Why clean tech is like a newer model smartphone

In a recent business conversation, I was asked to share my thoughts on what the future of the clean tech industry looks like. The question: are there specific clean tec sectors that our region should focus on developing for the future?

Traditional business practices and economic development focus on key industry sectors to nurture and grow for regional prosperity. Businesses were encouraged to choose a niche and keep their heads down.

Unfortunately, the clean tech sector cannot be segemented as simply as other industries.The information age is changing how we look at industry clusters and what we choose to nurture. The economic development of clean technology should be approached less like an industry cluster and more like a technology development. A cell phone is a great example.

My new Droid X is a master of operations and technology. It combines all of my social networks, email accounts, contact lists, productivity tools, and news resources with an internet browser, navigation system, text messaging, and a host of custom applications. Oh, yeah, there's also a phone.

If a person were putting together a wish list, I couldn't ask for much more. But when it comes to my cell phone, it's not a solo effort of Motorola or of Verizon Wireless. To create and deliver services for Droid X requires dozens companies, working together to create a complete experience. Clean technology promises a similar model.

The clean tech industry aims to reshape the experience of how we use technology and energy in our world. Like Droid's impact on communications, clean tech requires dozens companies working together, each collaborating with its expertise to create a complete experience for global citizens.

What is it going to take to develop a robust regional clean tech industry?

1. Start by asking, What experience would we like to deliver to the global economy? Would you like to lead the world in creating and supporting closed loop systems for waste management? If so, develop a broad-reaching vision that is inclusive of multiple industry clusters. 
2. You've defined the vision, take a look at your current economic landscape. Does your region currently host organizations that already deliver solutions related to that vision? The organizations do not have to be directly tied to the vision (for example, a waste management company). If a nonprofit organization delivers outreach and education to community sectors, they would qualify as one that could assist with future outreach related to your vision. 
3. Align existing organizations. As small businesses and support agencies grow, they need the support of enterprises, governments, and educational institutions. As enterprises, governments, and educational institutions strive to remain relevant, they need the input and support of small businesses and support agencies. Bring these players together to start and further conversations that promote growth and long-term development.
4. Establish policies and legislation that reward growth and encourage collaboration. A business must make it easy for customers to buy their goods and services, or else customers will go elsewhere. The same is true of economic ecosystems. Regional policies, rules, and regulations will determine how easy or challenging it will be for enterprises, small businesses, and nonprofit organizations to do form, grow, compete, and collaborate. Reach out to your customers -- the impacted organizations -- so that they can help inform and shape clean tech policies.
5. Invest in your vision. I know that this can be a difficult conversation in a tough economy, but regional leaders and influencers should be ready to put dollars on the table to support a clean technology strategy.The investors include governments, private industries, and institutions. They should work together with private investment interests, federal programs, and state/local governments and institutions to map a financial plan, determine ROI measures, and build a fund  (or group of funds) that would support long-term returns and investments.

Focusing on the experience instead of the industry subsectors allows your economic development plan to be vision-driven instead of action oriented. The Droid X makes for a seamless communications experience between my many blogs, Twitter accounts, email accounts, CRM systems, social networks, and other web-based systems. Making clean technology and clean energy accessible and applicable to your region requires creating a seamless, integrated experience for your target audience. It will employ thoughtfulness and a true assessment of your region's resources.  A sustainable clean tech strategy encourages collaboration instead of industry segmentation to exceed local needs for export and long-term revenue growth.

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McKinstry Uses a Strategy String to Outpace the Construction Industry

Image by djwudi via Flickr

Who would have thought that an HVAC supplier in the sleepy city of Seattle, Wash., would lead the nation in facilities management services and environmentally responsible policies?

The team at McKinstry surely didn’t have that in mind when they launched in 1960. But they knew that two things would keep them relevant to the future of the building industry: holistic thinking and relationships.

“The greatest efficiencies in a building come not from how its built, but how it’s operated,” states David Allen, Executive VP of McKinstry. They found that by focusing just on the construction phase, they were leaving the clients without the resources and support to ensure ongoing efficiencies and maximization of resources. But to live up to their positioning of “for the life of your building” means moving to a relationship-based client engagement in a traditionally transaction-based industry.

“Focusing on relationships means that you grow slower,” says Ash Awad, VP of Energy and Facility Solutions. Of course, you wouldn’t notice that from the exceptional rate of growth McKinstry has seen, even with the economic downturn. With revenues in excess of $400 million in 2008, expect to see this company’s revenues hit $1 billion in the next few years.

And how are they doing this? McKinstry’s Strategy String focuses on their people. “We have exceptional people here,” says Awad. “We focus on their needs, and the needs of our clients.” The leadership at McKinstry knows that if you want to attract and retain the best in talent and clients, you always have to give the best of yourself.

