3 Day Notice to Pay Rent or Quite Template

Document Sample
3 Day Notice to Pay Rent or Quite Template Powered By Docstoc
					21st Turtle Media Consultants



     Sustainable Development Is
            Our Business



                          And it should be yours.
BUT
BEFORE
WE
START
21st Turtle is...

                    a 100% specialized,
                         high powered,
                    research-supported,
                            21st century
                       media thinktank!
Sustainability
is...
                          the emerging
                            operational
                        framework for
                 activity organization
                                 in the
                          21st Century
Who, what, how

   We are aiming these words and several images at several entirely different kinds
  of groups (industry, business, government, media, etc), each with very different
  levels of information on this topic, extremely varied abilities to comes to grips with
  any kind of new thinking, and of course entirely different basic interests and drives.
  For some of you this may prove puzzling or a bore. But not to all of you.
      Some readers may find the whole topic of sustainable development, unfamiliar,
  perhaps a bit puzzling, and quite possibly unconvincing. It is after all a very new,
  complex and still quite muddy topic. The jury is still out in many ways.
       Furthermore, the particular angle which we insist on here -- namely,
  sustainability as an opportunity that can and will yield to leading edge technology
  and management... when applied with equal doses of wisdom and energy -- is not
  one that is particularly well known or documented. For now, therefore, you will be
  left largely to your wits and the few miserable clues provided here to guide you. In
  the cases that count most here, we are confident that will suffice very nicely.
Presentation & the notebook metaphor

   Since we presume to know something about media, and since the following risks
  to take at least a half hour of your valuable time, let us share with you a few quick
  thoughts on the uses and abuses of this particular tool, PowerPoint et al.
   When used as anything beyond simple bullet-point visual help for presentations,
  it can begin to be made into a sort of poor man‟s film. For better or worse.
   Alternatively, you may think of it as a sort of high-tech comic book:
  discontinuous panels in which the reader‟s active mind provides the missing
  continuity.
  You may also be aware that the level of virtuosity it offers is fast evolving, so if
  used with the right touch it can achieve a creation number of “film-like‟ effects.
   The following however is intended to be read by a single person who is
  comfortably installed before a computer with a first rate monitor. And who has a
  real interest in our topic. Which is why we have chosen the notebook metaphor.
Navigation note

     You will hopefully have few problems in getting around within this
  presentation, but here nonetheless are some pointers which may be handy
  for those with limited PowerPoint exposure.
         We have left it up to you to decide the timing of the progression
        of the various panels, rather than lock you into some pre-fixed
        schedule. Gives you a bit more choice and time to ponder, if you
        wish.
         Clicking your left mouse button will advance you one slide.
         A right click will pop up a menu which then offers quite a few
              navigational choices.
     If you find anything that doesn‟t seem to work or make any sense, the
  place to go to lodge your complaint or suggestions is right here at:

            webmaster@ecoplan.org
             NOW YOU KNOW.
SO PROCEED AT YOUR OWN RISK!
   You’re off...




                                     21st Turtle Media
Edition of 15 June 1998, # 9 of 75
     21st Turtle
     Presentation Roadmap

                                           1. The business concept in brief
                                       2. Introduction & a few definitions
                                               3. Rethinking sustainability
                                                  4. Sustainability at work
                                 5. Your Year 2000 Sustainability Agenda
                                                     6. 21st Turtle at work


           Along with a few very short Think Breaks


Edition of 15 June 1998, # 10 of 75
  Henry Ford in his highly original
       "My Philosophy of Industry"
 published in 1929 wrote that of all
the kinds of work he could imagine
        the hardest work of all was
                          thinking.
     And that's probably why most
           people do so little of it.
         I.

                                        The Business
                                      Concept in Brief




Edition of 15 June 1998, # 12 of 75
  21st Turtle Media Consultants
            1. A flexible international network of creative independent
               people and associate groups who stand ready to ...
            2. Put their exceptional backgrounds, verve, technical
               competence, imaginations & energies to work...
            3. On the single important task – that of getting the challenging
               message of sustainable development across to...
            4. Companies, communities, schools, and governments around
               the world -- and of course people who want to know and
               need to act in light of that knowledge.




