My work has more in common with that of a DJ/producer than a management academic, business writer or organisational consultant. I make:
Original productions Management theories (e.g. generative enterprises), practices (e.g. systemic co-creation), processes (e.g. Ecosystem Value Specification), concepts (e.g. now-to-new) and terminology (e.g. value generator).
Re-edits Example: I have redefined mission as “an enterprise-wide programme of work aimed at manifesting the enterprise’s intent within a given timeframe”. Read more
Mashups Example: Intent (the enterprise’s heartfelt desire to enrich the world in a particular way) consists of vision layered onto purpose. Read more
I expose flawed and outdated theories, practices and metaphors, notably corporate strategy, organisational culture, resistance to change, employee engagement, the ‘change is a journey’ metaphor, and the idea that a product delivers value to the customer or user.
I keep abreast of new developments in the areas of management, organisation and new ways of working, with holacracy being a typical example. Research sources include Harvard Business Review, McKinsey Quarterly, MIT Sloan Management Review, strategy+business, and Innovation Excellence.
Holacracy is a new way of running an organisation that removes power from a management hierarchy and distributes it across clear roles. Work can then be carried out autonomously, without a micromanaging boss.
This website provides access to my body of work, which has been in the making for some 30 years. The site is under constant development and new material is being uploaded every day.
I am based in Bristol, United Kingdom.
Topics and propositions
In the table below, you can see the topics that fall within the scope of my work. Alongside each topic you will find a proposition: ‘a statement or assertion that expresses a judgement or opinion’.
Some of these propositions run counter to prevailing theories, concepts and practices, and your deeply held beliefs may be challenged. Should this happen, why don’t you put your belief system on hold, keep an open mind, suspend judgement, play with the idea, explore its value-generating potential, and remain curious?
Click on a topic to read more. Together, the topics form a coherent body of work that can be accessed from any entry point.
|Human purpose||We are here to enrich the world.|
|Enterprise purpose||An enterprise exists to enrich the world.|
|Intent||Intent is the enterprise’s heartfelt desire to enrich the world in a particular way.|
|Value||There are three main types of value: economic, abstract, and experienced.|
|Value generators||Value is co-created through the interaction between the value beneficiary (e.g. consumer) and the value generator (product, service, facility, establishment, event etc.).|
|Anti-value||The converse of value is anti-value. Increasingly, collective anti-value is being returned to the enterprise in the form of badwill.|
|Anti-value generators||Net end-user value can be increased by halting the generation of anti-value.|
|Generative enterprises||A generative enterprise seeks to to enrich the world in a particular way and create maximum value, meaning and joy.|
|Enterprise ecosystem||A generative enterprise seeks to generate maximum value for each member of the enterprise ecosystem—not just favoured stakeholders such as customers and investors.|
|Mission||Mission is an enterprise-wide programme of work aimed at manifesting the enterprise’s intent within a given timeframe.|
|Strategy||There is little agreement about what strategy is. In a generative enterprise, ‘strategy’ is simply one element of the mission plan.|
|Culture||No one really knows what corporate culture is, how it arises and how it can be shaped.|
|Service||There are two types of service: conditional (reciprocal) and unconditional (non-reciprocal). An unconditional service disposition is a prerequisite for generative enterprises.|
|Five ways for a manager or leader to get something done||A manager or leader has five main ways of getting something done: telling, selling, testing, consulting, and co-creating.|
|Systemic co-creation||In a generative enterprise, systemic co-creation is an enterprise-wide capability.|
|Ideal group size for effective conversation||The ideal group size for effective conversation (e.g. in a workshop or co-creation event) is four people.|
|Now-to-new||Problem solving, innovation, change, development, and potential realisation all involve a shift from ‘now’ (the current situation) to ‘new’ (what is needed instead).|
|Imagination||Truly original ideas having the potential to enrich the world come to us by means of creative imagination, and not through synthetic imagination, which produces derivative ideas and mediocrity.|
|Innovation as procreation||Human procreation is a powerful metaphor for the innovation process.|
|Enterprise-wide peer coaching||The key that unlocks the creative power of a generative enterprise is a network of cross-functional peer coaching triads that includes everyone from the CEO to the most lowly employee.|
|Innovation and change work||We can never know the truth about how the new comes into being, and how this changes into that. But as we get closer to the truth, our innovation and change work becomes more effective.|
|Evolution of worldviews||During the past 2,000 years, worldviews have evolved in this sequence: Aristotelian-Ptolemaic → Newtonian-Cartesian → Pre-systemic → Systemic → Post-systemic.|
|Resistance to change||‘Resistance to change’ is a fallacy.|
|Employee engagement||‘Employee engagement’ is a fallacy.|
|Change is a journey||‘Change is a journey’ is a fallacy.|
I continue to help companies, government bodies and non‑profit organisations adopt the principles and practices of systemic co‑creation.
Systemic co‑creation is a purpose-led, egalitarian way of getting things done, in which all interested parties work together from the outset and on an equal footing, until a mutually beneficial result has been produced.
Systemic means taking into account the needs and interests of all constituents of the enterprise ecosystem.
Interested parties means all those whose contribution, co‑operation and consent are vital to the successful completion of the project.
Morpheus is a band of management activists dedicated to freeing organisations from all that prevents them from creating maximum value, meaning and joy.
You can signal your interest in Morpheus using the contact form.
Telephone: 07583 601234 (+44 7583 601234)
My Twitter account is now closed.