Positive Growth – An economic and creative approach to business that empowers companies to grow profitably and sustainably now and for the long term by recognizing and orchestrating the power within their networks in strategically creative ways.

Strategic Creativity – Tapping and creatively combining different forms of resources within your network in new ways in order to catalyze growth of those resources and turn them into assets for the overall business.

Intrapreneurship – Formal and informal leadership working within existing systems to bring about a new business, or a new way of doing business, that creates multiple forms of value for a variety of stakeholders and ensures profitable, sustainable growth.

FORMS OF CAPITAL (related terms = assets, resources, value)

Capital – Assets and resources available or contributed for a specific purpose. They include:

Cultural – Habits of behavior, beliefs, norms and practices that typify the way a business personifies itself and communicates its preferences and standards through actions, rituals and artifacts.

Financial – Money and other forms of equity and debt assets to produce goods and services expected to yield financial and economic benefit for participating players.

Human – Diversity and quality of individuals and their interests, motivations, dispositions, abilities and willingness to learn, collaborate, and adapt in order to contribute and gain value from participating in the business’ network and activities aimed at producing value and growth.

Infrastructure – Structures, business processes, models, physical space, technology systems, inventory, governance models, policies, finance and accounting systems, legal practices and other processes and tools that are regularly used by the business and its network irrespective of the individuals involved.

Knowledge – Data, Information and Context around that data and information that constitutes individual and organizational memory, intelligence and capability and, when motivated, serves as the impetus for action in a specific direction. Knowledge that, knowledge how and knowledge why are all forms of knowledge capital.

Relationship – Quality of alliances, relationships, trust and reputation with customers, employees, strategic partners, suppliers, investors, regulatory bodies, government groups and other current and potential players who could benefit and contribute to growth and value creation.

Patterns of Profitability – Factors present in successful initiatives that connect and play off each other in a dynamic that results in the emergence of expected and unexpected insights, benefits and sources of capital that can be harvested and reinvested in the business for continual growth and innovation. Based on Dr. Jean Egmon’s experience and research with over 80 companies, distinguishing between successful and unsuccessful growth and innovative initiatives in parts of the company or the entire company.

Mindset for More – The motivation to grow, change, move beyond status quo and take on inherent risk that comes with venturing into increased uncertainty and unknowns; the belief that “we could do better” or “there is more value than we are seeing or capturing.”

Paradox – The presence of tensions and seemingly contradictory or unrelated circumstances – yet somehow value is created by connecting them.

3 Kinds of Leaders

Thomas Edison – The creative, idea-generating, optimist, can-do person.

Indiana Jones and the Last Crusade – He or she is operations and process oriented and may also be skeptical. But when push comes to shove, this person is willing to take a leap of faith.

St. Paul – This individual knows all the key players in the network and how to influence them in a positive way so that, in turn, they will influence others; he or she is sometimes a convert.

Third Party Catalyst – A person, place or thing that shines light and provides energy to the need or opportunity to change and grow through connecting or re-weaving factors and assets in the network.

New Yet Familiar – The framing and tying of new things to familiar things; the use of metaphors and other devices that make it easier for people to see both the new and the old co-evolving together.

Flexible Assets – Uses of various forms of capital in new and connected ways; implies new movement and flows between assets.

Mutuality – The attitude between players in a system of wanting each other to win, not at each other’s expense or extreme compromise, but in the spirit of creating a win-win or collaborative solution so that each may gain what they value.

Triple Play – The creative solution that utilizes and creates multiple forms of capital for multiple players at once, or as a ricochet or knock on effect of capitalizing and creating value in one part of the business system that enables opportunity in other areas.

Fractal Project – Enacting a process of growth, innovation and change in one or more select parts of the business system that then spreads the actions, results and learnings to other parts in an organic way; strategic project design and management with a viral component built in.

Embodiment – Tactics or actions, often “little things” or examples of the desired future, outcome or activities leading to growth and innovation, which are already present, easily executed or reinforced in the system.