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January 2, 2009

The Limits of Green: Environmental Branding gets Messy

Prediction: 2009 will get "greenwashing" companies into hot water.

The danger in cause-related marketing is that it causes more harm to a company than good, especially when companies get involved in less than good faith.

This can happen, for example, when a company like P&G gets overzealous in its PR and engineers its own green awards.

And the slope gets slippery when the Sierra Club gets involved with Clorox.

Or when SC Johnson creates its own Greenlist(TM) process - and logo! Does anyone really believe that Windex is a green product?

Or when Dell claims it's carbon neutral.

The simple question for business is can we trust you?

The answer, so far, is no.

After eight years of laissez-faire, we are finally entering into a new phase of corporate accountability. And it's not just about greenwashing.

December 26, 2008

10 Questions (not Predictions) for 2009

1. Will Obama fix the mess?

2. Who will replace Steve Jobs?

3. Will someone fix Yahoo?

4. Will anyone find/catch bin-Laden?

5. How many Bush regulations will be repealed?

6. Will Richard Branson start a Virgin Auto Company?

7. Will Google buy Twitter? Squidoo?

8. Netbooks! The $100 netbook is coming to disrupt the PC market... will it be from Google? or a Nokia?

9. How soon will we see a commercial mortgage collapse?

10. Will real unemployment hit 25%? 30%?

Neuro-Selling: Mind Control in the Grocery Store?

The science of shopping?

The article should've been called mind control in your local supermarket.

I agree with this: "despite all the new technology, simply talking to consumers remains one of the most effective ways to improve the 'customer experience'."

Too bad we can't spend the same kind of money on research figuring out the best way to teach Johnny how to read, write and do arithmetic...

Here's "Mind Control" from Stephen Marley:

December 24, 2008

Wuxi Calling

wuxi.jpg

China's advertising in Silicon Valley, trying to lure Asian-Americans to move to the "Most Aspiring City of Prosperity and Civilization in the Southeast of China."

Just another act in the global war for talent...

December 20, 2008

John Seely Brown: "I am what I create"

I just posted this on YouTube for JSB:

December 17, 2008

A.G. Lafley on Innovation

See also Gaurav Bhalla's post on A.G. Lafley's brand of customer-driven innovation >>

December 16, 2008

Gaurav Bhalla on Customer-Driven Innovation

I recently convinced Gaurav Bhalla, the global innovation director at Kantar-TNS, one of the world's largest market information and research companies, to start blogging.

His blog - GauravBhalla.com: The Practice of Customer-Driven Innovation - promises to be insightful and interesting all at once. See, for example, the post titled A.G. Lafley: The CEO as Commercial Anthropologist >>

Stay tuned...

December 13, 2008

Mark Anderson: 10 Technology Predictions for 2009

1.) It will be a big year for applications that can play on big screens.

2.) The big news in the mobile world will be smart phone applications.

3.) The blush is off the China rose.

4.) Flash-based computing will really take off.

5.) Wall computing gets traction.

6.) Carry-along computers will be hot.

7.) LTE (Long Term Evolution) will be the preferred technology for 4G.

8.) The less developed world will finally see widespread availability of broadband.

9.) Voice recognition will finally work right.

10.) The Internet Assistant will be born.

Don't ask me, I'm simply reporting what Mark Anderson's saying.

The one I'm certain about is the "carry-along" computer. I want real laptop computing in the size of a Penguin paperback. Are you listening, Apple?

December 1, 2008

More Dying Sounds from Newspapers

Newspaper advertising revenue drops by 18% ($2 billion)... while online advertising stays put.

What's a newspaper to do?

Girl Scouts: Sell This!

One of my pet peeves with the Girl Scouts of America is their exploitation of children:

"...they have to sell 40 boxes of cookies at $3.00 apiece just to make $20.00. The other $2.50 goes to the Girl Scout Organization."

What a rip-off.

Instead of selling cookies, the Girl Scouts troops should be selling these. And keeping the PCs.

Why can't www.laptop.org donate or sell PCs to poor schools in the US as well as the rest of the world? C'mon St. Nicholas (Negroponte)!

Online Advertising in a Recession

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The Economist:

"online advertising will continue to expand in the recession—just not as quickly as previously expected..."

Online advertising is 100% accountable, period. And what's more, campaigns can be optimized in real-time.

That said, there are ways to escape the tyranny of search. All it takes is ecosystem intelligence.

