Humanity has reached a point where two paths lie ahead, one degenerative, the other regenerative. Which path will we take?


As a society, we still have the consciousness required to create and maintain an Industrial Revolution rather than deal with its aftermath. This consciousness will lead us unwittingly further down the degenerative path. 


Our purpose is to develop the consciousness of leaders, teams and organisations to enable them to increase performance, deliver on the triple bottom line, prosper during a decade of transformation and lift societal consciousness onto a regenerative path.



Decade of Transformation


This decade will bring significant transformation to our society and organisations, whether we like it or not. Climate change alone, and the measures we put in place to avert it, will bring about significant societal transformation.  We are also facing social changes brought about by tackling discrimination and mental illness.  Then, there is the digitalisation of our work and home lives. 


How organisations respond to the transformation can be considered in terms of a continuum from ‘business as usual’ at one end through to preparing for ‘deep adaptation’ at the other. The response the organisation takes depends on the level of 'consciousness' of the most influential leaders within the organisation. It’s the leader's consciousness that determines how they perceive the transformation impacting their organisation and, therefore, their response. 


  • Business As Usual: With the enormity of society's crises, some leaders will become overwhelmed. To maintain their self-esteem and deliver success, they will focus on delivering business as usual. 
  • Sustainability: Those leaders not in denial may recognise the need and opportunities for implementing some sustainability initiatives. However, they are not seen as part of the business's core purpose and will become a 'bolt-on'. 
  • Regenerative: Most leaders say they hold themselves to account for the ‘triple bottom line’; people, environmental and financial. However, the reality for some is that they continue to exploit and trade-off their stakeholders in the service of their financial investors.  When found out, they get accused of ‘green washing’. This now represents a major risk to a business. Conscious / stakeholder capitalism argues the purpose of a business is to serve society and, if it can do this effectively and efficiently, the business will be rewarded with a profit. Serving society inevitably involves regenerating all capitals such as environmental, social and psychological. 
  • Transformative Adaptation: Some leaders recognise we are in a decade of transformation and are preparing their organisation to be able to adapt. In doing so, they recognise the need for their organisation to be flexible, adaptable and evolve with constant change.  The leaders develop their organisations to be less like machines and more like ecosystems. 
  • Deep Adaptation: Some academics and researchers believe that society has already passed the tipping point and is heading towards ecological and social collapse. In this situation, a shallow 'transformative adaptation' will be useless.  Instead, a 'deep adaptation' will be required. 


As leaders’ collective decisions significantly shape our society, to avert the need for 'deep adaptation', we now need leaders to lift societal consciousness so that we all embrace a regenerative lifestyle. This is the 'inner psychological transformation' society now needs to embrace to facilitate the 'outward transformation' of social, economic and technological change. To successfully lead through a decade of transformation and lift societal consciousness, leaders now need to increase the level of their own consciousness.





The Fall of the Machine


As a society, we fell in love with the great machines of the industrial age. Consequently, businesses were designed to behave like machines. The organisation of a machine-like business is broken down into its component parts – business units, departments, teams, etc. As work is divided through the division of labour, each person becomes a cog in the machine. 


As each machine-like business has clunked into action over the last couple of centuries, they have scoured the land to hoover up the resources within their reach, whether they be natural, human, or financial and have converted these resources into profit via the production and sales of goods and services.


There has been a growing backlash against the damage machine-like businesses are causing. Many businesses have responded to this change, to some degree, with initiatives such as empowerment, inclusion, diversity and employee engagement. But has this change been enough? Business’s pursuit of shareholder value, above everything else, is blamed for rampant consumerism, environmental degradation, climate breakdown, inequality and psychological illness.



The Rise of the Ecosystem


Rather than behaving like a machine, businesses with a higher level of consciousness behave like an ecosystem. Ecosystem businesses value flow, emergence, and unfolding. They have multiple and continually evolving purposes related to planet, people and profit, often referred to as the ‘Triple Bottom Line’.


To achieve these purposes, they seek to sustain and regenerate the resources they use to create goods and services by ensuring that the resources are returned to the environment in a replenishing form once used. Profit is realised through society valuing and rewarding the work of the organisation. The more effectively the ecosystem business adds value to society, the more the triple bottom line is increased. Leaders and entrepreneurs who have developed to the higher stages of consciousness will be best able to create ecosystem businesses.


If organisations are to thrive amidst uncertainty, prosper during a decade of transformation and lift societal consciousness onto a regenerative path, they now need to behave less like machines and more like ecosystems.



Take a look at our services to find out how we develop the consciousness of leaders, teams and organisations.


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