Business Purpose Design E-Book

Monika Smith

• Herausgeber: Books on Demand
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 255

Veröffentlichungsjahr: 2020

Beschreibung

Business Purpose Design is an essential guide for a human-centric and holistic purpose for businesses. Discontinuity, uncertainty, complexity, and ambiguity are driving forces of our world. Entire markets, industries, departments, and specialist areas interact and correlate with each other - unplanned and open-ended. In our world, orientation and a common driver is key to navigate, to distinguish relevant information from irrelevant, to take decisions and lead companies to create a positive future. Together with 32 outstanding personalities, from thought leaders, executives, founders, designers, and scientists, Monika looks at the 30 most relevant topics für purpose entrepreneurship. Bonus: Many examples, trend outlooks, and conceptional images inspire new thoughts and ideas - and reassure existing developments. Furthermore, takeaways for every topic offer a hands-on guide to act right away. With the Business Purpose Design model, organizations of any size can design, build, and grow their business towards becoming impact-driven. It provides a toolkit, and over 90 practical tips to design or and implement purpose within an organization right away. It allows for many perspectives. Co-created by over 32 practitioners from 30 disciplines. Illustrated with a critical eye by one of Europe's most sophisticated graphic-recording duo. Specially designed for executives, consultants, entrepreneurs, coaches, managers, designers and leaders of all types of organizations. www.business-purpose.com

Leseprobe

Lead-Author

Monika Smith

Purpose Facilitator, Leadership Coach and Consultant

Authors

Dr. Maren Beverung

Consultant and Facilitator

Scot Carlson

Digital Transformation Lead at Reprise Digital

Pascal Fantou

Growth Hacker and Founder Q48

Curt Simon Harlinghausen

Serial Entrepreneur, Nerd, Growth Hacker, Digital Creative und 101010

Daniel Heltzel

Managing Director Fab Lab Berlin

Steffan Heuer

US-Correspondent of brand eins magazine

Philip Siefer

Co-Founder of Einhorn Products

Martin Sinner

Entrepreneur and Investor

Christian Solmecke

Lawyer and Partner of WILDE BEUGER SOLMECKE

Don Spampinato

Global Solutions Consultant - Digital and Business Transformation

Dr. Shermin Voshmgir

Director Cryptoeconomics Institute at Vienna University of Economics, Founder Blockchain Hub Berlin

Katharina Zwielich

Sustainable Fashion Expert

Co–Authors

Amrei Andrasch

Human Experience Designer and Creative Strategist

Jean-Philipp Almstedt

Master Student in Cognitive Science

Victoria Balk

Master Student in Psychology

Co–Authors

Jannis Born

PhD Candidate in Cognitive Science University of Osnabrück

Raquel Dischinger

Master Student in Sustainability Management

Tina Dreisicke

Support for Change Maker and New Work Pioneers

Dominik Frisch

Coach, Lecturer and Consultant

Jukka Hilmola

Co-Founder at Soma

Robin Jadkowski

Graduate Psychologist, Design Thinking Coach, Process Fascilitator

Nimrod Lehavi

Co-Founder and CEO of Simplex

Marcus Prosch

Brand Architect

Long Qu

Corporate Trainer, Consultant, Ikigai Advocate

Mats Richter

Data Scientist

Friederike Rohde

Scientist at the Institute for Ecological Economy Research

Stefan Pfeifer

IT-Consultant and Independent Author

Romas Stukenberg

Co-Founder and Creativist at NAMENAME Creative Consultancy

Maximilian Wächter

Product Development ACTUS GmbH

Maximilian Weldert

Futurist, Sales Director Actus GmbH, Lecturer

Magdalena Witty

Design Thinking Specialist

Nicole Wohltran

Master Student in Business Education

Content

Prologue

Authors and Making Of

Business Purpose Design Model

Culture

Cultural Transformation

Identity

Knowledge–Based Society

Learning

Diversity and Inclusion

Organization

New Work

Organizational Structure

Leadership and Talent

Organizational Culture

Space for Innovation

Design

Design Strategy

Creativity

Innovation

Human–Centered Design

Critical Thinking

Technology

Data

AI

Smartware Iot and IIoT

Security, Data Privacy and Data Ethics

Decentralization

Commerce

Business Model Innovation

Token Economy

Payment Systems

Marketing

E–Commerce

Planet

Sustainable Entrepreneuship

Energy and Raw Materials

Production and Supply Chain

Consumption and Growth Economics

Well–Being and Inequality

Appendix

Acknowledgements

References

Prologue

Text: Monika Smith

Do you know your why?