November 29, 2008

Accenture: How To Create A Culture Of High Performance

Accenture is advertising How To Create A Culture Of High Performance.

I agree with them that "the central attribute of a successful leader is the ability to change the way people think."

But I completely disagree when they say that "Successful leaders get everyone to share the same mindsets."

I think the opposite is true: successful leaders bring together diverse points of view to challenge each other and present different alternatives, thus helping the leader make informed, effective decisions.

What Accenture is calling "mindsets" is really groupthink. Groupthink is a recipe for disaster, not high performance.

In the course of a two-year investigation, Accenture determined five "mindsets" which matter most in improving business performance:

Mindset 1: Maintain the Right Balance Between Market-Making and Disciplined Execution by Avoiding False Trade-offs and Committing to a Dual Focus on Present and Future.

Mindset 2: Identify and Multiply Talent by Investing a Disproportionate Amount of Time in Recruiting and Developing People.

Mindset 3: Use A Selective Scorecard to Measure Business Performance By Relying on a Simple, Memorable Way of Measuring Success and Using Every Occasion to Share Success Stories Throughout the Organization.

Mindset 4: Recognize Technology as a Strategic Asset by Investing in Technologies that Demonstrably Lead to Better Business Performance.

Mindset 5: Emphasize Continuous Renewal by Ensuring the Organization Understands What to Preserve and What to Jettison.

November 24, 2008

Seth Godin teaches the New York Times How to Compete

In my line work (consulting) I run into all kinds of executive mindsets. In the publishing world, however, these mindsets tend to be rather stodgy at best, reptilian at worst.

Publishers don't understand the web. And Seth Godin takes the New York Times to task, pointing out so many obvious misses and near-misses, that you have to ask why. Why don't publishers get it? Why do they insist on playing it safe, even as their ship sinks below them?

Godin's answer is right on target: "organizations are run by people who want to protect the old business, not develop the new one."

This is what VG talks about as well.

In just about any large company, the people running the show are great at yesterday's business, not tomorrow's.

Please read Godin's post >>


November 15, 2008

Shoshana Zuboff: Obama's Victory is Capitalism 2.0

Writes Zuboff in BusinessWeek:

"This column is dedicated to the top managers of American business whose policies and practices helped ensure Barack Obama's victory. The mandate for change that sounded across this country is not limited to our new President and Congress. That bell also tolls for you. Obama's triumph was ignited in part by your failure to understand and respect your own consumers, customers, employees, and end users. The despair that fueled America's yearning for change and hope grew to maturity in your garden."

Years ago I remember reading Zuboff's In the Age of the Smart Machine and thinking that no one in corporate management really wants real transparency... and that the information value-chain she described was doomed to failure.

Luckily, I was wrong. Now Obama will bring process transparency to government and business.

Asks Zuboff:

"...can we invent a business model in which advocacy, support, authenticity, trust, relationship, and profit are linked?"

"Yes, we must," she concludes.

Read the article >>

And read her book: The Support Economy: Why Corporations Are Failing Individuals and the Next Episode of Capitalism
>>

November 12, 2008

Tom Friedman: "Steve Jobs - want to run G.M. for a year?"

Tom Friedman made me laugh today:

"...somebody ought to call Steve Jobs, who doesn’t need to be bribed to do innovation, and ask him if he’d like to do national service and run a car company for a year. I’d bet it wouldn’t take him much longer than that to come up with the G.M. iCar."

The rest of his column is a bit more serious. But it's dead on!

November 10, 2008

Business Lessons Learned from President-Elect Barack Obama

What should the new President's priorities be? Here are some views from a few CEOs interviewed by BusinessWeek:

It's a cliche, but big business fears Democratic leaders. Turns out that Democratic presidents are better for the economy than Republicans! Details, details...

Jack Welch has his own take on why Obama succeeded: a clear vision, clean execution, and friends in high places.

A far more insightful piece comes from HBR blogger Umair Haque: Obama's Seven Lessons for Radical Innovators. I don't agree with all of his points (Obama did not "minimize strategy," he minimized tactics!) but I do commend Haque for his insights (see this post, for example, on why Obama is the Google of Politics.)

Bill Taylor has a fun post titled: How Obama Became CEO of the USA -- and What It Means for CEOs Everywhere
in which he argues that "being different makes all the difference."

John Quelch says it's all about better marketing.

Barbara Kellerman argues that Obama is a superior manager.

