Changing the Bigger Picture for Great Clients
Having worked extensively at the top of major corporations and government institutions, we have brought many Grand Strategy initiatives to fruition. What can we do for you? What are your biggest strategic challenges still not resolved?
Following are three grand themes to peruse further: 1) The Integral Model and sample work we've conducted in each of its quadrants. 2) Wisdom Economy is here, the new financial model. When will you be ready to embrace it? 3) The Transformation of the Norwegian Military and the organization of its top leadership, is our success to claim. Controversial at the time, it reduced 1500 people working at the top to 560 – making the size of the head fit the body.
Following are three grand themes to peruse further: 1) The Integral Model and sample work we've conducted in each of its quadrants. 2) Wisdom Economy is here, the new financial model. When will you be ready to embrace it? 3) The Transformation of the Norwegian Military and the organization of its top leadership, is our success to claim. Controversial at the time, it reduced 1500 people working at the top to 560 – making the size of the head fit the body.
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The original 'Integral Model' is by Ken Wilber at Integral Institute.
The 'Kinds of Impact' are by MetaIntegral Academy. |
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The Four Types of Impact
Strategic partners of ours have invested in profound research to define better working approaches to understanding and measuring impact. According to the groundbreaking work by MetaIntegral Academy, the four types of transformation that occur in the context of social impact investing, sustainability projects, and regenerative initiatives, are:
- DEEP IMPACT: Transforming the hearts and minds of the people involved, individually.
- CLEAR IMPACT: Transforming the behaviors of and between the individuals involved.
- HIGH IMPACT: Transforming the various natural and social systems involved with the effort; and
- WIDE IMPACT: Transforming the relationships among members of the communities involved, and for larger organizational systems and structures.
Wisdom Economy is Here – Embracing The Future
The current state of affairs across the planet, are clearly not sustainable. We consume far more resources than this planet can support over time, and the cleaning of suffocating oceans has just begun. Distribution of wealth too tall, we ask for trouble not addressing this and all issues around how we can run our businesses in a sustainable way. Welcome Wisdom Economy, a model addressing sustainability and profit in the same breath, it is here to embrace the future. Welcome aboard!
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This section is based on the work by Sean Esbjörn-Hargens (PhD),
CEO MetaIntegral, whom we've been trained by on Wisdom Economy. |
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We are proud to represent the MetaCapital Framework – a model we have found to be uniquely broad and deep, covering the bases like nothing else we've seen to truly make an impact. Sanata Consulting is now integrating these inspiring insights into our offerings. To prepare ourselves in facilitating this comprehensive blueprint for establishing Wisdom Economies, we ventured to Iceland, participating in one of the most cutting-edge knowledge development explorations we have experienced.
Spring 2018 in Reykjavik, they were 20 multi-disciplinary thought leaders from every continent,, exploring how to design Wisdom Economies to create most valuable applications. The Iceland Seminar was facilitated by Sean Esbjörn-Hargens, a global leader in the theory and application of Integral and Developmental Theory. Sean's MetaCapital Framework is the most comprehensive blueprint to inform Wisdom Economies. It configures 10 capitals, 4 types of impact around 4 bottom lines and enables multiple levels of perspective taking and enquiry and any number of evaluation metrics. This framework is also informed by Embodiment, Design, Integral and Developmental Theory. The figure below articulates impact using metrics for ten types of Capital and how those contribute to four bottom lines, or 4P: People, Profit, Planet and Purpose. 
Figure 1: The MetaIntegral Framework, showing the Ten Types of Capital for Wisdom Economy. See Esbjörn-Hargens presenting on YouTube here >>
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As figure 1 reflects, in the current complex and volatile global environment it's no longer enough to measure impact or even have more impact. Rather we need to ensure that we take all relevant factors into consideration and thus ensure having significantly transformative impact to meet the needs of all stakeholders and society at large. What we measure thus becomes all the more important to know.
In 2011, The International Integrative Reporting Council (IIRC) began a multi-year global initiative to develop an expanded model of Capital. They identified six Capital that should be included in an Integrated Report. Sean Esbjörn-Hargens (PhD) of MetaIntegral Academy has re-imagined the notion of capital even further, combining the knowledge from all the recognized financial models and now offering a model to enable more consciously chosen strategic plans and bottom-line financial goals. The Iceland Conference explored multi dimensional engagement such as:
This MetaCapital Framework is a significant Strategic enabler to build and support thriving organizations, communities, and societies by expanding the notion of Impact, Capital, and Bottom Lines. It critically identifies the important ways these aspects are enmeshed and co-creating within any eco system. Understanding these relationships enables strategists to design Wisdom Economies that cultivate and track multiple forms of value in a way that preserves the wholeness of people, organizations and other system elements. With our partners we gladly provide presentations to your leadership group, to inform and to see if you would benefit from using this comprehensive framework to start transforming today's economy towards the new. We have in earnest started client implementation in Australia. Embrace the best of today – for a more inspiring and sustainable future. |
Case Study: Transforming the Norwegian Military
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REALITY: To strategic insiders, the Norwegian military was a top-heavy organization which was about to become even more so. Stepping in for a general, I got the job of "Criticizing the New Defence Strategy" as one of three keynote speakers on a Military-Political panel with the upcoming Defence Chief on my left, Sverre Diesen, and the Chairman of the Defence Committee on our National Assembly on the right, Hans J. Røsjorde. I was prepared.
