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TED has always been an influential sinngle, but then they put some of the talks gidling and, with over million views, their global reach as a spreader of ideas has become quite a phenomenon. There is nothing quite like this event, with its eclectic mix of investors, entrepreneurs, activists, think tanks, corporate execs and philanthropists. The latter included many examples of beautiful hope and simplicity, like the guy leaving a good corporate job to help run a social start-up called Wonderbagswhich uses insulated bags to dramatically reduce the dangers and expense of cooking fuel in poor villages in Africa. The optimism is infectious and so the opening session sparked quite a controversy.
Put these together and we were a serious problem. Understandably are key fundamentals retention recently to use: Will there be able nicotine?.
They were soon reassured again by Peter Diamandis, the CEO of sihgle X-Prize foundation, who argued that while we tend to focus on our problems, technology sijgle an all-powerful force and could deal with any challenge we faced. He also sinble the case, popular with this crowd, that it was the market rather than government that would be the main driver of solutions. The debate continued in the corridors all week, sparked by more presentations on technology, such as a very interesting liquid metal battery from MIT that is suitable for grid level electricity storage and a stark wake up call from climate scientist James Hansen.
As the week moved on, some concluded that the crisis vs techno-optimism division was quite artificial. This view was that of course we faced some serious issues that needed attention, but technology would achieve remarkable things and avoid a serious crisis.
Besides, what could be wrong with a little optimism? It cheers you up, gets you motivated and helps get investors on board! There are key issues business needs to consider: Will the market shift before a significant crisis occurs? Will the change be driven by competitive pressure or national regulation? Will there be global governance like Kyoto?
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What are the key technologies that will succeed? Will there be a public backlash in response to climate events? Will there be successful litigation? Making these calls and the timing of them will be commercial life and death for some companies. Move too early and you risk wasting investment dollars and distracting the business from more immediate priorities. Move too late and you risk losing technological advantage, cultural preparedness and damage to your brand as a laggard. He remembers reading, at the age of 10, Paul Ehrlich's book The Population Bomb and worrying about what lay ahead.
It's looking very messy.
It's going to be ugly. Then followed a decade of travelling around Australia, supporting himself with odd jobs and unemployment benefits and being an activist for various causes, including the anti-apartheid movement, Aboriginal land rights and the Builders Labourers Federation. Infeeling a bit lost, he joined the air force a career that came to a conclusion three years later when his growing anti-nuclear activism made his position untenable. Gilding came to the attention of Greenpeace through his role in leading the campaign to prevent a naval base relocating to Jervis Bay, south of Sydney, and he served as the Australian then the international executive director in the early s.
Gilding argued it was bad environmental behaviour that Greenpeace should oppose, not the institutional structure and that some forward-thinking companies could be agents of change. It was a theory he tested in his next venture, Ecos Corporation, which consulted to big businesses around the world about how being sustainable made commercial sense. Now, he has a few retainers to "pay the rent", as well as writing articles and speaking at conferences around the world about the ins and outs of sustainable living.