Rethinking Paths on Creativity and Sustainability: ARTEM Conference, Nancy, March 26-27th, 2015

November 13, 2014

ARTEM LWD contributor Professor Kamel Mnisri reports on a conference (English language streams) to be held in France next Spring

The first  ARTEM Organizational Creativity International onference (ARTEM OCC 2015)  will be held on March 26-27, 2015 in Nancy in FRANCE

The conference theme is  “Rethinking Paths on Creativity and Sustainability” The objective of this conference is to bring together academics, managers, professionals and doctoral students in areas such as engineering, arts and management to tackle the topic of organizational creativity and sustainability in its different dimensions. Cross-field approaches that merge management techniques with aesthetics sensibility, engineering solutions with management perspectives, or management analysis with artistic tools could contribute to the provision of solutions that cater for the simultaneous need of financial soundness, organizational stability and sustainability.

We encourage cross-disciplinary perspectives, theoretical, empirical research work, state of the art reviews, cases studies, field studies and doctoral research in progress submissions will be considered. Aesthetic practices and artistic inquiries by artists, into organizational sustainability challenges are also welcome.

ARTEM “ALLIANCE ARTEM (Art – Technology – Management) RECHERCHE” ARTEM OCC 2015 Details of the conference here


Flourishing organizations and flourishing individuals

May 31, 2013

The Fowler Center at the Weatherhead School of Business has recently published an article on the practice of self-reflection as a means of promoting reflection within an organization. The intention is to support discussion and initiatives for promoting change in the way organizations treat employees in order to create flourishing businesses

LWD is pleased to be able to promote this initiative by summarizing a recent item from The Fowler Center:

The Fowler Center at the Weatherhead School of Business has recently published an article on the practice of self-reflection and promoting reflection within an organization. The intention is to support discussion and initiatives for promoting change in the way organizations treat employees in order to create flourishing businesses

The article, to appear in this summer’s issue of The Journal of Corporate Citizenship,is a prelude to a forthcoming book titled The Flourishing Enterprise: Connecting Sustainability and Spirituality. It will be the final product of the Fellows’ research and careful thought on “the journey to a greater sense of connectedness” as central to business success.

The idea is that if individuals can find and create spiritual contentment in their organization, they can enrich their whole organization and help others flourish as well. The journey to a flourishing organization begins with the self. The Fellows argue that since knowledge workers’ productivity is deeply influenced by the workers’ inner states, cultivating optimal internal states becomes the responsibility of management.

Appreciative Inquiry is an excellent tool to cultivate reflection on the best of what is and to co-create the best of what could be. Created at the Weatherhead School [Case Western University] Appreciative Inquiry is a strength-based approach to whole systems change and is an excellent tool for creating large systemic change.

The Fowler Center hopes that its work will proliferate and create deep meaningful conversations about ways to transform businesses into agents of world benefit–where flourishing individuals create flourishing organizations that lead to a flourishing world.


Ben and Jerry’s brand of activism survives its Unilever takeover

May 24, 2012

The folksy Ben & Jerry ice cream outfit seemed an unlikely fit for the global Unilever Corporation. But their activism and social values of the smaller business seem to have survived the takeover

When a global Corporation acquire a smaller brand, there is likely to be a clash of cultures. Recently, Coke’s acquisition of Innocent, the pioneering manufacturer of healthy Smoothies drinks comes to mind. Another instance is that of Sony acquiring the tiny Hawkeye operation ahead of its own interests in Hawkeye’s technology being developed in sports such as tennis and cricket (with the greater market for football looming).

The Anglo Dutch giant Unilever likes to acquire brands with enough global potency to retain identity within the Unilever family. One BBC article recently asked whether its brand and corporate actions were becoming more like that of Ben & Gerry’s.

When Unilever bought Ben & Jerry’s ice cream in 2000, there was talk of Unilever becoming more like Ben & Jerry’s and not the other way round. The quirky American ice-cream maker certainly does not appear to have abandoned the principles of its founders.

Ben & Jerry’s publicly supported the Occupy Wall Street movement and, according to co-founder Jerry Greenfield, nobody got fired.
“I am pleased that Ben & Jerry’s is able to continue its innovative mission,” he says. “We get a lot of support – sometimes I’m a little surprised at how supportive Unilever is.”

“I think Ben & Jerry’s was a tipping point for Unilever – they learned a lot from the culture and learned that it made business sense,” says Paula Widdowson, former head of social responsibility at Northern Foods who is now a consultant on the subject.

The Corporate plan

When Unilever unveiled its plans for putting sustainability at the heart of its global operations [in 2010], CEO Paul Polman publically committed to to reducing the environmental impact of its products by 50% while doubling sales, in the coming decade to 2020. He noted that the new model was “the only way to do business long term”.

The Ben & Jerry website

The Ben & Jerry website retains a powerful sense of the historic quirkiness of the company. Its activism and commitment to social values shines through. [I was reminded a little of the core identity of Mattel, when I looked at the site: Ed].

Ben & Jerry’s is founded on and dedicated to a sustainable corporate concept of linked prosperity. Our mission consists of 3 interrelated parts [social, product and economic].

Underlying the mission is a determination to seek new and creative ways of addressing all three parts, while holding a deep respect for individuals inside and outside the company and for the communities of which they are a part.

At the time of the takover the news was described in these terms

Unilever is to buy Ben & Jerry’s ice cream company in a deal worth £203m ($326m).

Started in an old petrol station in Vermont in 1978, the [Ben & Jerry] company grew into a quirky business with a strong social dimension.
But lately differences have arisen between Ben Cohen and Jerry Greenfield about the direction the company should take, although the old schoolfriends deny they have fallen out.

“While we and others certainly would have pursued our mission as an independent enterprise, we hope that, as part of Unilever, Ben & Jerry’s will continue to expand its role in society,” they said in a statement.

Leadership lessons

Ben & Gerry cases have become a favoured topic for business school study. A range of case studies can be found (together with a range of not-always-model analyses).

This post has been written to introduce the potential dilemmas facing the Tom & Gerry brand within its wider responsibilities as part of a global operation.

Follow-up

Ben and Jerry has thrived as an autonomous part of the mighty Unilever global Corporation. Its employee-driven foundation backs community initiatives with millions of dollars.