Gill Corkindale calls Obama The World's First 21st Century Leader

For Stew Friedman, it's authenticity.

My own view is that Obama is a true leader. And what we witnessed was the birth of Politics 2.0.

And in the end, it's still about results, and to that end, Obama has already taken the first step.

Go Barack!

Obama's Innovation Strategy

So what will Obama's innovation strategy look like? Here's a clue or two:

October 31, 2008

Michael Porter: Why America Needs an Economic Strategy

"The stark truth is that the U.S. has no long-term economic strategy—no coherent set of policies to ensure competitiveness over the long haul. Strategy embodies clear priorities, based on understanding the strengths we need to preserve and the weaknesses that threaten our prosperity the most. Strategy addresses what to do, but also what not to do. In dealing with a crisis, experience teaches us that steps to address the immediate problem must support a long-term strategy. Yet it is far from clear that we are taking the steps most important to America's long-term economic prosperity."

That's the Portermeister in BusinessWeek.

What he's saying is Vote Obama :-)

October 23, 2008

Scott Anthony: How to be a Disruptive Innovator

Invest a little, learn a lot.

October 21, 2008

India Joins the Asian Space Race

I'm happy to see the Indians go for the moon, joining their Chinese and Japanese counterparts as they jockey for prestige and bragging rights.

Is it science or technonationalism? Both of the above, but somehow the politics outweighs the science.

Now let's all compete (or collaborate) to build green energy power generation projects!

Shaping Strategy in a World of Constant Disruption: How to Manage Your Business Ecosystem

In this month's Harvard Business Review, authors John Hagel III, John Seely Brown and Lang Davison provide a road map for the daunting task of shaping strategy as technology-driven infrastructures constantly change.

The article is called: “Shaping Strategy in a World of Constant Disruption” and you can download it here (thanks Deloitte Consulting!) >>

In my view this is a very timely piece of thinking from my heroes JH3 and JSB (and Lang Davison). I'll dig into it later this month on ecosystemwatch.com...

Wait, there's more. Check out the podcast >>

October 20, 2008

Online Selling: Procter & Gamble Goes Direct to Fight Private Labels?

Don't look now, but P&G is trying some direct selling online.

From the Financial Times:

Procter & Gamble is testing its ability to use the internet to sell its toothpaste, household cleaners and nappies directly to US households, in a potential long-term strategic challenge to its retail partners.

...The move brings P&G into direct brand competition with its retailers, underlining the extent to which e-commerce is contributing to changes in the way the two sides have traditionally worked with each other.

OK. The site is called theEssentials.com, but so far it looks like they have very little traffic.

Is this how they intend to fight the private label war? I'll talk about them later this month on ecosystemwatch.com

October 18, 2008

What Would Peter Drucker Do?

Looks like Rupert Murdoch's WSJ is thinking along the same lines we are (for a few seconds at least).

They've gone an dug up an old article Peter Drucker wrote for them: Planning for Uncertainty.

Here are some of the key questions:

- ...traditional planning asks, "What is most likely to happen?" Planning for uncertainty asks, instead, "What has already happened that will create the future?"

- "What do these accomplished facts mean for our business? What opportunities do they create? What threats? What changes do they demand -- in the way the business is organized and run, in our goals, in our products, in our services, in our policies? And what changes do they make possible and likely to be advantageous?"

- "What changes in industry and market structure, in basic values (e.g., the emphasis on the environment), and in science and technology have already occurred but have yet to have full impact?"

- "What are the trends in economic and societal structure? And how do they affect our business?"

- "What is this company good at? What does it do well? What strengths, in other words, give it a competitive edge? Applied to what?"

He ends with a serious warning for the bean-counters:

There is, however, one condition: that the business create the resources of knowledge and of people to respond when opportunity knocks. This means developing a separate futures budget.

The 10% or 12% of annual expenditures needed to create and maintain the resources for the future -- in research and technology, in market standing and service, in people and their development -- must be put into a constant budget maintained in good years and bad. These are investments, even though accountants and tax collectors consider them operating expenses. They enable a business to make its future -- and that, in the last analysis, is what planning for uncertainty means.

And don't forget his advice for retail strategy >>

5 Questions about Strategy and Business Design

Now is a good time to ask yourself these five business design questions (ht to Oliver Wyman):

1. Who is the customer and what do we offer? Which customer segments should we serve, and what is our value proposition for each segment?