Your passion, your ambitions, your deepest motivation and desire? What is the reason you get up every morning and go to work? What are you uniquely good at? What does this world need? And do you know how to integrate and live that purpose in your business, your daily life, our future?

Purpose entrepreneurship not business romance. I’m talking about impactful, long-term, and human-centric business.

We live in a world where discontinuity, uncertainty, complexity, and ambiguity define our space and where entire markets, industries, departments, and specialist areas interact and correlate with each other. They do that in an unplanned and open-ended way.

We know that a holistic perspective over our society, the planet, evolving technologies, transforming economies and organizations enables us to understand what developments are happening and with what impact.

Still, most of us are stuck within our personal comfort zone, ignoring the rest instead of opening up for the reality. When everything is connected, we face a chaos of structured and unstructured information and an overload of possible scenarios. In order to take conscious decisions, orientation is key.

This is what the Business Purpose Design Model offers – a guidance for the most relevant topics of today with an outlook to tomorrow’s world. Simple first steps towards a more purposeful entrepreneurship as well as a model to implement purpose entrepreneurship and create sustainable impact.

The Business Burpose Design Model defines six focus areas: Culture, Organization, Design, Commerce, Technology, and Planet. Within every focus area, the five most critical and relevant topics to generate impact are identified. Those topics make it possible to build a purpose balance scorecard for your company, project, department, or team. With it, you can measure the level of business purpose and its impact, and ensure a focus on impact-driven entrepreneurship. But be alert — purpose will only have a long term impact if it is truly integrated into the company’s DNA and executed consequently.

Anyone who runs a business knows that the core challenge is building the team that embodies your company’s culture and propels you forward. Creating meaningful jobs attracts world-class talents. This is crucial to create successful products and services that generate sustainable added value and secure your company for the short and long term.

I believe that in today’s digitalized, connected world, our way of designing businesses shouldn’t sacrifice positive impact — on the contrary, the two should be synonymous.

Lead AuthorMonika Smith

Monika Smith currently works as a Purpose to Impact coach, speaker and consultant for leaders, family offices and national and global enterprises. Being at the intersection of trends, technology, design and concept she brings new perspectives and methods to the companies and minds of today.

She facilitates change processes, challenges the status quo, highlights often unseen contexts between topics, and fosters purposeful, impact-driven and human centric entrepreneurship.

Making of

This is a co-creation project

This book offers a holistic approach for designing your business purpose, based on thirty topics in today’s world for tomorrow. This cannot be done by simply presenting the opinions or expertise of one person. Instead, it has to draw on a multitude of cultures and perspectives to be significant and relevant.

For this reason, this book is a collective effort. For each chapter, I invited two to three experts to examine a single topic, looking at the status quo, recent research, and case studies, as well as drawing from their own expertise, to offer a glimpse into the future. Thirty-two specialists, from hackers to entrepreneurs, scientists to students, and consultants to coaches all share their experience in their respective areas in the section status and developments. After challenging the ideas presented in each and every article, we discussed the final outcomes and recorded our talks in the presence of two visual graphic recording artists. This is how the images were born, translating thoughts, ideas and complex information into pictures to make it more fun, playful, and easy to read.

I am grateful and thankful that such an excellent and truly diverse team made this project happen. Every one of them is a passionate expert, courageous and forward-thinking. I encourage you to have a look at their profiles at www.businesspurpose.design and not to hesitate to contact them if you need support in any of the areas covered by this book.

Who is this book for?

The book is for entrepreneurs, managers, lateral thinkers, change-makers, leaders around the globe and people who are curious about the future and open for new perspectives.

Reading tip

Don’t try to read cover to cover. This book contains a lot of information based on deep research and many years of collective experience, and therefore it is not meant to be read only once. Instead, start with the topics that strike you as the most relevant or exciting. It’s usually those that speak to you.

Scroll through the topics first. There you see the model on which this book is based, as well as the collection of 30 articles, one for every topic. The articles can be read independently of each other as they don’t directly relate.

Each article follows the same structure and is divided into three sections. Section A Status presents an overview of the status, summing up where we stand today and offering an initial introduction to the topic. Section B Developments discusses current trends and challenges. Section C Take-aways offers you actionable thoughts and actions to start working on your business purpose and its implementation right away.

The yellow/grey marks serve as the crisp version of the book. By reading only the yellow marks, you should have an overview over all the topics in less than 42 minutes.

