Rapporteurs: Jonathan Cornelus and Youngji Lee
‘Doodling with Frank’
Frank Gehry – the Architect of Guggenheim in Bilbao – has an intriguing way of doodling (sketching) project with the ability to let his surrounding background loose to increase creativity. Interesting is how he can manage to go from this doodle to a final project reflecting pretty well the original doodle. Following Gehri’s example it should encourage us to do more doodling at the start of a project, try to use your full minds and let your education background loose.
Paul Gilding’s article “The Earth Is Full”
Future generations will ask how we were not panicked by seeing all the confluence of the earth’s problems. The answer is that when something is so big that it will affect everything of your life including the birth of a new world, you deny it. Following our Global Footprint, we need on average 1,5 worlds to sustain or natural resources needs and sustain the treatment of our waste. Only a crisis will change this, but we are surely moving towards this, to ultimately form a new sustainable economic model The consumer-driven growth model is broken and move to a more happiness-driven growth model, based on people working less and owning less.
We discussed by which means the industry can respond/react to sustainability problems and changes
- Ignore (not known – chooses not to know)
- Submit – passive
- Adapt -> green marketing
- Greenwash (pretence)
- Active innovation
We need a strategy to take all these responses into account to move to a sustainable planet, private sector is the main motor to evolve to a sustainable world. They are part of the problem and they are part of the solution. The most important is not to be the best but to become better
Nicolas Le Douarec from CityZEN
Professional experience: Engineer, former BP “high-flyer” at BP. He stayed busy travelling for 15 years around the world, he had no “customer facing job” and never asked himself any sustainable questions during that time. Professional issues made him leave the company after 15 years. Nicolas was feeling more an expatriate instead of expatriate and wanted to go back to his roots. The grass is no greener elsewhere – it is only different.
After looking and not finding a job, he wanted to create new business originally in oil supply management. While playing with spreadsheets to find the right business model, car sharing seemed a much simpler model to achieve than what he originally planned. MOBIZEN was created and later sold to VEOLIA.
He created CITYZEN later as a P2P car sharing business using excess private car capacity; the strategy is to free every car sharer in each car owner. He went looking for technology providers, which he found in China. He is supplied a customized integrated black box – a car sharing ERP system – that goes from registering to invoicing customers for a 1000€ per kit. For Nicolas, technology has to be invisible for the customer.
As an entrepreneur: you often take the risk because you don’t even know about the risk, if you would, you would never start the activity. This is similar to the principle of the “hiding hand”. The only concern for Nicolas was to be prepared for the worst case scenario. He collaborated as well towards a car sharing label which resulted in parking spaces for cars. He does not act out of green belief but with a philosophy of helping out people.