Edition of 15 June 1998, # 13 of 75
     21st Turtle has one job:
     Sustainable Development




Edition of 15 June 1998, # 14 of 75
   But lots of tools to do it
          2nd Opinions * Awards Programs * Beta Tests * Books * Briefings *
    Cartoons * Collaborative supporting research * Competitions * Conferences
       * Content providers to the Web * Creative confrontations * Curriculum
     counsel * Debates * Demonstrations * Distance presentations * Exhibits
       * Fund raising * * Futures Studies * Happenings * Idea mongering *
         Illustrative graphics * Interviews * Kit building * Media campaigns *
    Museum programs * Music & Sustainability * Panels * Partner Searches
      * Photographs * Play projects * Polls * Projects focusing on children *
      Public interest representation * Public meetings * Public recognition *
       Radio programs * Rapporteurs * Roundtables * Scenarios * School
          programs * Seminars * Speakers bureau * Special events * Special
       issues of magazines * Speech Writing * Surveys * Sustainability & the
       arts * Talent scouts * Team builders * Television specials * Tours    *
         Videoconferences * Videos * Virtual Conferences * Working The Web *




Edition of 15 June 1998, # 15 of 75
   We work with & serve:
          Businesses seeking to place themselves in this
               uncharted, fast-paced new market and production
               environment
          Public sector institutions in search of new policies and
               practices to move them toward sustainability
          Leading-edge innovators needing new levels of
               support & visibility for their sustainability ideas
          Media groups seeking intriguing new content

                                      Four very different sets of needs; requiring
                                      very different approaches and partnerships.

Edition of 15 June 1998, # 16 of 75
  21st Turtle
  Not quite like the rest . . .

      Deep background & experience in sustainability issues
      International coverage and competence
      Fully geared to inter-cultural work
      Cross-disciplinary by profound, ingrained habit
      Accustomed to working across public/private interface
      Hands-on project level implementation experience
      People skills
      Communications oriented
      And you won‟t be bored.




Edition of 15 June 1998, # 17 of 75
Our philosophy of work & life

              Tackle socially significant assignments
              Work hard (when you want to)
              Work smart (all the time)
              Make a good living
              Find strong partners & enjoy great company
              Have a good time
              Use best technology to get all this done
              And try to be sustainable in our own lives.




Edition of 15 June 1998, # 18 of 75
   All of which adds up to...
          A rather unusual work mandate & capability
          In a powerful new area of action & business
          Which is worth zero if the quality is not there
          The success of which hinges on...
            - Ability to comprehend the underlying issues and trade-offs
                 - The integrity & effectiveness of the advisory relationship
                 - Capability to work closely & efficiently with client
                 - Capacity to understand, surprise, then shift gears, & still hold
                 interest
          But only for those who are ready for change.


Edition of 15 June 1998, # 19 of 75
But are you really ready for change?


    Professor Peter Schickele, holder of the Red Guard Chair in
    Musicolology at the University of North and South Dakota in America,
    and discoverer of the heretofore deservedly forgotten works of P.D.Q.
    Bach, found that Bach (1807-1742) had already addressed this matter
    directly in his powerful choral cantata, “Knock, Knock”.
      In the opening recitative the countertenor soloist plaintively asks:
       “How may psychiatrists does it take to change a light bulb?”
      To which the chorus beautifully responds: “Just one. But only if
       the light bulb really, really wants to change.”
      Refrain taken up and repeated gloriously and endlessly by soloist,
       choir, and full symphonic orchestra till audience quits hall.
     21st Turtle
     Organization & further information
                 Individual & team assignments.
                 Associates network developed through decades of
                  successful international cooperation & execution
                 Track record & full international references.
                 Directed by Eric Britton & Dieter Hagenbach
                 Open to discussion & the coffee‟s on us.


              FOR MORE INFO...

            Review WWW site and extensions at http://www.ecoplan.org/21t
            Principals‟ Vitae available (contact postmaster@ecoplan.org)
            Pick up the phone, email or write
            Want to visit 21st Turtle in Paris or Basle (see maps at www.ecoplan.org)


Edition of 15 June 1998, # 21 of 75
     II.

                                      Introduction & a
                                        few definitions




Edition of 15 June 1998, # 22 of 75
                                       21st Turtle
                                           Media
                                       Consultant
                                      Sustainability



Edition of 15 June 1998, # 23 of 75
   Why 21st Turtle Media?




Edition of 15 June 1998, # 24 of 75
   Nobody knows.