Please note that the articles don’t aim at completeness. With our global and diverse team, we cover a good variety of detailed aspects, but our efforts are not exhaustive and never can be. Every company has multiple focus points and this can only be done by individual consulting and coaching. For more information, please visit the blog at www.business-purpose.com or get in touch with me at [email protected].

Let’s be present, and actively shape the world we want our kids to live in.

Happy reading!

Business Purpose Design Model

In order to find, embrace, expand- and strengthen the businesses’ purpose, the business purpose design model consists of five consecutive steps.

1 Train holistic thinking

Take a holistic view of your current and future business and its environment through reading and understanding the 30 topics of the business purpose design model.

2 Business purpose design self-test

After learning about the topics, apply them to your company by conducting a self-assessment test. With this test, you can compare departments, projects or teams on their awareness and future readiness regarding those most focal topics. Once the business purpose design model is applied, it shows clearly the areas where the company needs to focus on.

3 Identify yet undiscovered potential and vulnerabilities

Learn about the connections, dependencies and correlations of the different topics for your individual team, project or department. They can be then visualized and used for spotting innovation capabilities, potential weaknesses, or yet undiscovered strength. Furthermore, this knowledge supports the leadership in mentoring the teams and growing their potential.

4 Define and formulate your business purpose

Based on your learnings, immersing in the company culture and its vision, as well as reinforcing the relationship to the team, you can start formulating the business purpose statement. This differs from your mission and vision statements. The vision covers your values, the mission – the value. But the purpose goes beyond it, being the shared principle that drives the organization.

5 From purpose to sustainable impact

Once your business purpose is designed, the next step is to implement the purpose into your company’s DNA and with it create an impact for its stakeholders. Be it the individual, the employees, suppliers and vendors as well as the society and our planet as whole. With the help of an impact balance score card, the impact level can be measured, controlled and compared.

Step 1 Train holistic thinking

The business purpose design model focuses on six areas, which are Culture, Organization, Design, Commerce, Technology and Planet. Those are diagramed by the different colored circles. Within every area, five of the most time critical and relevant topics for impactful businesses are identified. These topics are universally valid for any type of company or project and are set for a period of six to twelve months. Then they need to get re-evaluated. The human being is always at the center, at the core of the model.

Why those six areas? Because they, as a whole, enable the most holistic view of human-centric entrepreneurship we need for our future-ready businesses and endeavors of all kind.

When setting up a company, there is a vision, a mission, and hopefully a purpose. And with it, a team that breathes the culture. Developing the culture further is only possible once the individual is present, and knows who he/she is, and where to belong. The organization keeps it all together, building the necessary structure to work in. Depending on its design, the way it is acting and creating products and services is crucial for its development. Making use and being aware of the latest technology is vital to be successful. Once the products/services and the pipeline to sell them is ready, the way how they are communicated and offered is in the spotlight, making sure not only the company but the system as a whole benefit. That means not only workers but also society and environment, our planet.

When developing the Business Purpose Design Model, my experience and research reached out to a multitude of other models. Ranging from Corporate Due-Diligence, Business Model Generation, Sustainability Certifications, Lean Start-Up Methodology, Agile Strategies, Integral Theory, and Systemic Coaching. I visited global conferences, exchanged thoughts with organizational experts, build companies the most holistic and present I could and out from that experience, sat down to sketch the first draft. With the goal to develop a model, that supports companies and projects to consciously and pro-actively do good while being profitable and staying authentic. I wanted to create a guideline, on how to develop a scalable form of purpose.

The six focus areas

The focus areas of the Business Purpose Design Model are diagramed by the different colored circles. Within every area, five of the most time critical and relevant topics for impactful businesses are identified. These topics are universally valid for any type of company or project and are set for a period of six to twelve months. Then they need to get reevaluated. The human being is always at the center, at the core of the model.

The six focus areas' ideal state

In an ideal state, all circles are overlapping, demonstrating the hyper-connectivity and unification of the six areas, displayed in one circle.

Step 2 Business Purpose Design Self-Test

After learning about the topics, apply them to your company by conducting a self-assessment test. With this test, you can compare departments, projects or teams on their awareness and future readiness regarding those most focal topics. Once the business purpose design model is applied, it shows clearly the areas, where your company needs to focus on.

This is a sample result of the test. It shows that the company needs to pay most attention to the field of Technology and here especially to Data, Ai and Security related topics, as well as the to the field of Design, as there seem to be weak spots in Design Strategy and Critical Thinking. The remaining areas seem well implemented and but are still ready to be improved punctually. It is valuable to take the test on a team or department level and compare the individual results. Once you conducted the analysis, we develop a clear and workable action plan on which initiatives to take.

