the flourishing cities frameworksystemic civil planning for an urban business model
TRANSCRIPT
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Copyright © 2015, Peter Jones
The Flourishing CitiesFramework
Systemic Civil Planning foran Urban Business Model
Peter Jones, PhDOCAD University, Toronto
URBAN ECOLOGIESJune 19, 2015
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Copyright © 2015, Peter Jones
Context & Purpose
• Purpose of the workshop– Present & engage critically with new framework– Adapt & reconstruct Flourishing as social intent– Adapt co-creative business model thinking
• Future Outcomes– Co-design artifact for both innovation & critique– Systemic thinking tool for citizen participation– A shared language for flourishing
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Workshop approach
1. Introduction to Flourishing concepts & research
2. Flourishing Business / Cities Canvases
3. Small Group Design Dialogues
4. Discussions
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Copyright © 2015, Peter Jones
What do we want from sustainability?“The possibility that human & otherlife will flourish on this planetforever” John Ehrenfeld, MIT
• Audacious• Inspirational• Attractive• Universal• Pragmatic• Values-centred• Continuous
Flourishing - A goal worthy of our vision
Ask yourself, what is it that sustainability sustains over time, and why?(“Strong Sustainability” Is this the same as Thrivability?)
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Clean air & water Vibrant soil for food Healthy eco-systemscreating materials for us &rendering our wastesharmless
Trusting relationshipsfocused on well-beingwith all our fellowcitizens (neighbours,communities, cities, regions& countries)
Organizations co-operate,collaborate & compete tobest meet our needstoday & in future, whilecreating the wealth tomeet shared needs(education, infrastructure, etc.)
Individuals choosing toflourish emotionally,spiritually, physically,practically, artistically &economically
Requirements for Flourishing…Big Picture
Macro: Natural Sciences
Micro: Physiology, Psychology, etc.Meso: Businesses, Organizations, etc.
Macro: Cities, Places,Social Systems
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Copyright © 2015, Peter Jones
“Eliminating the structural causes of the dysfunctions of the worldeconomy and correcting models of growth which have provedincapable of ensuring respect for the environment”
Pope Benedict XVI
“Caring for ecosystems demands far-sightedness, since noone looking for quick and easy profit is truly interested intheir preservation. But the cost of the damage caused bysuch selfish lack of concern is much greater than theeconomic benefits to be obtained. Where certain speciesare destroyed or seriously harmed, the values involved areincalculable. We can be silent witnesses to terribleinjustices if we think that we can obtain significant benefitsby making the rest of humanity, present and future, paythe extremely high costs of environmental deterioration.”
Pope Francis, Encyclical Letter Laudato Si , June 19, 2015
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Why would we start withbusiness models?
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Business Model Canvas – the Language of Profit Prioritizing Business
Enables StrategicDiscussion
Makes UsCreative
New IdeaTemplate Fast to
Use
ClarifiesThinking
Enable BetterConversationsand Decisions
Understandcustomers Alignment – get’s us
all on the same page
Shared Languagefor all Depts.& Locations
Helps Tell Our Story to…Investors, Customers,
Suppliers, New Employees
Creates aSense ofUrgency
BetterTeamwork
*From “The business model canvas – why and how organizations around the world adopt it – a Field Report”http://blog.strategyzer.com/posts/2015/2/9/why-and-how-organizations-around-the-world-apply-the-business-model-canvas
Focus Quicklyon Best Ideas
We Can ActImmediately on
Our Ideas
InspiresInnovation
DrivesEffective
Collaboration
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A Vision for the Future of Business*
We imagine a world where business• No longer merely attempts to do less harm• Strives toward the possibility of flourishing• Creates “tri-impact” by being tri-profitable
Financially rewardingSocially beneficialEnvironmentally regenerative
* Increasingly shared: see recent Flourishing & Prosperous BusinessConference (www.globalforumbawb.com), the book“The Flourishing Enterprise” by Laszlo, Brown, Ehrenfeld et. al. andthe Future Fit Business Benchmark (www.FutureFitBusiness.org)
OPEN meetings of the StronglySustainable Business Model Group(SSBMG) at sLab 2nd Tuesdays 4:30
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A business model is a description of how an organizationdefines and achieves success over time.
New mode of co-creative planning & design• Consistent with systems & social thinkers
(Ulrich, Law, Beck, Giddens, Ozbekhan)• Every stakeholder has perspective, values, relations
And opportunity to contribute to evolutionary design
• Creates “tri-impact” by being tri-profitable– Financially rewarding– Socially beneficial– Environmentally regenerative
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• A common language to collaboratively sketch,prototype, design, share, measure, diagnose & tellstories about a flourishing business model
• Based on 3 years of graduate research + 3 years ofpractice community R&D.
• Ontology & visual canvas - Built upon Osterwalder’ssuccessful Business Model Canvas & PhD
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Three Contexts for Business – And Cities?
Social &Technological
Physical,Chemical &Biological
Monetary
V2.0© Antony Upward / Edward James Consulting Ltd., 2014 All rights reserved.
Each and every business relates to all threecontexts - The environment that supports asociety that creates economies
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Outcomes
Process Value People
Perspectives on a Business Model
Who does abusiness do itto, for andwith?
What does a business donow and in the future?
How, where &with what does
the businessdo it?
