Business is seen as making rational decisions based on cost – but are decisions “by the numbers” TOO narrow for today’s world?
Economic thinking of the 20th century put the responsibility for community benefit firmly in the hands of governments and charities. The theory was that businesses looked after their shareholders and provided income to their employees.
Since the beginning of the Industrial Revolution, a major drive across industry and infrastructure has been to build centralised systems managed by top-down, command and control structures. In industry, this shows up as a push for growth in size, and the concept of invent then push-to-market products.
It’s easy to over focus on making a specific process efficient and lose sight of the end goal – optimising the system that process is part of. Systems Thinking provides a rigorous review process to find smarter leverage points – and opportunities.
Most of our industrial process mindsets are based in the soap factories and foundries of the Industrial Revolution. But there’s a new revolution quietly under way.
We buy music through a streaming service, we buy most business software by the “seat”. What else is worth turning into a service?
Making something “less bad” doesn’t necessarily make it good. It can divert your attention from “good” and to over-invest in “improvements” instead of “redesign”.
If you ONLY look at “taking care your host ecosystems and communities” as a costly obligation, you could be missing out on a wealth of business opportunity.
Dig it up; make things; use them; dump them. From electricity to electronics – and even food – our systems have become increasingly 1-way.
Deep Green Profit is easier to find if you understand that eco-friendly design is good for the bottom line and the ecosystem.