2. What is our profit model for each of our offerings?

3. What do we perform in-house and what do we outsource?

4. How do we build in strategic control? Is there a way to create sustainable differentiation?

5. How should we organize ourselves to make it happen? What is the right organizational architecture to execute the business for each segment?

You can download the business blueprint (registration required): level-one flowcharts of how to run a profitable, sustainable, online business.

1) Offer development process
2) Offer creation process
3) Sales process
4) Marketing process
5) Order fulfillment & support process
6) Financial process
7) Licensee certification process
8) Licensee business development process
9) Events process
10) Archival process

October 17, 2008

God is in the Process: The Legacy of Michael Hammer

I have to say I was shocked when I saw the news about Michael Hammer. He was just sixty. Goes to show you how precious every second is. It may be that they need to do some process re-engineering up in heaven. Maybe make it more customer friendly or something...

Down here on Earth, process re-engineering isn't as fashionable as it used to be. And I wonder how many people got laid off because of Reengineering the Corporation: A Manifesto for Business Revolution (Collins Business Essentials).

But Hammer was misunderstood. His ideas were abused by company executives and the management consulting industry. Today his ideas live on in the heads of IT nerds and companies like Zara.

Where do you (and your company) stand? Check out the maturity models he created:
1) for process maturity, and 2) for enterprise maturity.

Too bad we didn't see the one on leadership maturity.

Here are some fun links:

- Put Processes First: Make High Performance Possible Michael Hammer
- Michael Hammer: A Tribute to the Guru of Operations Anand Raman
- Remembering Michael Hammer Tom Davenport

In the end, process matters. Even our buddy Drucker acknowledged that.

BTW, the other process guru who is still (very) alive and kicking isTom Davenport.

October 16, 2008

Retail Strategy: Tips from Peter Drucker

One of the great things about the late Peter Drucker is that he can be summoned to solve just about any problem.

One of my clients is a web retailer. They're having serious issues with "customer hesitancy."

And of course the headlines are now full of bad news in retail.

So we had a long chat about customer hesitancy. What makes the customer hesitant? Is it really the news on TV? Is it the fact that they might be out of a job?

My first piece of advice to them was straight out of Drucker: Stop selling and start buying for the customer.

Are you buying for the customer? Really?

That line of reasoning led to these predictable questions: so exactly who is your customer? Are there segments you aren't serving that you should? Are there segments you should stop wasting your time with?

We were able to go and look at their historic web-sales data (for the past two years down to the last two weeks) to find out who their customers really were. And surprise, there was no customer hesitancy there!

All they needed was to focus on the right segment. We changed the website to do just that.

Listen to good old (in this case a younger, "1.0 version") Drucker:

October 13, 2008

Download the Blueprint: 10 Processes to Run Your Business

blueprint

Level-one flowcharts of how to run a profitable, sustainable, online business. Covers the following work processes:

1) Offer development process
2) Offer creation process
3) Sales process
4) Marketing process
5) Order fulfillment & support process
6) Financial process
7) Licensee certification process
8) Licensee business development process
9) Events process
10) Archival process

You'll have to register for this one >>

October 7, 2008

Downturn 2008: Harvard Business Review's Survival Guide

And now, a survival guide from HBR.

My favorite entries:

- Why Entrepreneurs Love a Downturn
- How to Market in a Recession
- Staying Green in a Tough Economic Climate
- Three Steps to Innovating in Struggling Industries
- America’s Addiction and the New Economics of Strategy
- Beyond the Banking Crisis: A Strategy Crisis
- Hard Times Demand Teamwork -- Not an MVP

Non sequitur: What is the difference between Palin and a Muslim fundamentalist? Lipstick.

October 4, 2008

Piracy and Cannibalism: Do Digital Downloads Reduce Revenue?

economist_digitaldownloads.jpg

From The Economist:

In 2007 digital downloads accounted for 15% of global music sales compared with almost nothing in 2003. But the outlook for the music industry is worrying. Despite the growing market for digital downloads, music sales have declined over the past four years and are set to continue to dwindle, partly as a result of piracy.

BTW, does anyone really believe that Sarah Palin reads The Economist?

September 7, 2008

Friedman versus Senge: The Race for the Green Business Bestseller

My opinion: Tom Friedman will win the bestseller race easily, but Peter Senge's book is more important. The good news? They're both serious about business and sustainability.