Why: How does abusiness define &measure success?(in Environmental, Social& Monetary units)
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Relating Contexts to Perspectives
V2.0© Antony Upward / Edward James Consulting Ltd., 2014 All rights reserved.
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Describe What’s Unique… & Shared
Unique to this businessEverythingshared with
everyone
Common toeveryone &everything
V2.0© Antony Upward / Edward James Consulting Ltd., 2014 All rights reserved.
We must identify boundaries,what is unique about thisbusiness model and what isshared by all organizations
Or institutions such as cities.
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Describe What’s Unique… & Shared
V2.0© Antony Upward / Edward James Consulting Ltd., 2014 All rights reserved.
Unique to thisbusiness
Everythingshared with
everyone
Common toeveryone &everything
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In pairs… generate & discuss
What are 2 things a business requiresto create the possibility for flourishingfor itself & all stakeholders?
Start with business models …
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If we can define a business operating systemon a visual map, can we do the same for cityplanning, decision-making, & government?
Let’s start with a flourishing business model.
A Goal of Workshop
Center for Urban Pedagogy
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FBC Case - Tiffinday• Delivers hot lunches to office workers in
downtown area in reusable metalcontainers (Tiffins) – collected next day– Customers: single white men
• Recipes, containers and servicemodeled on typical South Asianpractices
• Website to place orders• Operating for 4 years; profitable• Located in North American urban centre
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A Flourishing Philosophy
“I believe that the very act of revenue generation
whether it be as:a government earning taxes
a corporation earning revenues oran individual earning a salary
is pointless…
unless it improveslives and communities.”
Seema PabariFounder & CEO of Tiffinday
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Seema PabariFounder & CEO Tiffinday
…and her son
• Plant-based recipes (vegan)– If everyone in U.S. ate no meat or cheese
just 1 day a week for a year = 91 billionmiles or removing 7.6 million cars
• Employees are new immigrantmothers available to work whilechildren in school– Includes founder – a single mother
• Delivery via electric vehicle• Shared resources: Kitchen and chef via
arrangement with established veganrestaurant
• Maximize purchases from LocalSustainable certified farms (organic +local + worker welfare)
• Certified Benefit Corporation - 80/200
MoreFacts
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Tiffinday’s Goals
• Improving Lives and Communities byBuilding on South Asian Culture (B-02)
• Contribute to a Healthy Environment (B-03)
EnvironmentalSocialFinancialContexts:Goals:
• Sufficient Profitability (A-01)
B
• Having Time to Be a Mother (B-01)
Based on the founder’s values, we now have a rich basis forunderstanding this business:Who – People, What – Value, and How – Process
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Copyright © 2015, Peter JonesSimplified for workshop / © Antony Upward / Edward James Consulting Ltd., 2014 All rights reserved.
Tiffinday Business Model
V3.40 on FBC v2.0
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We ask 20 Questions:SSBM Ontology Flourishing City
1. Actor2. Needs3. Stakeholders Citizens & community participants4. Relationships5. Channels6. Value Propositions Institutions & organizations7. Organization Communications & deliberation8. Decisions Value Co-Creation /Co-Destruction9. Partnerships Processes10. Resourcs Assets11. Biophysical Stocks Partners in Services12. Activities Governing13. Ecosystem Services Accountabilities14. Success15. Tri-profit “16. Valuation method “17. Processes18. Costs19. Revenues20. Assets
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Narayana Health
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A Community Business Model?
• Can we create a process for participatorysystemic civil planning ?
• Can we adapt the FBC as a planning tool?• Would a canvas be sensitive to capturing
stakeholders & community proposals?• Do the Flourishing distinctions provide
guidance for a sustainability case?
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Group Exercise
• Form 6 groups - Handouts & Canvas prints• Assign Contexts or Perspectives per group
1. Environment + Eco-Resources2. Society + Actors & Needs3. City or Community Definition (+ Economy)4. Resources & Assets + Value5. People + Value6. Accountabilities + Value
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Using the 20 Questions …
• Our default flourishing city is the “possiblefuture Toronto.”
• Generate responses on notes that presentan ideal model of ecological balance.
• Within your group’s focus, extend ideas tothe adjacent entities where needed.
• Create a narrative or define a purpose.• We’ll share in 15 minutes & integrate.
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Concluding Questions
• How might this model enable conversations forFlourishing?
• What are the relationships between business &social ecologies in a place?
• How might we get started with this approach inpolicy debates?
• How could this become a practical, usable modelfor engagement?
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REFERENCES
• Upward, A. and Jones, P. (2015). An Ontology for Strongly SustainableBusiness Models: Defining an Enterprise Framework Compatible with Naturaland Social Science. Organization and Environment (in press).
• Jones, P. (2014). Caring for the Future: The Systemic Design of FlourishingEnterprises. In Proceedings of RSD3, Third Symposium of Relating SystemsThinking to Design. Oslo.
• Jones, P. (2014). Systemic design principles for complex social systems. In G.Metcalf (ed.), Social Systems and Design, Volume 1 of the Translational SystemsScience Series, pp 91-128. Springer Japan.
• Weigand, K., Flanagan, TR, Dye, KMC, and Jones, P. (2014).Collaborativeforesight: Complementing long-horizon strategic planning. TechnologicalForecasting & Social Change, 85, 134–152.