In McKinstry’s Strategy String, the vision and mission combine with people-centric values and positioning based on a holistic approach to building construction and  management to create the foundation (see their vision, mission, and values at http://www.mckinstry.com/about). Services include construction, energy, facilities management, and consulting. To ensure performance, their internal teams work together to deliver on these areas and guarantee returns on every project. “If we don’t deliver on the ROI savings that we promised, we cut our clients a check for the difference,” says Allen. “We haven’t cut a check yet.”

McKinstry’s people-centric Strategy String allows its team members to step forward with ideas and develop innovative new programs and services for its clients. As a result, McKinstry serves as an industry thought leader, influencing policy and direction for a number of local, state, and federal entities around the country. Their values help people see beyond the day-to-day services and think about the impact that their programs will have on people around the world in the future. That’s why they have such a strong thought leadership team on the issues of environmental impact, energy policy, and clean energy job creation.

McKinstry’s commitment to its core belief in collaboration and people weaves a seamless fabric of communication between strategists, integrators, and implementers. Though the traditional enterprise areas of accountability exist, all leaders and upper managers are accessible to everyone else in the organization. This accessibility results in a deep sense of trust between leaders, managers, and workers. And when problems need solving, they pull together the best people -- regardless of title -- to work together as colleagues to find a solution. Titles more represent a person’s expertise and passion than their “level” within the organization.

McKinstry gets it. That’s why they have been repeatedly awarded as one of Washington’s and Idaho’s Best Places to Work. With the Strategy String tying together all areas of its organization, from the reception desk to the engineering lab to the fabrication shop floor, McKinstry leads the construction and facilities management industry in innovation and performance.

Read more about McKinstry’s Core Beliefs http://www.mckinstry.com/core-beliefs

Order your copy of The Strategy String at Amazon.com.

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What's so good about going green?

I've been hearing a lot both for and against the green economy. From the positive side of the aisle, the green economy aims to bring better energy efficiency and environmental stewardship into the consciousness of the American people. The country lags far behind the efforts of many other industrialized nations, and the green economy represents one of the areas in which the United States has all the financial, human, educational, and natural resources required to lead in almost all areas of green economics: clean energy, sustainable buildings, smart grids, sustainable agriculture, and closed-loop waste management.

From the negative side, the green hype frustrates many citizens. They don't know what to believe as public information and outreach use manipulated scientific data and half truths to tell only part of the story. Furthermore, accounts of green-washing furthers the frustration, leading individuals and groups to strengthen their opposition to green economy efforts. They don't want their tax dollars spent on initiatives in which don't have complete confidence.

The reality of the green economy cannot be avoided. Clean tech and sustainable industries have reached the tipping point, and that means that clean tech is here to stay. Whether you're an environmentalist on the forefront of green innovation or a climate change skeptic, many gains can be realized in the business world from the rise of the green economy:

• It's good for long-term growth. The green economy's focus on efficiency and sustainability employs practices of accountability and consciousness that all businesses can use as we reshape our economy. Shady business practices of the past show themselves quickly to the transparent environment fueled by the information age, and inefficiencies will cripple any poorly-run business. The conservation of resources and a focus on sustainability means that businesses have the tools and resources needed to make long-term plans for growth and viability. The focus on short term gains is no longer enough to build confidence in the success and brand promises of an organization.
• It's good for jobs and economic development. When regions focus on sustainability, its inhabitants receive clean air, fresh drinking water, renewable energy sources, reliable transportation, and overall prosperity. The rise in clean technologies, innovations, and practices brings new opportunities as the economy shifts from industrial age to information age, resulting in replacement of lost jobs due to dramatic changes in flailing or failing industry sectors. Our workplaces require healthy, well-educated citizens to meet the demand of changing jobs. Else, we will have to rely on imported and outsourced workforces to supply our workforce need.
• It's good for the environment. Yes, the environment is still important in all this. Former President Teddy Roosevelt first established Pelican Island in Florida as a national wildlife refuge, and the United States still leads the world in a great wealth of environmental diversity and beauty that can be found in few other places of the world (except potentially Russia). By protecting these natural resources, we have a viable asset for future generations to leverage and enjoy, unspoiled and minimally impacted through conservation and preservation that results from sustainable governance in all the ways we live, work, and play.
  
• It's good for health. With cancer and obesity rates out of control and on the rise, the American people can use as much help as it can get to improve health. I have four friends under the age of 40 going through chemo right now. I'm not going to fight against better-quality food, air, and water to keep our citizens healthy. Good health keeps people productive and happy. With healthy citizens, the green economy focuses our resources on supporting health and well-being instead of reactive social programs and overburdened, under-performing health care systems. We need a populace that contributes to, not drains, our national prosperity.
  

Going green is good for our businesses, our communities, and our environment. With businesses focused on long-term growth, economic development, clean environments, and healthy citizens, we can expect increased opportunities and more profitable businesses. The shift to a green economy affords real opportunities for new and existing businesses and individuals. More opportunities mean increased employment, lower violence rates, healthier communities, and a vibrant tax base. Whether you're pro-green or a green-skeptic, the green economy is here, and it's now up to smart leaders and business owners to dig through the hype to find the best opportunities to survive and thrive.