Edition of 15 June 1998, # 25 of 75
  Media
   = the plural of medium
          medium: n [L. medium, the middle, neut. of medius, middle]
              • A means of expression as determined by the materials or the
                creative methods involved.
              • An agency by which something is accomplished or
                conveyed.
                                          Or…what you absolutely must have
                                      control of to get anything accomplished.

                                            And at 21st Turtle the word is most
                                                               definitely plural.


Edition of 15 June 1998, # 26 of 75
   Consultant
          consult, v,t. [L. consultare, freq. of consulere. to deliberate, consider,
                ask advice.]
                   1. to ask advice of; to seek the opinion of, as a guide to one's own
                      judgement.
                   2. to seek information or facts from.
                   3. to consider; to show regard for; to have reference or respect to in
                      judging or acting.
                   4. (a) to confer about; (b) to plan for.




                                                                         This is what we do,
                                                                          and it‟s teamwork


Edition of 15 June 1998, # 27 of 75
   Sustainability
              = the opposite of profligacy (our definition)
                profligate, a, [L. profligatus, pp, of profligare, to rout, to
                     ruin; pro, forward, and fligare, to drive or dash.]
                         •   lost to principle, virtue, or decency.
                         •   abandoned to vice.
                         •   extremely wasteful.
                         •   recklessly extravagant.

                                                                           Hmmm?




Edition of 15 June 1998, # 28 of 75
                   Right enough
                       of course.
                   But, you must
                     admit, a bit
                        negative.
                    And a rather
                       hard sell?


Let‟s see if we can do a bit better.
     III.


                                        Rethinking
                                      Sustainability




Edition of 15 June 1998, # 30 of 75
   Sustainability
             Forget whatever it is you have heard about it in the past. We have a
             better definition to propose:
                      Sustainability is the emerging operational framework
                      for activity organization in the 21st Century.
                       It applies leading edge technology, operations expertise & flexibility
                      to achieve its huge performance edge.
                       It attacks the soft underbelly of today‟s prevalent management
                      paradigm: resource waste and associated externalities.
                       One can choose to be earlier or later, but the cost of late entry risks to
                      be considerable.


                                                 Also see our extensive bibliography on this topic

Edition of 15 June 1998, # 31 of 75
  Sustainability -- Why bother?
           Probably the best way to make money in the long term
                 in the emerging competitive environment
                Early entry can bring multiple advantages
                Many interesting things already going on (so some
                 useful “templates” are emerging)
                Imparts a positive (and deserved) public image for
                 those who can achieve it
                In a phrase, a business for its time.


                                          And, of course, it is environmentally and
                                                                socially responsible.

Edition of 15 June 1998, # 32 of 75
Sustainability - Why bother?

A half-dozen eight-year-olds line up to view the      My son looks only a bit under my present
moon through the 18 inch telescope. As I watch        age. Poised and serious, he offers a vision of
each teeter on the top of the little stepladder and   a time when I myself have become a
peer into the eyepiece, something remarkable          memory. I am reminded that everything we
happens: by the cold moonlight -- a sort of           see in the sky belongs to the past, and that
spotlight, painting an ill-focused portrait of the    children in their similarities to us and their
moon on the eye, eye sockets, and a bit of brow       differences from us embody our concept of
and cheek -- each child seems transformed into        the future. We elders fall away into the past,
an adult. Nina, red hair and freckles, becomes a      like leaves from trees in autumn, but the
woman in her 40s, the prime of her considerable       young fall from us, too, their shouts of the
athleticism now past but her effervescent spirit      glee and apprehension echoing back as they
unsubdued. Nion, a shy and appealing boy, is          dive the toward the depths of the future.
suddenly a tall and elegantly commanding adult
who might be director of a foundation.
                                                                      - Notes from Rocky Hill Observatory Log
                                                                                Timothy Ferris March 23, 1994
     Sustainability -
     A terrific business maybe, but...

           The basic concept from the outset (1987) for many people
                 had a negative ring (a la Club of Rome, or go put on a sweater)
                Those best placed to make the point (i.e.,the scientific
                 community) have consistently demonstrated poor
                 communications & people skills
                Most sustainability statements and propositions still have
                 an unrealistic, hand-ringing quality
                Requires a radically different mind set and work
                 organization for all directly involved
                An unfamiliar sell (which can also be a real advantage)
                Control freaks hate it (and fear it)


Edition of 15 June 1998, # 34 of 75
   Sustainability -
   Several quick examples
                                          Our topic is so sprawling and varied that it resists
                                      compression. But here are a handful of quick examples
                                           to get us going. Perhaps more important than the
                                         individual details is the overall story that emerges.