Here's Senge:

And here's his book: The Necessary Revolution: How Individuals And Organizations Are Working Together to Create a Sustainable World

Check out this interview with Senge>>

And this download>>

And here's Friedman's book pitch:

His book: Hot, Flat, and Crowded: Why We Need a Green Revolution--and How It Can Renew America

His website>>

And finally, a little column from Friedman>>

Exxon, your days are numbered.

Slacker Uprising: Michael Moore's Digital Distribution Model

Coming soon at www.slackeruprising.com>>

Note: The download is only available to those residing in the United States and Canada. In order to receive the free download on September 23rd, you must confirm that you are a resident of the United States or Canada.

Will this change the movie business? Or better, will it change our government?

September 5, 2008

Shoe Circus: Gates and Seinfeld take on Google, Apple - er, Goople

Here's Crispin Porter & Bogusky's attempt to "bring back" Microsoft:

It's the first in a series of ads designed to fight Apple's "Mac vs. PC" comedy show. Will $300 million do the job?

C'mon Microsoft! You can't let Apple do this to you:

The scary thing is there's so much more.

The way I see it this isn't about Vista at all. It's about the next wave of competition, about how Microsoft will compete against Goople - Google apps on Apple hardware!

August 31, 2008

Is Nick Carr Making us Stupid?

John Hagel writes about Nick Carr's talent for "stirring debate":

the Internet is subtly molding our minds to favor brief snippets of information rather than the nuance and complexity that can only be communicated in much longer forms such as books.

Hagel's point is:

"...snippets of information alone are deeply dangerous. They distract us with never-ending waves of surface events, spreading us ever thinner and obscuring the deeper structures and dynamics that ultimately are shaping these surface events. Those of us who stay only on the surface, swimming in a sea of snippets, will ultimately lose sight of land.

We need books, or whatever the digital long forms of content are that will replace the book, to help us penetrate the surface and explore the deeper structures and dynamics that make sense of the changes around us."

I wanted tell Carr that it was TV that made us stupid before Google, but that we keep discovering new ways to demonstrate it. Every generation proves its stupidity in new and wondrous ways.

Now if we could just get the Republican presidential candidate to start reading a book or two, we might be onto something.

August 20, 2008

The U.S. Army backs 'Synthetic Telepathy' research

Are you ready for this?

What are we? China??

August 10, 2008

China: Police State 2.0?

The opening ceremonies were spectacular. I'll give them that.

But they were quite Orwellian as well...

Propaganda as theater. Theater as in the world stage.

Naomi Klein explains:

"The goal of all this central planning and spying is not to celebrate the glories of Communism, regardless of what China's governing party calls itself. It is to create the ultimate consumer cocoon for Visa cards, Adidas sneakers, China Mobile cell phones, McDonald's happy meals, Tsingtao beer, and UPS delivery -- to name just a few of the official Olympic sponsors. But the hottest new market of all is the surveillance itself. Unlike the police states of Eastern Europe and the Soviet Union, China has built a Police State 2.0, an entirely for-profit affair that is the latest frontier for the global Disaster Capitalism Complex."

What a disaster! Bring on the smog and mirrors.

P.S. - more on MacHistory here>>

Losing the Talent War: Immigration Policy and The Reverse Brain Drain

As a kid in India, the phrase "brain drain" meant someone smart just left India to work in the US.

Now it looks like the tables have turned:

"...more than 1 million highly skilled professionals such as engineers, scientists, doctors, researchers, and their families are in line for a yearly allotment of only around 120,000 permanent-resident visas for employment-based principals and their families in the three main employment visa categories (EB-1, EB-2, and EB-3). These individuals entered the country legally to study or to work. They contributed to U.S. economic growth and global competitiveness. Now we've set the stage for them to return to countries such as India and China, where the economies are booming and their skills are in great demand. U.S. businesses large and small stand to lose critical talent, and workers who have gained valuable experience and knowledge of American industry may become potential competitors."

Ouch.

Skilled immigrants create jobs:

"...more than half of the engineering and technology companies started in Silicon Valley and a quarter of those started nationwide from 1995 to 2006 had immigrant founders. These companies employed 450,000 workers and generated $52 billion in revenue in 2006."

We need a new policy on skilled immigration, Obama.

More info: an editorial by Alan Webber on the same topic>>

August 5, 2008

Nurturing Your Business Ecosystem: Lessons Learned from SAP

JH3 and JSB have written an insightful piece for BusinessWeek titled: How SAP Seeds Innovation: SAP's collaborative Web sites and discussion forums give its customers ways to learn from SAP business partners as well as from each other.

