This being the case, and the fact that we all live in a world of interlocking and interconnected systems, and a networked society how do we navigate our way through to create new value as an organisation?
Many of these relationships are corrupted by power and self-interest. The issue we face is to do with broken systems and biased supply chains, where costs are going up and income is going down. This is caused by increasing energy costs, an aging population, the inability to obtain skilled labour, the cost of land, natural disasters, and attracting investment partners.
Conducting business as usual is not tenable.
To this end, it is critical that everyone in your business knows its business model, lives its values by the way they behave, and has the business structure and systems in place to explain to others both inside and outside the company its purpose.
It is imperative to understand and manage ourselves and our businesses as part of a much larger set of systems that we can avoid, discover, and enhance. Understanding and managing everything that is being done in the business through this lens and its value propositions is critical for the current business and its ongoing development.
This also includes having metrics and measuring the non-tangible benefits that the company is accruing and providing into its own business ecosystem through the various projects that it is delivering on. In navigating unknown and uncertain environments, we need to find new sources of energy, human capital, financial capital, and land capital to realise new forms of value.
There are many options to be created and explored all grounded in, and directed by, mission, vision, and values. All vision making for instance must be an outside-in exercise rather than purely an inside-out one. In this way, many more options are generated, and more streams of new value realisation are accomplished. Vision-making becomes both a top-down one of intent and an emergent one of achieving results in initiatives and projects with selected strategic partners.
We do this by engaging with the connections that we trust in the system of which we are a part.
We build trusting relationships and partnerships that are defined by preferred attachment, and mutual benefit, and that address adjacent concerns, and possibilities, and create opportunities for both parties. These arrangements are articulated in a Terms of Agreement.
- We institutionalise the business model and its approach throughout the organisation and those of our partners.
- We educate and learn constantly about how things can be done better.
- We produce products and services together for all concerned.
- We engage research institutes and universities to understand and critique our approach.
- We always are analysing our business cases thoroughly.
- We are always evaluating our progress through our initiatives and the positive network effects that they are producing as well as the negative network effects that they are incurring so that we can adjust our courses of action.
This evaluation occurs through the stories being told, the case studies generated, articles in the media, newsletters, our website, and other social media outlets.
The relentless pursuit of all these efforts combined has a compounding effect on your organisation.
Rob Jennings
