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 thus begins with an intent to vitalize the enterprise – making it capable of thriving forever.

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 & Imperatives

Regenerative managing’s requirements derive from its seven aspects identified through objective observation and inquiry regarding the who, why, what, where, when, how, and in what way of enterprise value creation. The resulting aspects of this inquiry are contributors, purpose, customers, possibility, knowledge, businesses, and the whole.

Following this framework of seven aspects, with the intent to vitalize firmly in mind, we then deduced the requirements, discovered the first principles, and derived the imperatives.

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.

The imperatives distill the essence of what managing must do to produce a regenerative enterprise, an enterprise that internalizes the creative destruction of a healthy ecosystem to thrive as though an ecosystem itself.

Regenerative Managing Introductory Slide Show

Encompass All of Managing

Only regenerative managing offers a comprehensive, integrated, and definitive framework for managing that truly engenders the full potential of your enterprise. Only regenerative managing encompasses all dimensions of managing—all leadership, all management, and all governance.

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 do your regenerative practices, as in performing them.

Initiate: Becoming regenerative begins when you establish a regenerative mindset. This results from the study of regenerative managing – its philosophy, aspects, first principles, and imperative. It’s during this stage that your enterprise forms an intent to vitalize along with all that calls for. Then, having the regenerative managing framework well in mind, you have the lens that will forever change your view of managing an enterprise.

Discover: Employing the regenerative framework, 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 intent to vitalize, adherence to first principles, and the carrying out of its imperatives. Aspect by aspect, produce a managing profile and assessment for the enterprise.

Define: Define opportunities to vitalize the enterprise in its ecosystem as is and yet to be formed. Plan to make all managing practices regenerative—and thus the enterprise regenerative. Craft a strategy, a composite of the organization, businesses, and managing strategies suited to enterprise circumstances including its ecosystem, identity, and meaningful purpose.

Design: Design your new regenerative practices in line with your vitalizing intent, first principles adherence, imperatives realization, and circumstances adaptation, origination, and formation.

Deploy: Deploy your regenerative practices – reinforcing their adoption while eliminating non-regenerative practices being replaced. As conflicts arise between ways of managing, quickly resolve them in favor of regenerative managing.

Do: Exercise your newly deployed regenerative practices, while protecting them from the gravitational pull of the legacy practices and thinking. Nurture these practices expression of regenerative principles and their effectiveness in carrying out the regenerative imperatives. Adhering to the intent to vitalize, these newly minted regenerative practices will tend to modify other existing practices and generate new vitalizing practices. Favor the organic rise of new regenerative practices over existing non-regenerative practices. Foster the emergence of enterprise vitalization and regeneration.

Discover: Enter the stage of discovery once again along with the possibility of further initiation to further develop and reify the regenerative mindset.

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.