Sensorica Knowledge

observation

A post-peak world will depend on detailed observation and good design rather than energy-intensive solutions.

not rely on weather forecasts but to learn to read the clouds,

“instead of researching the market, be the market”

businesses should be out there observing.

larger businesses tend to rely more on surveys and on second-hand information.

direct contact with customers.

move our idea of ‘capital’ from what we have in the bank, to the resources we have around us

not running a business on a constant high speed cash throughput with little or no capital reserves

lack of resilience in the just-in-time supply approach

a shift to storages of parts and materials, as well as the need to financially not be so dependent on debt financing

work slower with more financial reserves and take less risks, not building beyond what the company’s financial resources can support.

either to not borrow any money at all, or to borrow so much money that you can’t fail, being bigger than the people you borrow money from, so they have a vested interest in your succeeding!

energy efficient

long term

Looking to make buildings as autonomous as possible in a world entering energy descent is critical

see things that are flowing past and through the business that others don’t see as being a resource and having no monetary value as being valuable.

any intervention we make in a system, any changes we make or elements we introduce ought to be productive

This is instinctive to businesses

Obtain a Yield, in this context, is out of balance

much of business

have taken this to extremes

A well-designed system using permaculture principles should be able to self-regulate, and require the minimum of intervention and maintenance, like a woodland ecosystem, which requires no weeding, fertiliser or pest control.

moving from “we’re just obeying the law” to being proactive, acting before you get hit over the head with regulation and other vulnerabilities.

be able to put a foot on the break, not just going hell for leather on profit maximisation.

apply applied restraint, avoiding excessive, overfast growth that hasn’t been consolidated

looking for the negative feedbacks, from customers and from the environment in general

We need to increase the tightness of feedbacks.

Where nature can perform particular functions

we should utilise these attributes, rather than thinking we can replace them

Where nature can take some work off our hands we should let it.

a shift towards renewable resources

The emerging opportunities for businesses are things that are renewable. Renewable energy sources are the ones that will ensure a business’s stability in the long run. We can also broaden the concept of renewable resources to include things like goodwill and trust, things which a business can rebuild with good husbandry. Most business doesn’t just depend on law and competition, trust is at the heart of much business and it is very much a renewable resource.

The concept of waste is essentially a reflection of poor design. Every output from one system could become the input to another system. We need to think cyclically rather than in linear systems.

looking at our work from a range of perspectives

wider context

keep a clearer sense of the wider canvas on which we are painting, and the forces that affect what we are doing.

being strategic is important too

ask how is what we are doing part of a bigger picture, the move away from globalisation and towards the local, taking steps back from the everyday.

This can be done firstly by allowing space for Devil’s advocates, for black sheep, for hearing the voices of those outside of the dominant culture of the organisation and secondly by looking from a holistic perspective of how things interconnect, rather than just relying on experts who are embedded in detail. It emphasises the need to value the generalist, to give value to holistic thinkers.

allowing people to imagine different possibilities.

scenario planning

Permaculture has been described as the science of maximising beneficial relationships.

Solutions are to be found in integrated holistic solutions rather than increased specialisation and compartmentalisation

The challenge here is to move to seeing business as being part of the geographical community, as being rooted in place, rather than just part of a globalised community. At the moment for many larger businesses, the local is something one pays lip-service to as a source of good PR, something one is passing through, rather than actually being an integral part of the community.

This is a profound structural challenge for large organisations. Part of the resilience of the organisation comes from the degree of lateral integration. Resilience is in all solutions, it is the characteristic of ecological systems. If we apply these principles, resilience is one of the emergent properties

the notion that big is best needs to be challenged

new opportunities are very hard to understand and exploit from a macro level perspective, and are much better done from small scale perspective. It is here that the idea of appropriateness of scale becomes key.

more diverse systems have much more inbuilt resilience

have a diversity of small businesses, local currencies, food sources, energy sources and so on than if they are just dependent on centralised systems, globalisation’s version of monoculture.

not having all your eggs in one basket.

In the short term this kind of diversification could reduce profits, but in the longer term it will be more secure

this is about the reverse of specialisation, about having a mixed portfolio, and presents a big culture change for businesses.

it is a good strategy for business to keep a diverse portfolio of what sustains the business, keep some things that appear to be peripheral. They may not at this stage appear to be a serious part of how the business is run, but in this new world they will increasingly become so

‘edge’

the point where two ecosystems meet is often more productive than either of those systems on their own.

overlap systems where possible so as to maximise their potential.

recognising that innovation doesn’t come from the centre but from fringe thinkers.

giving status to the marginal

It is important that the business has as many fingers in as many pies as possible, as many interfaces, and recognises that every person working for the business represents it in the community.

Natural systems are constantly in flux, evolving and growing.

Remaining observant of the changes around you, and not fixing onto the idea that anything around you is fixed or permanent will help too.

be flexible, lean and adaptable

A healthy approach is to start with no complete plan, to allow the process to be emergent. This is not a time when we can work to a rigid plan as conditions will change so fast. Organisations will need to stay on their toes, without rigid management.

people confuse collaboration with teamwork.

Teams are created when managers need to work closely together to achieve a joint outcome.

actions are interdependent

committed to a single result

joint decisions

cautious about taking unilateral action

someone with the authority to resolve disputes

Team members may dislike

each other

But with a good leader they can still perform.

Collaborators face a different challenge

they often also have competing goals

the shared goal is usually only a small part of their responsibilities

collaborators cannot rely on a leader to resolve differences

collaborators cannot walk away from each other, when they disagree.

a collaborative relationship

is a form of customer-supplier relationship in which the participants have all the difficulties of contracting with each other without the power to walk away if the other party is being unreasonable or insensitive.

my advice is to avoid relying on a collaborative relationship except in the rare cases when a company objective is important enough to warrant some collaborative action but not so important as to warrant a dedicated team.

collaboration requires emotional engagement

respect

creatively bargain

other over costs and benefits.

don't think of it as a permanent solution

collaborative relationship

transition to an easier form of interaction

nodes in a value network represent people

nodes are connected by interactions that represent tangible and intangible deliverables

Value networks exhibit interdependence

Companies have both internal and external value networks.[1]

customers or recipients, intermediaries, stakeholders, complementary, open innovation networks and suppliers

key activities

processes and relationships that cut across internal boundaries

Value is created through exchange and the relationships between roles

F&S's value networks consists of these components

customers

Some service the customers all use, and enables interaction between the customers

service

contracts that enables access to the service

the network formed by phone users

example

example

car insurance company

how a company understands itself

value creation process

value creating system

all stakeholders co-produce value

systematic social innovation

strategy as

the Value Network to emerge as a mental model

Verna Allee defines value networks [5] as any web of relationships that generates both tangible and intangible value through complex dynamic exchanges between two or more individuals, groups or organizations. Any organization or group of organizations engaged in both tangible and intangible exchanges can be viewed as a value network, whether private industry, government or public sector.

Allee developed Value network analysis, a whole systems mapping and analysis approach to understanding tangible and intangible value creation among participants in an enterprise system

participants, transactions and tangible and intangible deliverables that together form a value network.

knowledge

benefits

favors

know-how

policy

planning

process

biological organisms, including humans, function in a self-organizing mode internally and externally

no central “boss” to control this dynamic activity

The purpose of value networks is to create the most benefit for the people involved in the network (5)