Step 3 Identify yet undiscovered potential and vulnerabilities

By understanding the links between your company’s most relevant topics, you can visualize the connections and dependencies within the areas. This highlights valuable insights leading to a broader understanding of the business, its prospects, its environment and weak spots. What you see here is one visual example, the applied model looks different for every company.

1

Cu

Cultural Transformation

→ S.

→

2

O

Organizational Culture

→ S.

→

3

D

Design Strategy

→ S.

→

4

T

Security, Data Privacy and Data Ethics

→ S.

→

5

Co

E-Commerce

→ S.

→

6

P

Energy and Raw-Materials

→ S.

→

7

P/Cu

Critical Thinking

→ S.

→

8

Co/O

Leadership and Talent

→ S.

→

9

O/D

Organizational Structure

→ S.

→

10

D/T

Business Model Innovation

→ S.

→

11

T/Co

Payment Systems

→ S.

→

12

Co/P

Token Economy

→ S.

→

13

Co/P/Cu

Consumption and Growth Economy

→ S.

→

14

P/Cu/O

Well–Being and Inequality

→ S.

→

15

Cu/O/D

Innovation

→ S.

→

16

O/D/T

Innovation-Space

→ S.

→

17

D/T/Co

Human Centered Design

→ S.

→

18

T/C/P

Decentralization

→ S.

→

19

T/Co/P/Cu

Data

→ S.

→

20

Co/P/Cu/O

Production and Supply-Chain

→ S.

→

21

P/Cu/O/D

Diversity and Inclusion

→ S.

→

22

Cu/O/D/T

Creativity

→ S.

→

23

O/D/T/Co

AI

→ S.

→

24

D/T/Co/P

Smartware IoT and IIoT

→ S.

→

25

D/T/Co/P/Cu

Marketing

→ S.

→

26

T/Co/P/Cu/O

Identity

→ S.

→

27

Co/P/Cu/O/D

Knowledge-Based Society

→ S.

→

28

P/Cu/O/D/T

New Work

→ S.

→

29

Cu/O/D/T/P

Sustainable Entrepreneurship

→ S.

→

30

O/D/T/Co/P

Learning

→ S.

→

Step 4 Define and formulate your business purpose

Based on the knowledge gained from this book, you can start framing your business purpose with the help of the Business Purpose Design Canvas. Capture the current status quo, trends, and challenges for your organization. Get a precise overview of your drivers and future scenarios.

The canvas helps you to develop and formulate your business purpose, embed the Purpose in a viable business model, and continuously work on your company culture and evolution. It allows you to zoom in any time you are working on projects and (re-) building your organization and makes it tangible to collaborate with your team members.

The Business Purpose Design Canvas is sufficient to work through this book and create your first business purpose or validate your current Purpose. Go online for more resources.

Examples of purpose statements

There are many examples of purpose driven companies and entrepreneurs.

PepsiCo

Mission: “Our mission is to be the world’s premier consumer products company focused on convenient foods and beverages.”

Vision: “PepsiCo’s responsibility is to continually improve all aspects of the world in which we operate — environment, social, economic — creating a better tomorrow than today.”

Purpose: “PepsiCo is focused on delivering sustainable long-term growth while leaving a positive imprint on society and the environment — what we call Performance with Purpose. Our focus includes transforming our portfolio and offering healthier options while making our food system more sustainable and communities more prosperous. In doing so, we believe we will pave the way for PepsiCo's future growth and help others thrive.”

Patagonia

“Build the best product, cause no unnecessary harm, use business to inspire and implement solutions to the environmental crisis.”

soul bottles

“We want to work together in an appreciating way while also staying efficient. We want to be able to show ourselves as the people we are — everything included — but continue to take our tasks seriously and keep moving things forward. All of that, instead of having mentally already quit the job or constantly waiting for the weekend — no offence towards weekends.

We want to work together as honestly as soulbottles are plastic free (psst: 100% plastic free). And to express that honestly — as much as possible — free of judgement but with appreciation.

We don’t want leadership to fall into the hands of a few individuals. We want everybody to be able to work in their area as autonomously and effectively as possible.

Clear and reliable processes make sure that suggested improvements — no matter who suggested them — turn into useful and tangible changes.”