                     The tire industry gets “sustainable”
                     Car sharing works - Believe it or not!
                     The end of kilowatt hours
                     Even elevators do it.

Edition of 15 June 1998, # 35 of 75
   Sustainability - Example 1
   The Tire Business
    Heavy truck tires & aircraft tires now being increasingly provided by
          "tire service companies"
         Instead of selling physical products (tires or retreads), they sell tire
          services: monitoring tire wear & use, replacing tires as required.
         Works thus far with vehicle fleets (anyone say “car sharing”)
         These tires get better mileage, permit more rational retreading and
          repair (thus saving resources), offer cost savings for client.
         And puts any tire group that has refused to spot this pattern in an
          increasingly difficult competitive situation.
         PS. This pattern was clear by 1980


                                                     Here is an excellent example of
                                                    where you really don‟t want to be
                                                                                 last.
Edition of 15 June 1998, # 36 of 75
      Sustainability - Example 2
      Car Sharing
         1000 households in a place get together & decide that,
         By working with a consortium of local planning authorities,
          transport operators, cab firms, car rental agencies,
         They can get by with 70 technology-linked shared cars instead
          of 700 individually owned vehicles (as before),
         In combination with improved public transport, cycle lanes, and
          back-up services,
         And save $2-5,000 each per year.
         THAT is sustainable!

                                            After years of marginal performance,
                                           this template has now been sorted out
                                                       & is about to begin to bite.

Edition of 15 June 1998, # 37 of 75
   Sustainability Examples 3, 4, 5...
   Southern California Edison was among the first energy firms to sell
        energy services to their clients, and not kilowatts. This meant that they
        had to rethink and revise their products and delivery patterns radically.
        They have made money doing it, and the pattern has spread fast.
   Dow Chemical recently began to “rent” some toxic chemicals to clients
        rather than selling them, thus closing the ecological loop, staying clear
        of regulators & law suits, & making money in the process.
   Some elevator manufacturers now offer "elevator services" (long term
        contracts for maintenance & operation) in place of old strategy of just
        selling elevators & leaving the service to whoever.


                                      Again, there are dozens of examples, but are
                                                          we seeing a pattern yet?

Edition of 15 June 1998, # 38 of 75
  What does it take to succeed in the
  Sustainability Business?
         Radically different mental maps
         And internal organization
         Ability to balance production & today's cash flow with
              entirely different products & productive environments that are
              sure to follow (& very quickly)
         Information & feedback intensive (so best to be very good at it)
         Brainpower & creativity are critical
         As is an unslakeable thirst for innovation

                                                     And a willingness to try.

Edition of 15 June 1998, # 39 of 75
 A Sustainable Enterprise
          Is consistently on the lookout for huge improvements in resource
               efficiency at every step along value chain
              With parallel, anticipated reductions in pollution & external costs
               (which anyway are increasingly going to be penalized)
              Targets service delivery (with higher profit margins), instead of
               the old physical product (Dawkin‟s “lumbering robot”)
              Incessantly works to redefine itself
              Works up, down and across the supply & distribution chain
              Is an expert battlefield leader, communicator and negotiator
              Puts the premium on brainpower (intellectual capital)
              Uses that, and leading edge technology and management science,
               to achieve its ambitious objectives



Edition of 15 June 1998, # 40 of 75
  Succeeding in the
  Sustainability Business
          Brainpower & innovation in adequate variety & quantities
               needed to prosper in this new hot-house environment do not
               flow from top down
              But you may have it already, without being aware of it.
              You may however need to learn to unleash self-organizing
               systems
              Which means constant, meta-controlled experimentation (i.e.,
               removing all fear of (early!) failure)
              And far-reaching dialog & communications: in-house, along full
               value chain, customers/users, & well beyond
                                                       Which is exactly where
                                                          21st Turtle come in.

