如何驾驶和嵌入必要的系统性更改，因此所学到的经验教训不会迅速被遗忘？
The answers, of course, have to reflect where we've come from, and where we're going.竞彩足球app怎么下载has mapped three great waves of societal pressure impacting government and business since 1960, predominantly in the developed world. With three big waves to date, the real embedding of changes seems to come about after the social movements themselves peak -- in other words, in the downwave periods.
上风和向下波动如何工作？这是我们的看法。第一个环境浪潮在1969年至1973年之间达到顶峰，推动了政治和监管变化，例如环境保护署和联合国环境计划的形成。在从1974年到1987年进行的第一波沿海，业务主要依靠防御性，被迫遵守越来越多的规则和法规。
第二波在1988年至1991年之间达到峰值，受到臭氧洞之类的问题的刺激，并触发了一种非常不同的方法。随着环境绩效越来越多地成为市场问题，公司开始竞争。不可避免的结果是许多竞争的方法和标准浮出水面。随之而来的下浪看到了一轮融合和巩固，围绕着诸如全球报告计划，，，，ISO14001， 和SA8000。
Then the peak period of wave three kicked off in the streets of Seattle in 1999, with a focus on globalization and corporate and global governance. With this third wave, the sustainability agenda has increasingly become one ofsystemic改变。通过我们的分析，第三波始于2002年下半年，因为9/11的强烈阻力影响以及公司治理和道德规范的破坏，例如在安然和世界科姆（Enron and Worldcom）所见。这次床上用品阶段的一种症状是，这些问题越来越成为世界经济论坛和诸如世界经济论坛等组织议程的核心Clinton Global Initiative。
如果本能要实现 - 所有预测都应警告说，您可以确定的一件事是未来充满惊喜 - 到2010年左右，下一个上波将很容易检测到。我们希望它将着重于解锁创新和创造力，将企业家解决方案发展到世界巨大的挑战，并通常通过使用新的市场机制和经济工具来扩展这种解决方案。也许这些是GE首席执行官Jeffrey Immelt的关键原因Ecomagination announcementshave resonated so powerfully -- at least as presented, they fit strongly with these three emerging characteristics of the next wave.
Ultimately, as the green closet begins to shake seismically with the number of CEOs wanting to step out, the real question isn't whether business leaders are waking up to the sustainability challenges the new century will bring. If they aren't, they will lose their jobs. The question is how to react to them when they do wake up to these challenges -- how to react to the Immelts and Scotts of this world.
If they are serious, they too can help change the rules. But it will not be an immediate process. While we suggest you don't take their pronouncements at face value, we also suggest that you give them some wiggle room to steer their complex organizations through the early stages of the transition. While they do that, we should be willing to trust -- but also make sure we verify the rate and direction of change. How are CEO-level promises translating into effective everyday action? How are company-level commitments cascading into meaningful targets and incentives? To what extent is the company lobbying for the sort of market-wide incentives needed to accelerate change? In addition to these questions, anyone helping businesses change, at whatever level, should continuously ask themselves whether what they are doing is worthy of previous generations of activists -- not least the late, great Rosa Parks.
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This article has been reprinted courtesy ofGrist.org。它于2005年11月15日首次出版。
几十年后，我们看到了商业方面的类似经历的记载 - 即使是沃尔玛首席执行官李·斯科特（Lee Scott）等人，他在他公司的报告中得到了描述。recent eco-announcementas having undergone "something of a conversion."