So why does SAP succeed where others fail?

According to Hagel:

1) SAP generated its ecosystem, which consists of customers, business partners, experts and independent parties by addressing the needs of the participants

and

2) it focused on the needs of individuals, not just companies.

There you have it: people first.

Read the entire article >>

August 4, 2008

Exxon & Peabody Coal: Crimes Against the Earth

Sit tight and listen keenly >>

This is not a joke... if you have children (or a conscience) please read this:

Twenty Years Later: Tipping Points Near on Global Warming
by James Hansen

Tomorrow I will testify to Congress about global warming, 20 years after my 23 June 1988 testimony, which alerted the public that global warming was underway. There are striking similarities between then and now, but one big difference.

Again a wide gap has developed between what is understood about global warming by the relevant scientific community and what is known by policymakers and the public. Now, as then, frank assessment of scientific data yields conclusions that are shocking to the body politic. Now, as then, I can assert that these conclusions have a certainty exceeding 99 percent.

The difference is that now we have used up all slack in the schedule for actions needed to defuse the global warming time bomb. The next President and Congress must define a course next year in which the United States exerts leadership commensurate with our responsibility for the present dangerous situation.

Otherwise it will become impractical to constrain atmospheric carbon dioxide, the greenhouse gas produced in burning fossil fuels, to a level that prevents the climate system from passing tipping points that lead to disastrous climate changes that spiral dynamically out of humanity’s control.

Changes needed to preserve creation, the planet on which civilization developed, are clear. But the changes have been blocked by special interests, focused on short-term profits, who hold sway in Washington and other capitals.

I argue that a path yielding energy independence and a healthier environment is, barely, still possible. It requires a transformative change of direction in Washington in the next year.

On 23 June, 1988, I testified to a hearing, chaired by Senator Tim Wirth of Colorado, that the Earth had entered a long-term warming trend and that human-made greenhouse gases almost surely were responsible. I noted that global warming enhanced both extremes of the water cycle, meaning stronger droughts and forest fires, on the one hand, but also heavier rains and floods.

My testimony two decades ago was greeted with skepticism. But while skepticism is the lifeblood of science, it can confuse the public. As scientists examine a topic from all perspectives, it may appear that nothing is known with confidence. But from such broad open-minded study of all data, valid conclusions can be drawn.

My conclusions in 1988 were built on a wide range of inputs from basic physics, planetary studies, observations of on-going changes, and climate models. The evidence was strong enough that I could say it was time to “stop waffling.” I was sure that time would bring the scientific community to a similar consensus, as it has.

While international recognition of global warming was swift, actions have faltered. The U.S. refused to place limits on its emissions, and developing countries such as China and India rapidly increased their emissions.

What is at stake? Warming so far, about two degrees Fahrenheit over land areas, seems almost innocuous, being less than day-to-day weather fluctuations. But more warming is already “in-the-pipeline,” delayed only by the great inertia of the world ocean. And climate is nearing dangerous tipping points. Elements of a “perfect storm”, a global cataclysm, are assembled.

Climate can reach points such that amplifying feedbacks spur large rapid changes. Arctic sea ice is a current example. Global warming initiated sea ice melt, exposing darker ocean that absorbs more sunlight, melting more ice. As a result, without any additional greenhouse gases, the Arctic soon will be ice-free in the summer.

More ominous tipping points loom. West Antarctic and Greenland ice sheets are vulnerable to even small additional warming. These two-mile-thick behemoths respond slowly at first, but if disintegration gets well underway it will become unstoppable. Debate among scientists is only about how much sea level would rise by a given date. In my opinion, if emissions follow a business-as-usual scenario, sea level rise of at least two meters is likely this century. Hundreds of millions of people would become refugees. No stable shoreline would be reestablished in any time frame that humanity can conceive.

Animal and plant species are already stressed by climate change. Polar and alpine species will be pushed off the planet, if warming continues. Other species attempt to migrate, but as some are extinguished their interdependencies can cause ecosystem collapse. Mass extinctions, of more than half the species on the planet, have occurred several times when the Earth warmed as much as expected if greenhouse gases continue to increase. Biodiversity recovered, but it required hundreds of thousands of years.