How to use the Business Purpose Design Canvas

Start from the inside out – in the field of Purpose. Move on to the area of <Design>, <Culture>, <Organization>, and <Commerce>. Up next are the perspectives of our current state of <Technology> and us as <Human Beings> including our understanding of ethics, values and Social Responsibility. From there, you move on to the <Trends> and go over to the <Challenges>, and the <Planet>. It’s time to take a short break. Open a window, take a sip of water, take a deep breath. Now you are ready for reflection. Fill in your organization’s <Strong Suit>. What is your organization good at?

Then move to the <Shift> – and insert your change of perspective. Finally, you are ready for the <Future Scenarios>. Think of a time horizon of minimum of 10 years. Nearly there! Go back to the core, your < Purpose>, and formulate your Business Purpose. Ask yourself: “Why do we, as a company, have/want to exist?” Be sure that you align your business purpose statement with your team by including them in the creation and definition of your company’s purpose and challenge it through your clients, employees and other well-chosen stakeholders. In general, focus on the most critical, strategic factors and don’t aim at completeness.

Understanding Business Purpose

Purpose needs to be simple. Three ingredients define the power of Purpose.

Money

Money enables us to invest in ideas, build products, and develop our organization. It gives us the freedom to try out and improve, to get better every day and to have the necessary strength to produce, position, and sell our ideas and products – at scale.

Heart

Love makes the world go round. The saying is true as it can be. Empathy, humanity, compassion, respect for one another, and the ability to truly love are a prerequisite in any working culture.

Mind

To create an impact, we need a resilient strategy, logic thinking and different Perspectives. Therefore, a holistic view is indispensable. We need to understand the current status of the world, and it’s challenges and possibilities. And a clear mind, to base our decisions upon.

Step 5 From purpose to sustainable impact

Only if the purpose is integrated in the company’s DNA, will it be lived by its employees and create the desired impact - on the individual, the customer or user, the employees, supplier and vendors as well as the society and planet as a whole.

Next step is the development of an impact scorecard.

With an impact scorecard you have the capability to:

Track the initiatives you are taking to live your purpose statement

Measure impact on your stakeholders

Visualize the progress of your impact on a regular basis.

Make this your framework for reporting your purpose driven efforts and results.

Impact Scorecard

Objectives are high-level organizational goals based on your purpose for the relevant stakeholder.

Impact KPI’s help you measure the level of impact and continuously improve its sustainability and strength, leadership needs to define a set of Purpose KPI’s. Those are indicators that consist of key value drivers and goals which are relevant for the entire organization and its environment. The KPI’s have to be easily comprehendible for the team and should be simple to measure and in their focus always human centric. You might have 1-2 KPI’s per objective.

Initiatives are key action programs developed to achieve your objectives. Those can be Projects, Actions, or Tasks.

Upcoming

The whole is greater than the sum of its parts.

From here on, the book gives you an overview of the most relevant 30 topics for businesses, highlights recent developments and workable first steps towards a more holistic thinking.

After looking at the big picture through the lens of your company, you continue with Step II - Business Purpose Self-Assessment test. To continue working from here, it is strongly recommended to collaborate with purpose facilitators and coaches, who guide you and your team towards a purpose which really makes a difference in our world.

Culture

Intro

Text: Monika Smith

A business book that starts with culture? On purpose? That’s right. Culture is the very foundation of humankind, the magic ingredient which holds us together, the anchor in times of upheaval and the place we gather to develop a sense of togetherness, love, appreciation, and trust.

From theatre, cinema, sport world cups, and the Olympics, to song contests, concerts, art weeks, music festivals, and regional cultural festivities like Oktoberfest, culture is and has always been the bedrock of human experience. It orients us as individuals within a nation, society, or organization.

“Culture, as the totality of the unique spiritual, material, intellectual and emotional aspects that characterize a society or social group, includes knowledge and artifacts, ideas and ideals, values and norms, as well as attitudes and opinions.”2 Through an appreciation of culture, we strengthen our humanistic values. Trusting our culture expresses confidence in the prospects and sustainability of society.3

Today, digitalization is everywhere, challenging not only our idea of work and leisure, but also fundamentally our definition of cultural belonging. As long-held rituals, rules, and language are being transformed, society is becoming mapped in a virtual reality, which has a huge influence on how we define identity. The sheer complexity and density of information can be overwhelming; tackling it requires the appropriate knowledge, education, and willingness to learn. Ideally, we will apply swarm intelligence to problems that cannot be solved by an individual, and by doing so, reduce the susceptibility to error. The more people have access to and exchange knowledge, the better. This potentially limitless information exchange opens up an exciting heterogeneity, a meshing together of different minds. Long self-evident, then, is the argument for equality and diversity. In this seemingly idealized world, humans no longer have to fit into the system, but finally find ourselves encouraged to develop our own identities. The paradigm is shifting.

