Regenerative Managing

Enabling Individuals to Flourish and Enterprises to Thrive.

Let regenerative managing guide you through the most exciting time in the history of managing!

Kim C. Korn and B. Joseph Pine II invented regenerative managing to enable enterprises to thrive forever.

Managing's Challenge

Regenerative managing builds up the natural capability of people to create, innovate, and operate an enterprise to thrive in the present while re-creating it to thrive in the future.

In sharp contrast to thriving, we found many enterprises instead on a trajectory to fail. Looking at their way of managing from a design perspective, you could say that they manage to fail.

In accord with our regenerative philosophy, to be considered effective, managing must forestall and avoid enterprise degeneration, not just for a time, but indefinitely. Effective managing continually vitalizes an enterprise with its ongoing discovery, innovation, and re-invention—in the face of persistent creative destruction. Effective managing is therefore regenerative managing.

Only regenerative managing produces a thriving trajectory for an enterprise as a matter of routine.

 

We took on managing’s challenge by designing a whole new way of managing, a greenfield design, not one rebuilt on an anecdotal or piecemeal foundation. With our objective approach, we discovered the way of managing that continually revitalizes. Adhere to our newly discovered first principles of enterprise regeneration, and the seven imperative which carry them out, and you too can produce a regenerative enterprise. Naturally, we call our new way of managing regenerative managing.

Be Regenerative

To be regenerative, practice managing in accord with the first principles in carrying out the seven imperatives. Doing this produces a powerful integrated set of mutually reinforcing practices. Kept purely regenerative, these practices release the natural capacity of your enterprise to regenerate and revitalize itself to set the stage for thriving forever.

Regenerative First Principles

The imperatives derive from regenerative managing's requirements and first principles. Consider the first principles to be the fundamental values of regenerative managing without which an enterprise will not thrive. The first principles derive from and reflect the inherent nature of people and the essential dynamic activities that together create value. Thus, adhering to regenerative first principles releases the organic capability of an enterprise to naturally regenerate.

Becoming Regenerative

Putting the regenerative managing framework to work, you can create your own thriving enterprise. You do this by tailoring your managing practices to fit your unique circumstance in accord with regenerative first principles and to carry out its seven imperatives. Simply discover your regenerative managing possibility, define your opportunities to vitalize, design the practices that seize the opportunities, deploy those practices into the enterprise, then defend your regenerative practices against backsliding degeneration.

Discover: Discover the regenerative possibility for your enterprise to establish your intentions for managing. Assess the managing practices of the enterprise in relation to regenerative managing’s first principles. Form a managing profile for the enterprise.

Define: Define opportunities to vitalize the enterprise. Plan to make all managing practices regenerative—being aligned with regenerative first principles. Craft an enterprise strategy, a composite of organization, businesses, and managing strategies.

Design: Design your new regenerative practices in line with your managing strategy.

Deploy: Deploy your regenerative practices by reinforcing their adoption and rejecting non-regenerative practices.

Defend: Reify your regenerative practices of managing while defending them against degeneration—backsliding, drift, and dilution. Continually monitor managing practices enterprise-wide to verity their alignment with regenerative first principles.

Take a Common-Sense Approach

A fully regenerative enterprise practices all seven imperatives—unleash potential, infuse meaning, embrace the individual, liberate creativity, orchestrate vitality, effect creative destruction, and achieve coherence—all in accord with the first principles of regenerative managing.

But taking on all these imperatives at once would be imprudent for most enterprises. First, your strategy of managing must be in sync with your enterprise's strategic needs and priorities.

If your enterprise's most pressing need is a viable business model, begin with the imperative to effect creative destruction to address this critical issue. Or maybe your enterprise is not yet customer centric, which points to the possibility of focusing on embracing individual customers.

But in every case, the imperatives are interdependent and mutually reinforcing. So, until you address all of them, your enterprise will lack its full regenerative capability.

Just address becoming regenerative in a logical manner. For instance, don't unleash the full potential of every contributor independent of infusing the meaning which aligns them.

Managing's Renaissance

With a loss of faith in conventional managing, a recognition that heroic leadership does not endure, a lack of engagement in nearly seventy percent of employees, and enterprises failing to thrive in a highly competitive world, new practices are emerging and proliferating like never before.

This evolutionary explosion of new principles and practices—whether they be lean, agile, managing without managers, democratic management, holacracy, beyond budgeting, or any of a host of new people-engaging, innovation-fostering, and wealth-generating practices—provide not only tremendous opportunity, but also entail risk and introduce confusion.

What most of these methods have in common—their intent to achieve at least some aspect if not all of regenerative managing. But there is a key difference between all of these ways of managing and regenerative managing.

Regenerative Managing Stands Unique

  • It forms from first principles of managing value-creating enterprises.
  • It encompasses all dimensions of managing—all leadership, all management, and all governance.
  • It provides a comprehensive, integrated, and definitive framework from which to form your own practices tailored to the unique circumstances of your unique enterprise.
  • It serves to make sense of the host of newly emerging practices, guide the re-invention and innovation of your way of managing, and provide the foundation for all managing practices you create, adopt, and deploy.

Look to regenerative managing to guide you through the most exciting time in the history of managing!

Continuing Your Exploration of Regenerative Managing

Hopefully this introduction to regenerative managing has whetted your appetite for more information.
The Briefs & Expositions and Insights & Observations will be updated and expanded on a regular basis.

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And below find a synopsis that pulls together the focus, requirements, first principles, and imperatives for each aspect of regenerative managing.