Gen. Diesen presented the strategy, reducing the number of bases to fix an old structure. My turn, I supported the plan, pointing out what was missing: A likewise reduction of the swelling top. Describing the current operational strength and weaknesses of our military, speaking as the Chief Exercise and Training and LtCol that I was, I suggested an organizational transformation in replacing "Headquarters Defence Command Norway" with what became an unquestionable success, the new "Integrated Strategic Leadership" (HQ) of the Norwegian Military. Organizational idea and concept mine, building entirely by military and civil architects and experts – still in tune with the original idea of combining tradition with modern to create something well-working. Back to the audience of officers, soldiers and politicians, they clearly welcomed the idea. Someone took that home, as it rolled into traction from there. |
THE NEW HEADQUARTERS: An inspiring work environment and co-location, delivering better co-operation and a more strategically well-working political-military headquarters, than was the situation before. A refreshed balance between the number of soldiers in the entire defence organization, and the number of people at the top, was another success factor realized. This image also reflects the respectful architectural combination of tradition and modernity by design, adding glass & steel construction elements of today to old brick storage buildings. Now serving a higher-level purpose. It is clearly a solution affecting all quadrants of the philosophical model shared above and used to manifest this grand result.
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BACKGROUND: There had been several efforts to control the 30+ 'smaller kingdoms' of the Headquarters Defence Command Norway. The challenge was often some department head who claimed to speak on behalf of the Chief of Defence, but embedded own interests and 'holy cows' from within their domain of responsibility. To cut through such manipulation was not always easy, except for when the Chiefs of the Army, Air Force and Navy worked together. We helped that happen, as it is.
The first solution (around 1995) to improve the myriad of power interests, was to establish a "Superior Staff" above all the department heads and the Branch Chiefs, to ensure strategy and leadership at the top could cut through and ensure solutions proper for all important reasons, not letting special interests overpower sensibility. During his military career, Steinar worked on this staff, in the 1st Division of Longterm Strategy. He created several strategies for the future as well as their core document "Foundation of Values" (circulation: 100.000).
A second attempt at reorganizing the Defense Command, it failed as it was based in the "matrix" organizational methodology, which just didn't fit our military. Any measurable effectiveness in assuring governance and the desired cutting through, was not achieved. It was a year after this change that the high-level panel discussion described above in "Reality", came about. It was a ripe moment for real change.
There at the NATO District HQ in Stavanger there was an audience and a panel with ears open to what might be a third and better attempt at solving the hierarchical challenges of the top leadership of the Norwegian Military. Not long thereafter, the new headquarter plans where presented to and decided by the National Assembly, as part of the multi-year defence plan and next years budget. An idea to transform a complex bureaucracy, actually realized.
The first solution (around 1995) to improve the myriad of power interests, was to establish a "Superior Staff" above all the department heads and the Branch Chiefs, to ensure strategy and leadership at the top could cut through and ensure solutions proper for all important reasons, not letting special interests overpower sensibility. During his military career, Steinar worked on this staff, in the 1st Division of Longterm Strategy. He created several strategies for the future as well as their core document "Foundation of Values" (circulation: 100.000).
A second attempt at reorganizing the Defense Command, it failed as it was based in the "matrix" organizational methodology, which just didn't fit our military. Any measurable effectiveness in assuring governance and the desired cutting through, was not achieved. It was a year after this change that the high-level panel discussion described above in "Reality", came about. It was a ripe moment for real change.
There at the NATO District HQ in Stavanger there was an audience and a panel with ears open to what might be a third and better attempt at solving the hierarchical challenges of the top leadership of the Norwegian Military. Not long thereafter, the new headquarter plans where presented to and decided by the National Assembly, as part of the multi-year defence plan and next years budget. An idea to transform a complex bureaucracy, actually realized.
Celebrating a Huge Success
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Meeting up in Kuala Lumpur, where the honorary #2 bureaucrat of the Norwegian Defense Department (on the right) took a break from his official duties for a conversation with our CEO, also celebrating the successful joint efforts some years earlier, including taking in one of the handful of alcoholic beverages that Steinar drinks in a year. It was certainly time to celebrate.
It was a content-rich meeting, discussing current world and defense developments. We also touched on the observation that the industry of "Security", as it is labeled, is growing quite substantially. |