To help you design your business purpose in the field of culture, this section includes chapters on Cultural Transformation, Identity, Knowledge Based Society, Learning, and Diversity and Inclusion.

Chapter ICultural Transformation

Text: Monika Smith

A Status

The power of culture

“When we think of the world's future, we always mean the destination it will reach if it keeps going in the direction we can see it going now; it does not occur to us that its path is not a straight line but a curve, constantly changing direction,” Ludwig Wittgenstein, Culture and Value, 1929.

Looking at our history, we see how powerful cultures can be. Approximately six thousand years ago, the Maya civilization, was the first known to develop astronomical systems and calendars even more accurate than the calendar we use today. They built cities which were combined to gigantic networks through roads. Or Ancient Egypt, a civilization in ancient North Africa dating back to 3000 BC. They are well known for their architecture, mathematical systems as well as their art. Those cultures were able to construct whole cities, be highly innovative and become very early pioneers of the society we live in today. How was this possible? Culture has the great power to unify people and not only organize their actions, but also motivate them in work. In the past, cultures were often nation based or tribal, they had one clear organizational system and set of rules and beliefs to follow. Information was simple and took time to travel. People could focus on their tasks and goals.

In recent years, the world has become complex, globally connected and fast paced. A chaotic – so it seems – environment that defines the pace of our daily life while our societal systems (politics, religion, education) – in their core structure – are still from the industrial age and are made for less complex and slower environments. This creates a tremendous imbalance between the old system and the new reality and also shakes up our beliefs, patterns and values. Jobs are not secure and the money the usual worker earns is not enough for paying high rents or saving for the future. The information we receive is overwhelming, biased and mostly targeted to our consumer behavior. We share more and more data via networks, web surfing, clicks and purchasing and become overly transparent and thus vulnerable to manipulation. This all happens because we humans tend to be lazy and trust our society and system to do its job. To care for us, to entertain us, to give us jobs with a meaningful task, to give us a role in society and be loved. These are all passive putting the human in a receiving position, waiting for it to happen, like the Maya and Egyptians did before. The big difference is that we can foresee what might happen; artificial intelligence takes over or we destroy our own environment with our constant “need” for growth and development.

In order to make a change, we need to step out of being passive and become an active part in shaping the world.

B Developments

Formation of movements

In the consciousness that our world has gained so much complexity through globalization and digitalization, more and more people wake up in uncertainty and with excessive demands. Some organize themselves in movements and get (pro-)active.

Times of upheaval are by nature high times for the formation of sub-cultures. One example is the swing sub-culture which came into place to show resistance against the political situation of the pre-second-world war and to demonstrate the joy and pleasure of life in uncertain periods. In more recent times, a myriad of niche cultures and movements have found space to coexist. People grouping together for environmental issues, humanitarian issues as well as for political direction and organizational topics, like in the seventies. All of those bound to one belief, one common orientation helping people to navigate their lives. And today, with all new communication channel and opportunities, we tend to believe it is enough to align virtually.

Usually a sub-culture, tribe or movement is organized around a vision and structured by a set of values, beliefs and principles. In software development, agility is one movement that clearly demonstrates how important values are. In order to orientate, seventeen visionaries agreed on a set of principles they called the “Agile Manifesto”, which is now followed by millions of agile working practitioners around the globe, implementing that type of work into companies of any size. Another example is a global tribal movement called Burning Man, where 80,000 people meet once a year in the desert to build a city from scratch, and in the end burn the whole construction down leaving no trace behind – that means no trash, not even a tiny feather is left in the desert. Burning Man developed a set of 10 principles of human interaction with each other and our environment to navigate and strictly check that those are kept – for all their events around the world.

Another movement is the ban on disposable coffee cups, which is a movement that governments, companies and people are supporting alike. Many coffee chains are making pledges about how they plan to deal with the cup waste in the future and smaller shops and bars around the globe have already banned the one-use-only mugs to replace them with multiple use mugs. Scottish government buildings already banned disposable cups in June 2018.4

Looking at the growing movement of veganism, we see a subculture emerging with a huge impact on society, health, economy and agriculture. Be it because of animal protection, environmental issues, beliefs or health focus around 0.5 percent of the human population – or around 375 million people – are vegan.5