Conscious Capitalism: Self-Interest of Goodwill
I am sharing my customized approach for balancing self-interest (local) and goodwill (global). There are a growing number of descriptors for this pursuit (triple bottom line, benefit company, social venture). I have a thing for alliteration so, for now, I am identifying as a conscious capitalist. Being conscious (present, aware) does not lock me into any particular attitude or action. Rather, I commit to keeping track of the whole story, both the signal and the noise. I choose to identify as a capitalist because I am clear that a free market system is a natural and necessary outgrowth of human expansion and refinement. I support the effort to remove the practices and attitudes that are often erroneously trumpeted as tenets of capitalism. I am confident that in time (aided by the unprecedented rise of citizen scholars) we will realize its greatest good.
Growth (through organic groupings):
Amazing as it seems, we never left high school. Who do we associate with and why? The desire to be favored remains even in adult business life a driving force. We continue to be slow to consider “unpopular” brands lest we be associated with an “inferior” product. This attitude retards growth as it exist outside the reality of present market dynamics.
Hyper competition demands that an enterprise adjust as much and as often as necessary to leverage lucrative but fleeting opportunities in dynamic marketplaces. This approach relies less on absolute rankings and more on relative positioning in specific trending market segments. However, if a subgrouping (subculture) have been artificially labeled as “worthless” it may be difficult to perceive how value is exchanged within this customized environment.
I consider subgroupings (subcultures) to be no different then the natural variations in plant foliage. The variation in the color, size and shape of flowers are stimulated by its environment and the flower adjusts for a purpose. I strive in relationships with external and internal stakeholders to venture to the point of common purpose. I see great benefits in building relationships with a bold cross-section of participants in the economic process.
By respecting everyone’s right to express themselves how and with whom they choose, I can help build alliances with diverse populations that remain free of the conflicts that exist between groups.
Security (through sustainable development):
The right to pursue individual wealth and well-being must be honored in order for a society/community to benefit from a free market system. The ability to benefit proportionate to one’s own efforts (meritocracy) provides a powerful incentive for increased and prolonged performance/productivity. However, self-interest also demands that an economic system honor its interdependent relationship with its constituent systems. We have reached the point in human affairs where we can no longer ignore the social and environmental implications of business decisions.
By aligning my operational philosophy with the emerging best-practices for sustainable economies, I can help the companies and communities I represent prepare for the business opportunities and challenges of responding to social and environmental crisis.
Sustainability (through equitable exchange):
Churn Costs. Every time an enterprise exchanges vendors, employees, markets (communities), it costs them in productivity and increases opportunities for intellectual property infringement and piracy. Commerce has evolved into a lattice of interconnected transactions that touches every point. Churn begets churn and stability begets stability (proportionate to proximity).
I respect that without dedicated teams of employees and vendors, businesses are unable to deliver their premium products and services. It’s clearly in the best interest of conscious companies to support their growth. It makes sense to take time and care to get to know each and every member of an extended team in order to develop sustainable and equitable relationships. Some might consider this old school business . But since this approach leverages the latest technology, it’s still pretty new school.
Many small/fast/private companies lack a defined people strategy. Larger/public companies often cave in to investor pressure for increased profits by ignoring their stated commitment to equitable exchange with vendors and employees. A company’s unwavering commitment to sustainable and equitable growth will allow it to avoid the high cost of churn.