Edition of 15 June 1998, # 41 of 75
T   The Prodigal Son Thesis
H   Have you given any thought to this?
I   • The world will never start to become sustainable until you start to
N      do so. Yes, that‟s right! YOU!
    • Is that true? If so, where does one start?
K   • Well, what about this? Maybe someone out there can come up with
       a “Personal Sustainability Calorie Counter” which at least you and I
       could begin to apply for ourselves.
    • We need some sort of handy metric, so that each of us can begin to
B      get a better feel of how we are doing, sustainably or otherwise.
       Some sort of measure of, say, our Sustainability Quotient (SQ)
R   • Maybe our PSCC could start with a base year, for example 1997,

E      and help us to tally our score for that year.
    • But what sort of things might go into it?
A
K
Typical self-administered questions might be:

      How many cars in my household? (look in front of my house)
      How many kms did I drive last year? (check odometer)
      What % of the time am I alone in my car? (quick calculation)
      Approximate air mileage logged in last full year?
      # hours I spent in an air-conditioned environment?
      % I calculate that I am overweight?
      Am I careful to check the point of origin of the food I buy?
      How many hours per year do I carry out volunteer or unpaid work for others?
      How many people did I fire or lay off? Did I give work to?
      Credit card debt? What % of my average monthly income?
      What about sorting my garbage? (a little, a lot, none at all?)
      Etc. (But not a lot more, otherwise we lose too many people. We are, after all, prodigal
       daughters and sons, not ready to ascend saints.)
Prodigal Son, 3rd and last
 •   The objective: Not to be perfect today, nor to get perfect overnight. But to see
     if we -- you & I -- can perhaps do a bit better this year.
 •   Of course it must be easy to do, otherwise we never will get around to it. It
     also should be, somehow, interesting and compelling.
 •   Surely it must not moralize or demean. Most of us are a bit too fragile for that.
 •   Some may want to compare & compete, others not. That‟s a personal choice.
 •   If you and I can begin to make a bit of progress ourselves, maybe we then
     could share this idea with those closest to us.
 •   Might it make a difference? Start something that might?
 •   Might it give some of us -- as thinkers, innovators, decision makers, policy
     types, and role models -- a few new ideas as well?
 •   And, while we‟re at it, why not a SCC for cities, with government figuring out
     some ways to reward strong performers, & help & encourage the rest?



                                                              Steal this idea!
         V.


                                           Setting a
                                      Sustainability
                                            Agenda



Edition of 15 June 1998, # 45 of 75
So... IF sustainability is the future,
   •   or even if it only might be the future,
   •   then it becomes relevant to ask . . .


                                                Is your
                                         Sustainability
                                               Agenda
                                          ready to go?
  Your Sustainability Agenda
  It‟s soon 2000 & are you doing this  ?                                                                                              Level 3


                                      and this?
                                                                                   and this?

                                                                           and this?                                               Level 2
                            and this?

                                                                  and this?

                         and this?
                                                             and this?

                         and this?                                                                    and this?           Level 1
                                                         and this?
                                                                                             and this?
                            and this?
                                                                                          and this?
                                                             and this?
                                                                                                                    Opportunities
                                                                                         and this?                    here
                                       and this?
                                                                    and this?
                                                                                             and this?
                                               and this?
                                                                           and this?
Edition of 15 June 1998, # 47 of 75                     and this?
   Because if not, you can be sure




                       The world‟s just gonna pass you by.




                                          Sustainability is our business.
                                                And it should be yours!

Edition of 15 June 1998, # 48 of 75
      Of course you can always wait.




                                       Hmm?




Edition of 15 June 1998, # 49 of 75
                                      Toward
                                      Sustainability:
                                      Step by step




Edition of 15 June 1998, # 50 of 75
     Toward Sustainability:
     Step...
                In the final analysis sustainability depends on people --
                      their (our!) habits & their choices in daily life.
                Sustainable development is thus, above all and by
                      necessity, a bottom-up process
                Meaning we have to start with people & very specific,
                      do-able, digestible, ultimately practical things
                      involving everyday life
               And understanding that the goal is not to become
                      somehow exquisitely sustainable at some distant t
                      ime, but just a bit more sustainable today
               Or waiting for something on the order of “World
                      Government” to come along, take the lead and tell
                      us all what we are supposed to do next.


Edition of 15 June 1998, # 51 of 75
     Toward Sustainability:
     Step by step...

               Thus the bottom line is to understand that to move toward
                        sustainability we must somehow find ways to come to grips
                        with fundamental, deep-rooted, cultural change
                       But culture is of course in many ways the very antithesis of
                        change
                       As it is pervasive… whether in public spaces or in the
                        factory, office, school or home
                       Which in a few words defines our challenge -- How to
                        make this cultural change in a society that seems to be
                        stolidly resisting it?
                       The answer: Starting with ourselves, in very small steps,
                        over time, and in the knowledge that no one thing will do it.


