The transformation of the organization as we know is the transformation of the business model and the entire marketing- and management thinking and covers every aspect of it.

The actual transformation than is the change in the way we see things, understand and transform, instead of making marginal adjustments in the “material” world and see this as change, with mostly unconsciously as a starting point the old economic paradigm. The pitfall in causing a transformation, which in fact is learning how to transform, is always unconsciously referring to the old paradigm and to use that as a starting point. There must be learned how to transform.

Transformation as Innovation

Another state of mind is, to know the old paradigm, only to use the vision of the new one as a starting point. If one has a clear vision of the new, one also has a clear view where the transformation will take place in the old model.
Transformation starts with letting go of thinking from old paradigms and models. The transformation than is the innovation.

Transformation is the way of self-initiation and self-activation, self-realization, self-leadership, and self-organization. This transformation is necessary in order to reach the next level of entrepreneurship, in which the organization becomes a new dimension of itself as an organization.

The transformation of the business model, marketing and management is part of this game-changing transformation.

Test yourself whether you are willing to let go of the ideas below and to accept new ones. Note which one of them evokes any resistance. Because it possibly means to let go of the entire idea of management, marketing and even client based entrepreneurship.

Seven insights and transformations

1 – The transformation of management; Management makes room for self-leadership and self-steering organization.

2 – The transformation of strategies; Competitive strategies become strategies focused on ‘diversity-in-oneness’. Thinking of participation as strategy and catalyst for scaling up activities – instead of the strategy of acquisition.

3 – Transformation of profit, return on investment and capital.

4 – Transformation of market, market segmentation and market share. Which is the transformation of the fulfillment of needs of target groups, into completion and fulfillment of individual missions. Customer-centered approach becomes the human approach. Target groups and segmentation of markets disappear.

5 – Transformation of supply chains into ‘supply circles’. Or from the linear form of the distribution chain in a completely transformed circuit of contribution on the whole of facilities and solutions.

6 – Transformation of the functional organized organization into an interdisciplinary structured organization. People and therewith organizations select themselves in that which they want to do any longer and where, with whom and when.

7 – Transformation of legal forms and dependence of institutes; Private initiatives, for example in facilitating one’s own energy supply.

Management makes room for a self-steering approach; the end of the management thought.

Growing individual awareness creates a change in leadership.

Leadership as a concept gets its true meaning and expression in the world. Perhaps at the expense of the management thought. Although management and leadership are often promoted in the world as being one thought, they have in itself little to do with each other.

When we speak of management than we are speaking about, artificially by people designed processes and their control thereof. This has nothing to do with intuition or values. Leadership is about the essence. It is the awareness of inner leadership and the attitude that this is propagated to the outside world, which determines the quality of the leadership taken.

This awareness means that management is only functional and if the “management layer” is falling short, leadership should be taken there and frankly, one could wonder whether most management layers do meet the standards. This also implies that management, and being a manager (if they exist) more likely are part of the leadership, rather than the other way around. This is an essential difference in perception.

Participation, strategy and catalyst for scaling up activities; Extension instead of expansion, participation in instead of acquisition.

The participation of countries in the world economy should in essence result in an abundance for the total of the world’s population. Not as the sum of gross national products, but as an exponent. That this is not the case for the entire world population is an indication that there is, in a sense, a certain inefficiency in the – extent – to which this abundance is shared.

For this inefficiency, based on the old economic model, the appearance of the shared economy, with other rules and the manner in which is collectively collaborated, solutions are created, collectively funding takes place, knowledge is shared and ownership is shared (not divided), due to abundance consciousness, is a true solution. This is finding place globally as well as on micro-economic level. Participation takes place at all levels and in a certain manner is another way the consciousness revolution manifests itself.

Transformation of profit, return on investment and capital.

Win-squared as a result is a concept that has gained ground. Return on investment transforms itself into ‘return-on-involvement’.