毫不奇怪，来自各种首席执行官的“我们正在转动绿色”陈述的洪水泛滥，使行动主义界引起了人们的关注。但这也应该引起有关我们在这里要做什么以及将其完成的深入疑问。越来越多的环境和社会问题呈现出真正的业务风险和机会。真正的测试是，这些业务领导者是否超越了绿色束缚阶段的爆炸式 - 蒙基，游说并投资于真正可持续的发展形式。对我们中的人们的测试和支持他们的测试是我们的参与是否有所作为。
如果您是任何形式的环保活动家，那么您的环保主义来自何处的答案是已故的Rosa Parks。我们脑海中的链接？好吧，公园教会了几代人的一个人的力量。国会通过了最初的行动和随后的持久性的直接结果，通过了1964年的《民权法》和1965年的投票权法，这标志着法律种族隔离和剥夺权利的终点的开始。她最终获得了国会金牌的荣誉奖 - 不仅是因为她站在阿拉巴马州蒙哥马利的一辆公共汽车上，而且因为她是改变该系统的运动的关键催化剂。当今许多最有效的环境活动家都有相同的目标 - 即使他们距离实现这一目标还有很长的路要走 - 企业界似乎是一个新近可进入的进步场所。但是，如何驾驶和嵌入必要的系统性更改，因此所学到的经验教训不会迅速被遗忘？
The answers, of course, have to reflect where we've come from, and where we're going.竞彩足球app怎么下载has mapped three great waves of societal pressure impacting government and business since 1960, predominantly in the developed world. With three big waves to date, the real embedding of changes seems to come about after the social movements themselves peak -- in other words, in the downwave periods.
上风和向下波动如何工作？这是我们的看法。第一个环境浪潮在1969年至1973年之间达到顶峰，推动了政治和监管变化，例如环境保护署和联合国环境计划的形成。在从1974年到1987年进行的第一波沿海，业务主要依靠防御性，被迫遵守越来越多的规则和法规。
第二波在1988年至1991年之间达到峰值，受到臭氧洞之类的问题的刺激，并触发了一种非常不同的方法。随着环境绩效越来越多地成为市场问题，公司开始竞争。不可避免的结果是许多竞争的方法和标准浮出水面。随之而来的下浪看到了一轮融合和巩固，围绕着诸如全球报告计划，，，，ISO14001， 和SA8000。
Then the peak period of wave three kicked off in the streets of Seattle in 1999, with a focus on globalization and corporate and global governance. With this third wave, the sustainability agenda has increasingly become one ofsystemic改变。通过我们的分析，第三波始于2002年下半年，因为9/11的强烈阻力影响以及公司治理和道德规范的破坏，例如在安然和世界科姆（Enron and Worldcom）所见。这次床上用品阶段的一种症状是，这些问题越来越成为世界经济论坛和诸如世界经济论坛等组织议程的核心Clinton Global Initiative。
如果本能要实现 - 所有预测都应警告说，您可以确定的一件事是未来充满惊喜 - 到2010年左右，下一个上波将很容易检测到。我们希望它将着重于解锁创新和创造力，将企业家解决方案发展到世界巨大的挑战，并通常通过使用新的市场机制和经济工具来扩展这种解决方案。也许这些是GE首席执行官Jeffrey Immelt的关键原因Ecomagination announcementshave resonated so powerfully -- at least as presented, they fit strongly with these three emerging characteristics of the next wave.
Ultimately, as the green closet begins to shake seismically with the number of CEOs wanting to step out, the real question isn't whether business leaders are waking up to the sustainability challenges the new century will bring. If they aren't, they will lose their jobs. The question is how to react to them when they do wake up to these challenges -- how to react to the Immelts and Scotts of this world.
If they are serious, they too can help change the rules. But it will not be an immediate process. While we suggest you don't take their pronouncements at face value, we also suggest that you give them some wiggle room to steer their complex organizations through the early stages of the transition. While they do that, we should be willing to trust -- but also make sure we verify the rate and direction of change. How are CEO-level promises translating into effective everyday action? How are company-level commitments cascading into meaningful targets and incentives? To what extent is the company lobbying for the sort of market-wide incentives needed to accelerate change? In addition to these questions, anyone helping businesses change, at whatever level, should continuously ask themselves whether what they are doing is worthy of previous generations of activists -- not least the late, great Rosa Parks.
---------
This article has been reprinted courtesy ofGrist.org。它于2005年11月15日首次出版。