Edition of 15 June 1998, # 52 of 75
     Toward Sustainability:
     Step by step by step...

           New behavioral templates needed
           And new mental maps
           And new role models
           And new entrepreneurs (in both public & private sectors)
                who have got the message
          And sustainable things for people to do (without having to
                starve or go to the moon to find & do them)
           The trick (we think) is to define & work with the leading edge

                                                                        .
                                         Which, on a single page, is what
                                                 21st Turtle are all about
Edition of 15 June 1998, # 53 of 75
   V.

                                          21st
                                        Turtle
                                      at work

Edition of 15 June 1998, # 54 of 75
Averted vision is the deepest vision

As is often the case when you're a star         The brain pretties things up by paving over
gazing, it's getting cold. An ounce of brandy   the hole with concoction of portraiture
would be warming, but alcohol is said to        borrowed from the immediate surroundings
reduce the eyes night vision capacity, which    part of the visual field, so in day-to-day life
in observing galaxies is already severely       we don't notice that there's a black cold in the
pressed. One is using not the cones but the     center of everything we see. But the trick is
rods, which are more sensitive to low light     exposed when peering with one eye through a
but also poorer at discerning detail.           telescope at the night sky: dim things
Moreover, the human retina is constructed       disappear if you look right at them. Deep
upside-down... so that the optic nerves, for    space observers combat this effect by
some evolutionary reason, come up on the        employing averted vision, meaning that they
light-gathering side of the retina instead of   look slightly away from the objects of their
behind it, then converge and drop back          attention. Averted vision is the deepest vision.
toward the brain through a hole near the
center of the retina.

                                                                   - Notes from Rocky Hill Observatory
                                                                              Timothy Ferris, Nov. 1997
   How a typical project begins




                                       We listen




Edition of 15 June 1998, # 56 of 75
   21st Turtle
   A Typical Project?

              There is none.
              Each is unique, sui generis.
              However they have, at the core, certain things in
                    common
                   All involve & point up legitimate sustainability issues.
                   All are cross-disciplinary and cross-cultural.
                   Require original thinking.
                   Are team projects, with energetic client participation.
                   And communications intensive.
                   The starting place is you and those around you.



Edition of 15 June 1998, # 57 of 75
   21st Turtle
   Then we start work at … the end

            The next step is to stand back with the client and project team
             and review, slowly and critically, the precise bottom-line
             objectives of the venture that is about to get underway
            This critical process (not always that welcome) often brings
             up a fair number of challenges, which may lead to changes to
             the anticipated or usual way of going about the whole
             undertaking
            This is high energy path and not altogether comfortable
             process for certain personality types and organizations
            Our commitment however is to success, and not to personal
             comfort levels.


Edition of 15 June 1998, # 58 of 75
   21st Turtle
   How a project is approached &done
      Listen         Test
      Observe        Adjust
      Confer         Commission
      Reflect        Propagate
      Play           Motivate
      Communicate Negotiate
      Organize       Observe
      Write          Learn
      Edit           Adjust
      Design         Move ahead ahead ahead


Edition of 15 June 1998, # 59 of 75
1. Why we think it‟s a good idea of make the client work
    hard and involve their staff directly in our assignments.

    2. Paul Samuelson has made the point this way:
        “The best way to convince someone of
        something is to hand them a half-finished
        theorem, and let them compete the work.”

                3. So then, months later when the dust has
                    settled, our work is done and we walk out
                    your door, the full benefit of all that was
                    done and learned stays right where you
                    need it most.
                                                YOU OWN IT!
   21st Turtle
   Other words for what we do

                        Specialized consultants
                        Media entrepreneurs
                        Technology mavens
                        Change agents
                        International scouts, networkers & team
                         builders
                        Dedicated users of market forces
                        Social activists & supporters of innovation
                        Cultural impresarios (whatever that may be)
                        Listeners and negotiators


Edition of 15 June 1998, # 61 of 75
                                                                                                           Level 3
 21st Turtle Media
                      Television specials                                     Futures studies

                                                                Speech Writing                             Level 2
                   Radio programs                           Scenarios