Profits are now still used to build capital and for future expanding, while funding (read the emergence) of this expansion can take place collectively. In a way one dares to think of nonprofit terms and recognizes as an organization that all that one wants to achieve as an organization, growth, scale, influence, knowledge, alone can be manifested in a strategy that is not just for the profit.
However profit maximization in the new sentence is part of the mission such as this was in the old phrase part of organization’s performance targets, profitability, return on investment and market share.

The transformation of market, segmentation of markets and market share.

Can we still speak of markets if different organizations – such as the ‘formerly’ commercial organizations and NGOs with disciplines in different areas – bundle their knowledge, resources and scale, to jointly work on solutions.
Any cooperation, especially when one chooses to work together in several ventures, will ask for specific solutions of an organization and thus a unique deployment of these. The activity of an organization then is unique within – and coincide completely with the whole.
The share of the whole becomes a share in the whole. Quantifying of market share, which in that sentence no longer exists, then basically appears to be a pointless activity.

Demand growth will continue for specific solutions. With greater diversity as a result. Decrease in standardized products and production methods will then be a fact. But the part efficiency which we have learned will be put forward within the whole, to be efficient in the solution.

It is a transformation of the fulfillment of needs and target groups, into fulfillment of a mission. Customer focus becomes people-oriented. Target groups disappear and segmentation suddenly appears pointless.

Transformation of supply-chains into “supply-circles.”

Organizations and participants are involved which contribute in the form of freely making available of resources, expertise, knowledge and scale. They provide in that which they are good at and share each other’s values. This could be participants from variable backgrounds (separate from market thinking).

Projects that are initiated will be based on the new laws of non-locality, non-institutionality, non-ownership, non-employment and non-profitability. Collectively organized, collectively financed, collectively innovated, collectively owned, non-managed and interconnected! Anyone shares everything with everyone, in new circuits.
A full supply-circle provides in abundance for the whole. All necessary parties then are available for the success of the whole. Goal is to achieve full ‘supply-circle-solutions’.

Transformation of the functional organization into an interdisciplinary structured organization.

Solid functions do no longer exist. One is loyal and ‘at service’, however just no longer a permanent employee of one organization.
Tasks remain, although the shape of the functions of course then will change. Important is also one’s own flexible, interdisciplinary-multi-employability in order to work on common solutions.

The right person in the right place could be anyone as long this person has the right qualities. The right place for the right person can also be a place in multiple organizations and so this will give an extra dimension to the ‘new way of working’ in a new dimension of organization. ‘Flexwork’ in that sentence one can perhaps see as the not yet completely transformed – and thus in the development uncompleted transition from old to the new ways of deployment.

Needless to dismiss people if they do not come along in the developments or in meeting the needs of an organization. If they find themselves no longer fit, they themselves leave the organization eventually. Selection finds place in a natural way. Employees select themselves and the organization selects itself first in that what they consider finding fit in what they want to do any longer.

Transformation of legal forms and the dependence of institutes.

What is needed then? Embracing and acting according to new laws.

The model of the new economy first of all is a ‘non-model.’ The new economy will become a non-institutional economy, off-the-grid, where one can provide in their own private facilities. Where people are looking for new ways of working and learning, without a necessary fixed function, work environment or infrastructure, non-employed and non-local, in new organizational and legal forms.

The new laws are everything-changing and create order in the seemingly chaos of crisis and in how this whole revolution will develop itself. Like any revolution this is related to every aspect of society.

Essential transformation is necessary, why?

It is part of the transition.
Although there comes an end to the paradigms of the industrial revolution, the technological revolution is still going forward. The latest technological developments are still in line with the entire technological development of this industrial revolution as it has taken place so far. This revolution continues, as it is part of the larger revolution, namely that of consciousness.
Parallel to these technological developments there are other changes. The evolution towards an open world economy of growing emerging world players and new rules that may cause a period of chaos and confusion. Although this confusion disappears as one recognizes the new rules and learn how to handle and as drastic measures become part of the new act.

It are mainly these macroeconomic factors that are important to the decisions of today and this, one can also recognize on a micro level as well. As development is taking place on an individual level, even so things change on a collective level. The same rules and laws apply everywhere, at all levels and for everyone.