The New Capitalist Manifesto: Building a Disruptively Better Business

Mastering socio-productivity means learning to create markets and industries for those whom orthodox capitalism is unable to serve. Twentieth-century organizations are awesome at the incremental: creating low-need-high-cost markets, segments, and industries, like Hummers, McMansions, and expensive lattes. Constructive capitalist revolutionaries are

It is to profit more from less economic harm, instead of being trapped to profit only through more harm.

Google is a principle-powered business. It has a now-famous set of corporate principles. 1. Focus on the user and all else will follow. 2. It’s best to do one thing really, really well. 3. Fast is better than slow. 4. Democracy on the Web works. 5. You don’t need to be at your desk to need an answer. 6. You can make money without doing evil. 7. The

Disruption happens when construction erases maximum destruction: when new cornerstones are brought to places and spaces where borrowing benefits from or shifting costs to people, communities, and society is—yawn—just business as usual. Constructive strategy is most disruptive where there is a growing surplus of destruction, because that is where th

Twentieth-century capitalism’s cornerstones shift costs to and borrow benefits from people, communities, society, the natural world, or future generations.

can we use reuse, recycle, repurpose, or remanufacture this input or output? If we can’t, can we trade it to someone who finds it useful enough to compensate us for it? If we still can’t, we have to find a way to strip it out of the cycle altogether, because cycles can’t be fed with bad inputs that can’t be recycled, reused, or repurposed.

Twenty-first-century organizations don’t manage by monologues solemnly intoned from the inside out and the top down. They manage through dialogue that starts from the outside in and the bottom up. By democratizing decision making in a multitude of ways, constructive capitalists are able to allocate resources with maximum agility.

What’s better for people, communities, and society is already, and will continue to be, better for the bottom line.

Value cycles add four novel segments to value chains to reconfigure them cyclically: