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Beyond Branding is written by members of The Medinge Group

The Beyond Branding blog

January 29, 2006
1-2-3 Entrepreneurial Revolution & Brand Economy Leadership

What does Revolution mean?

R1 we aim to map transparently how a system whole revolves over time (around its contextual gravity or purpose) as well as interface with other wholes ; what facilitation is needed for wholes to change the way we expect. Other largely synonymous vocabulary for revolution :
Spin – virtuous or vicious
System uptilting or downtilting the future
Compounding exponential upcurve ( goodwill, positive value multiplication for all connected by system through time) or downcurve ( badwill, value destruction for all)

R2 Three fundamental patterns of system revolution:

R2.1 while the system is alive it is always spinning towards either sustainable growth or self-destruction (much of this spin can be tracked ahead of time because it depends on quality of investments in relationships already made)

R2.2 because of tensions between relationship coordinates the natural state of systems is to degrade unless they are proactively stewarded (ie audited ahead of time for next conflicts or disconnects) so that leadership interventions revolving this future potential to degrade are made just in time and thus at lowest cost to multiplying the system’s valuetrue

R 2.3 Because of R2.1 and R2.2 – true governance of wholes leads to different potential consequences than governance by parts. As economies develop, they become more systemic as well as more deeply contextually and impacted by human beings desires to make a difference. The service economy is fundamentally more systemic than the machine economy. A networked global and local economy (which means that ssytames8systemks*systems… are at least as important for sustained economic success as separate organisations. Mathematically, the most disastrous thing a 21st C democracy could do is assume that accounting by parts that was perfect as a monopoly standard at the start of the 20th Century would be suitable as the only need of quarterly governance in the 21st C. This would be as dumbing down to the future innovation potentials of human growth as insisting that relativity theory had no place alongside Newtownian mechanics. We have not yet freed ourselves from that global risk as we have seen with hundreds of corporate implosions and the troubles that transparency crises of Big 5 firms including the zeroisation of Amdersen’s value and eg recent troubles at KPMG.

E1 What does Entrepreneurial mean? Preneurial means take back assets (or change constitutional rules) in a fair way to the future’s greater advantage and development of peoples. Most of us would agree that if slavery exists somewhere , taking back the ownership of people if freeing them is essential for human progress. The same issue can apply to taking back land , natural resource, machines if we want to empower service economies or to sustain networked ones.

E2 What do Entrepreneurial Revolution leaders do:
They understand the above ideas well enough to help facilitate:
Both the transformation dynamics implied by system and entrepreneurial

Finding space for owners and deep inventors to see how much more value the higher order system can compound even as it means restructuring ownership

They work with future historians on deep context scenarios because timing is crucial. Both having the time to prepare for change of opinions and not leaving it later than is economically the most advantageous time before conflicts compound cancerously in the system making transformation ever more costly or ultimately impossible without total destruction of the old system and all the human consequences that will involve.

It is now 30 years since we have been hosting Entrepreneurial Revolution roundtables which began with Norman Macrae’s publication of the Entrepreneurial revolution survey in The Economist of 1976. This began a trilogy of meta-scenarios:
Part2 – Intrapreneurial Now, published in The Economist 1982 – applied ER to the context of all service economies

Part 3 published as a book in 5 languages in 1984-1986 (The 2024 Report or 2025,2026 depending on pu8blication date) provided a 40 year timeline for iterative revolutions of a 21st C of networks in various senses and sustaining the transparency of 2 million global villages so that all 6 billion people could harmonise productivities and demands to their hearts contents by making the most of the connections we can all serve, be and learn if we wish to engage in higher order development of humanity rather than lower. Being networked (with degrees of separation ever reducing) guarantees one future certainty that is not something that some nations can contract in or out of: there is no middle road –all cultures of the emerging 21st century will develop harmoniously or in mutual self-destruction - just as there is not system that does not revolve. This is how we timelined the challenge 2005-2010 back in 1984. To get towards harmonising 2 million global villages we need 30000 projects which all human beings can win from knowing of and selectively engaging prototyping and open sourcing.

BEL What does brand leadership mean if we accept the innovation challenges that ER puts in front of us.

Together with any other words that connect with the greatest purpose an organisational system of productive and demanding relationships can integrate such as knowledge, learning, how we measure connections as well as each other, it means wanting to see a second system of governance applied alongside tangible accounting , at the same cycling frequency but designed around the following opposites to the 20th century accounting monopoly:
Future tracking of exponentials, not historic reporting of separate quarters

While system not parts in the way that it models

Internalising externalities of a global sector requiring cooperation and transparency around greatest risks of responsibilities that a specific sector has most impact on either in terms of sustaining nature’s globe or in terms of crossing digital divides so that no community of people is marginalised

It means valuing reality-making beyond image-making. For example it cannot be economic for a global brand to budget a billion a year on image-making and nothing on reality futurising.

It means that leaders must openly animate debates on conflicts ahead of time rather than reactively deal with conflicts behind closed doors when the system is already spinning more vicious consequences to life than needs be.

You can see how trust-flow, transparency and sustainability come together in governance of this second kind here. Moreover, we can provide you with a simple means to traffic light or colour code governance systems that professional or other forum claim to be offering. In implementing such a system 2 different routes need to be played rather like great films need producers and directors. Someone needs to love the purpose so much that humility isn’t an issue- everyone is gravitated to wanting to pursue that whole purpose. The humble one is the facilitator of all the conversations that need to be had as disciplines and professions connect what the measurements had previously separated but doing this I n real time so that the organisation sustains enough cashflow to transform up through states of systemic health. In the 1980s, American companies benchmarked Total Quality when they realised their system quickly needed to go from beginner quality to much more integrated quality on physical defects from many in a billion to one in a billion. The good news ins that human relationship integrity never need to be that precise. The bad news is that thing quality is nothing to do with the human relations connectivity transparency that brands now need to live and learn if they are to sustain presence in global and local markets. Many of the 20th Century’s most famous brands have by our 30 year old monitoring standards left this transformation incredibly late. What this means is that the first wave of tomorrows company global brands should expect to collaborate and achieve extraordinary gains. It is absolutely possible to multiply 100 time shareholder returns over the next generation if societal ones are multiplied 1000 times. But many more of last century’s moist famous brands look as if they will drown in non-transparent leadership- or a muddle of never being humble about Big Hairy Audacious goals whilst always giving people time and open space top transform

REBEL, Global Change Village 1, London
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