IKEA is on its way to self-supplying all its energy with renewables in an effort to stabilize energy costs in a carbon-contrained world. They are bringing that approach to their customers as well.
IKEA is committed to ‘future proofing’ its company, and is proactively anticipating many of the challenges to be faced in the coming years.
Not only are the business results amazing, but the collective sense of higher purpose is bringing out the best in human energy, collaborative capacity across silos, trust across the top managment team, and inspired innovation.
I have termed this phenomenon, with my colleague Ron Fry, “mirror flourishing”–pointing to the powerful posiitive and collaborative psychology of sustainable value creation. Ikea demonstrates and confirms an observation that I wrote about with Ron in the Journal of Corporate Citizenship–a special issue we did on “the positive psychology of sustainability:
“Obviously, in these thirty years in the field of management, we have seen many developments: the birth of the worldwide web; re-engineering of the corporation; participative management; the quality revolution; and many more. Because of our social science background we’ve had a keen interest in how each particular management innovation affected the human factor—things like inspiration and hope, engagement, entrepreneurship and innovation, and collaborative capacity. And herein lies our number one observation from the real world that has been most striking: there is nothing that brings out the best in human enterprise faster, more consistently, or powerfully than calling the whole organization to design sustainability solutions to humanity’s greatest challenges. Read more
by David L. Cooperrrider, Weatherhead School of Management,
Case Western Reserve University
Article prepared for the Organizational Dynamics 2012
The emergence of strengths-based management may be the management innovation of our time. Nearly every organization has been introduced to its precepts—for example, the insight that a person or organization will excel only by amplifying strengths, never by simply fixing weaknesses. But in spite of impressive returns, organizations and managers have almost all stopped short of the breakthroughs that are possible.