   Newspaper pieces/Op-Ed                         Special events

                                            Surveys & panels

    Documentaries & videos                                                          Brainstorming          Level 1
                                      Creative confrontations
                                                                                 Briefings
Content providers to the Web
                                                                     Management rethinks
                                               Presentations                                        21st Turtle,
   Public interest representation                                                                    Clients &
                                                                            2nd Opinions
                                                      Kit building
                                                                                                     Partners
 Public recognition & awards programs                                            Supporting
                                                                                   research
                                                                                   Roundtables
                      Happenings  Parades  Tours Demonstrations
Edition of 15 June 1998, # 62 of 75
   21st Turtle Media
   Some examples                      (try clicking left mouse button)...
  Sustainable Transportation‟s Dirty Secret
     End of the challenge
  (Computer-supportedRoad to international expert group meeting)
         Preparing for the on sustainable
     (Illustrated book + lecture tour Nineties transport issues)
             Toward Zero Emissions
         (Public lecture series plus book plus strategic project shelf for industrial group)
             (Virtual scientific conference, with United Nations University)
                 Children Look at the City
                     Turning Point 2000
                 (Drawing program, town hall exhibit & press conference)

                         The maintain Web site Ranch New Town
                     (Create & Ahmanson for this public interest program.)
                         (Strategic & media support over 10 year gestation period for this sustainable
                             The Impenetrable Hexagon
                         town project based on high tech communications, non-motorized internal
                                Cafe supported challenge to expert group at French Ministry of
                             (Computer Mondial
                         transport system, low energy housing and local job/housing ratio.)
                             Environment seeking new ideas for action) the Wheel
                                   Family Mouse Behind
                                (Independent public review of this innovative televillage/virtual
                                      Thursday
                                   (Illustrated children‟s book.
                                learning project in Germany) Commercially published version in English.
                                         Ciudades that incorporates
                                      (A day without carsAccesibles both a demonstration
                                   German version for national distribution in school program) and a vast
                                            The Cities and public debate. Heavily media supported)
                                      active national programBusiness Ministry of Environment, involving
                                         (A research program for the Spanish
                                            (A 4 of annual - City program with ample use of and strategic
                                               Bilbao conferences, Towers
                                         a cycle month brainstormingofexhibits, demonstrations, graphics, film,
                                         audio a national 2nd Opinion mission involving small international,
                                       plan for and guest speakers to provide new activityaand product leads for a
                                             (A one week „pioneer city‟ program.)
                                             multi-disciplinary team to critique a at diversification prospects.)
                                         major automotive manufacturer lookingmajor center city development
                                             proposal and offer more sustainable alternatives.)
Edition of 15 June 1998, # 63 of 75
   21st Turtle
   Our clients, sponsors & partners

                          Private sector
                          Innovators advancing new concepts & practices
                          Public sector agencies, groups & institutions
                          Media groups




Edition of 15 June 1998, # 64 of 75
                                            Industry. Financial institutions.
   Private Sector:                        Service providers. Small business.


    Wide open brainstorming to identify & cross check target
          objectives
         In-house roundtables to map state of sustainable thinking &
          practice.
         Identify leading players & champions for eventual projects, actions
         Determine if group “sustainability-quotient” needs more work and
          development, and how that might best be done
         Review eventual in-house S/D projects or actions -- for further
          action and/or possible media treatment
         Organize outreach roundtables with suppliers, downstream
          partners, local government, labor unions, etc. to brainstorm, discuss
         If needed, help to develop a sustainability agenda

Edition of 15 June 1998, # 65 of 75
                                      Start-ups. Demonstration projects. Public
  Innovators:                         agencies. Private groups. Not for profits.


             Review operations & plans
             Provide independent 2nd opinions & counsel
             Provide independent technical reviews for sponsors/partners
             Analyze potential for increasing market orientation
             Set up & help run supporting public/private roundtables
             Provide counsel on media and public relations campaigns
             International partner searches
             Seek out additional funding sources and mechanisms

             Media support



Edition of 15 June 1998, # 66 of 75
                                                   National. International. Regional.
                                                      Local. Community. Volunteer.
   Public Sector:                                    Agencies. Operators. Suppliers

          Find & secure cooperation of „champion‟ for the activity
          Review international S/D inventory for candidate ideas for their
               region, community or service area
              Develop initial shortlist of projects and approaches for screening
              Shortlist key units, institutions & people to be involved.
              Organize internal & public/private roundtables to extend project
               reach
              Develop detailed work plan (securing all necessary support)
              Accompany & counsel project execution (lightly & discreetly)
              When completed, organize follow-up, propagate & support
                                      Go to www.the-commons.org/ciudades/bilbao2010/ for one
                                             example of an innovative public partnership project