The disturbing conclusion, documented in a paper I have written with several of the world’s leading climate experts, is that the safe level of atmospheric carbon dioxide is no more than 350 ppm (parts per million) and it may be less. Carbon dioxide amount is already 385 ppm and rising about 2 ppm per year. Stunning corollary: the oft-stated goal to keep global warming less than two degrees Celsius (3.6 degrees Fahrenheit) is a recipe for global disaster, not salvation.

These conclusions are based on paleoclimate data showing how the Earth responded to past levels of greenhouse gases and on observations showing how the world is responding to today’s carbon dioxide amount. The consequences of continued increase of greenhouse gases extend far beyond extermination of species and future sea level rise.

Arid subtropical climate zones are expanding poleward. Already an average expansion of about 250 miles has occurred, affecting the southern United States, the Mediterranean region, Australia and southern Africa. Forest fires and drying-up of lakes will increase further unless carbon dioxide growth is halted and reversed.

Mountain glaciers are the source of fresh water for hundreds of millions of people. These glaciers are receding world-wide, in the Himalayas, Andes and Rocky Mountains. They will disappear, leaving their rivers as trickles in late summer and fall, unless the growth of carbon dioxide is reversed.

Coral reefs, the rainforest of the ocean, are home for one-third of the species in the sea. Coral reefs are under stress for several reasons, including warming of the ocean, but especially because of ocean acidification, a direct effect of added carbon dioxide. Ocean life dependent on carbonate shells and skeletons is threatened by dissolution as the ocean becomes more acid.

Such phenomena, including the instability of Arctic sea ice and the great ice sheets at today’s carbon dioxide amount, show that we have already gone too far. We must draw down atmospheric carbon dioxide to preserve the planet we know. A level of no more than 350 ppm is still feasible, with the help of reforestation and improved agricultural practices, but just barely – time is running out.

Requirements to halt carbon dioxide growth follow from the size of fossil carbon reservoirs. Coal towers over oil and gas. Phase out of coal use except where the carbon is captured and stored below ground is the primary requirement for solving global warming.

Oil is used in vehicles where it is impractical to capture the carbon. But oil is running out. To preserve our planet we must also ensure that the next mobile energy source is not obtained by squeezing oil from coal, tar shale or other fossil fuels.

Fossil fuel reservoirs are finite, which is the main reason that prices are rising. We must move beyond fossil fuels eventually. Solution of the climate problem requires that we move to carbon-free energy promptly.

Special interests have blocked transition to our renewable energy future. Instead of moving heavily into renewable energies, fossil companies choose to spread doubt about global warming, as tobacco companies discredited the smoking-cancer link. Methods are sophisticated, including funding to help shape school textbook discussions of global warming.

CEOs of fossil energy companies know what they are doing and are aware of long-term consequences of continued business as usual. In my opinion, these CEOs should be tried for high crimes against humanity and nature.

Conviction of ExxonMobil and Peabody Coal CEOs will be no consolation, if we pass on a runaway climate to our children. Humanity would be impoverished by ravages of continually shifting shorelines and intensification of regional climate extremes. Loss of countless species would leave a more desolate planet.

If politicians remain at loggerheads, citizens must lead. We must demand a moratorium on new coal-fired power plants. We must block fossil fuel interests who aim to squeeze every last drop of oil from public lands, off-shore, and wilderness areas. Those last drops are no solution. They yield continued exorbitant profits for a short-sighted self-serving industry, but no alleviation of our addiction or long-term energy source.

Moving from fossil fuels to clean energy is challenging, yet transformative in ways that will be welcomed. Cheap, subsidized fossil fuels engendered bad habits. We import food from halfway around the world, for example, even with healthier products available from nearby fields. Local produce would be competitive if not for fossil fuel subsidies and the fact that climate change damages and costs, due to fossil fuels, are also borne by the public.

A price on emissions that cause harm is essential. Yes, a carbon tax. Carbon tax with 100 percent dividend is needed to wean us off fossil fuel addiction. Tax and dividend allows the marketplace, not politicians, to make investment decisions.

Carbon tax on coal, oil and gas is simple, applied at the first point of sale or port of entry. The entire tax must be returned to the public, an equal amount to each adult, a half-share for children. This dividend can be deposited monthly in an individual’s bank account.

Carbon tax with 100 percent dividend is non-regressive. On the contrary, you can bet that low and middle income people will find ways to limit their carbon tax and come out ahead. Profligate energy users will have to pay for their excesses.

Demand for low-carbon high-efficiency products will spur innovation, making our products more competitive on international markets. Carbon emissions will plummet as energy eff