Roland Kupers – författare

Humanity’s best hope for confronting the looming climate crisis rests with the new science of complexity.The sheer complexity of climate change stops most solutions in their tracks. How do we give up fossil fuels when energy is connected to everything, from great-power contests to the value of your pension? Global economic growth depends on consumption, but that also produces the garbage now choking the oceans. To give up cars, coal, or meat would upend industries and entire ways of life. Faced with seemingly impossible tradeoffs, politicians dither and economists offer solutions at the margins, all while we flirt with the sixth extinction.That’s why humanity’s last best hope is the young science of complex systems. Quitting coal, making autonomous cars ubiquitous, ending the middle-class addiction to consumption: all necessary to head off climate catastrophe, all deemed fantasies by pundits and policymakers, and all plausible in a complex systems view.Roland Kupers shows how we have already broken the interwoven path dependencies that make fundamental change so daunting. Consider the mid-2000s, when, against all predictions, the United States rapidly switched from a reliance on coal primarily to natural gas. The change required targeted regulations, a few lone investors, independent researchers, and generous technology subsidies. But in a stunningly short period of time, shale oil nudged out coal, and carbon dioxide emissions dropped by 10 percent. Kupers shows how to replicate such patterns in order to improve transit, reduce plastics consumption, and temper the environmental impact of middle-class diets. Whether dissecting China’s Ecological Civilization or the United States’ Green New Deal, Kupers describes what’s folly, what’s possible, and which solutions just might work.

Complexity science--made possible by modern analytical and computational advances--is changing the way we think about social systems and social theory. Unfortunately, economists' policy models have not kept up and are stuck in either a market fundamentalist or government control narrative. While these standard narratives are useful in some cases, they are damaging in others, directing thinking away from creative, innovative policy solutions. Complexity and the Art of Public Policy outlines a new, more flexible policy narrative, which envisions society as a complex evolving system that is uncontrollable but can be influenced. David Colander and Roland Kupers describe how economists and society became locked into the current policy framework, and lay out fresh alternatives for framing policy questions. Offering original solutions to stubborn problems, the complexity narrative builds on broader philosophical traditions, such as those in the work of John Stuart Mill, to suggest initiatives that the authors call "activist laissez-faire" policies.Colander and Kupers develop innovative bottom-up solutions that, through new institutional structures such as for-benefit corporations, channel individuals' social instincts into solving societal problems, making profits a tool for change rather than a goal. They argue that a central role for government in this complexity framework is to foster an ecostructure within which diverse forms of social entrepreneurship can emerge and blossom.

In 1965, when quantitative planning was much in vogue, Royal Dutch Shell started experimenting with a different way of looking into the future: scenario planning. Shell's practice has now survived for almost half a century and has had a huge influence on how businesses, governments, and other organisations think about and plan for the future. To produce this illuminating study, the authors interviewed almost every living veteran of the Shell scenario planning operation, along with top Shell executives through the years. They identify several principles that both define the process at Shell and help explain how it has thrived for so long. For instance, Shell scenarios are stories, not predictions, and are designed to help break the habit, ingrained in most corporate planning, of assuming that the future will look much like the present.

In 1965, when quantitative planning was much in vogue, Royal Dutch Shell started experimenting with a different way of looking into the future: scenario planning. Shell's practice has now survived for almost half a century and has had a huge influence on how businesses, governments, and other organisations think about and plan for the future. To produce this illuminating study, the authors interviewed almost every living veteran of the Shell scenario planning operation, along with top Shell executives through the years. They identify several principles that both define the process at Shell and help explain how it has thrived for so long. For instance, Shell scenarios are stories, not predictions, and are designed to help break the habit, ingrained in most corporate planning, of assuming that the future will look much like the present.

The ever tighter coupling of our food, water and energy systems, in the context of a changing climate is leading to increasing turbulence in the world. As a consequence, it becomes ever more crucial to develop cities, regions, and economies with resilience in mind. Because of their global reach, substantial resources, and information-driven leadership structures, multinational corporations can play a major, constructive role in improving our understanding and design of resilient systems. This volume is the product of the Resilience Action Initiative, a collaboration among Dow, DuPont, IBM, McKinsey & Co., Shell, Siemens, Swiss Re, Unilever, and Yara designed to explore possible corporate contributions to global resilience, especially at the nexus of water, food and energy. Aggressively forward-thinking, and consistent with an enlightened self-interest, the ideas considered here represent a corporate perspective on the broad collaborations required for a more resilient world.

The origins of Shell scenarios: stories designed to help break the entrenched belief that companies assume that the future will look like its current situation.

How can multinational companies develop a set of new collaborative business models that can contribute to increased system resilience of cities, regions or countries? Aggressively forward-thinking, and consistent with an enlightened self-interest, the ideas considered here represent a corporate perspective on the broad collaborations required for a more resilient world.