Edition of 15 June 1998, # 67 of 75
                                      Television, film, radio, museums,
  Media Groups:                       publishers, news media, Internet

          Brainstorm to target objectives
          Identify/review leading S/D projects to come up with...
          Short lists of candidate projects/groups for media treatment
          Contact sponsors & negotiate overall package
          Create positive working relationship with key public groups
          Work up sketch scenario(s), review and revise as needed
          Cooperate in storyboard development
          Technical & media counsel over project duration

          Assistance in international marketing and distribution




Edition of 15 June 1998, # 68 of 75
   21st Turtle
   Project organization

              All projects are co-generated, scoped, tailored & budgeted
              1-5 days in-house work with client required to prepare larger
                    projects
              Initial project plan & objectives summarized in single page
              Projects involve continual interaction with client over duration
              Timely task execution and support at all stages are vital
              All projects contain bail-out contingency.
              Client capabilities & personnel used whenever best (thus ensuring
                    ownership & leaving main product in house)




Edition of 15 June 1998, # 69 of 75
   21st Turtle
   The communications vector
              21st T projects are communications intensive
              Close, direct electronic interface over duration
              All partners & associates linked via SOA electronics
              Videoconferencing used to connect partners on all major
               projects
              Private, secure Web sites used for larger projects
              Short weekly progress reports by email & videoconference
         And please bear in mind that . . .
             … with this sort of project one does not just commission the work, pay ones money
             & wait passively for the final product to come zipping through the door. This is
             intensively interactive work & first class communications are essential.


Edition of 15 June 1998, # 70 of 75
21st Turtle
Contacting the management team


                Eric Britton
                         EcoPlan International
                         8/10, rue Joseph Bara, 75006 Paris, France
                         Tel +33 (01) 53 01 28 96
                         Voice/Videoconference: + 331.4441.6340
                         Fax +33 (01) 53 01 28 96 Data + 331.4441.6342
                         media@ecoplan.org

                Dieter Hagenbach
                         Gaia Media AG
                         Schuetzenmattstrasse 5, 4003 Basel, Switzerland
                         Phone + 41 (61) 261 91 19 Fax +41 (61) 261 91 17
                         dahagenbach@gaiamedialitag.ch




Edition of 15 June 1998, # 71 of 75
    A Real Sustainable Agenda
T   Remember that earlier allusion to downsizing… but of resources, not of people?
H   1. Well, if your organization aspires to become sustainable, the first step is to
        understand that one does NOT begin by firing people. To the contrary.
I   2. People are IQ? Why would anyone ever want voluntarily to reduce their IQ?
N       Isn‟t there something strangely wrong here?
K   3. So, you retarget so that your firm or agency radically redraws its strategies &
        resources in order to maintain as a priority (& preferably slowly increase)
        the number of people whom it „nurtures & draws on”.
B   4. And if you counter here by saying “but not in our case”, is that really not just
R       an admission of your limitations as a manager and leader? In other words,
E       you are somehow failing to find the IQ in your group and put it to work.
    5. Which probably means too that you have put a lot of things ahead of your
A       people (which, by the way, is not sustainable)
K   6. Anybody still there?
    So, here‟s a path that 21st Turtle proposes you may do well to reflect on ...
A Real Sustainable Agenda
7. Is it likely that if we do not turn around our decades-long practice of
    substituting technology for people, and begin instead to cherish, free and
    support our brainpower at all levels, major portions of our organization will
    be destined just to wither away?
8. Might it be that, if we find a way to alter radically our thinking & practice &
   turn this place (company, agency, town) into a hive of employee-generated
   entrepreneurial activity with new lines of business, new products and new
   methods constantly spilling forth, we would thereby be guaranteeing our long
   term prosperity and existence?
9. Can you imagine? If you can help to make, to begin that transition, what it
   would be like to work and be there?
10. And you‟d be a hero.
11. Or would you prefer to move into a gated community, buy a gun and try to
    live in a two-speed society?



                                                          Steal this idea.
      P.S.




                                      Have you forgotten our name yet?




Edition of 15 June 1998, # 74 of 75

				
DOCUMENT INFO
Description: 3 Day Notice to Pay Rent or Quite Template document sample