Skip to main content

The Biological Foundation of an Evolutionary Economy and its Implications for Organizational Culture and Leadership: A New Framework for Strategic Decision-Making

  • Chapter
  • First Online:
Positive Impact Investing

Part of the book series: Sustainable Finance ((SUFI))

Abstract

This article presents a whole new understanding of a healthy evolutionary economy based on the biological principles of living systems. It provides a radically new framework for strategic decision-making, especially for Positive Impact Investors.

First, I briefly summarize current economic and scientific assumptions and highlight their outcomes. In so doing, we recognize how strongly we are tied to a treadmill, constantly creating more sickness and reinforcing the gap between social, ecologic and economic welfare. We will deepen the understanding of the underlying traditional mind-set, which consists of denying the reality of our natural environment and builds on the scientific assumptions of virtually closed and controllable systems.

The following chapter will lead to a new paradigm, based on the scientific theory of biological, living systems. It will show how living systems actively cope with the characteristics of the natural environment: unpredictability, openness, limited resources, emergence and dynamic disequilibrium. Living systems are not only able to survive within these conditions, but to use them proactively to sustainably co-create a maximum of shared value for all stakeholders, with the minimum energy expended, while maintaining their ability to evolve. Healthy living systems constantly use their energy to modify the environment in such a way that they can create more shared value. Their ultimate biological aim is to flourish. Under these conditions, not only the gap between social welfare, environmental sustainability and financial profit dissipates but, like living systems, we create self-reinforcing, autocatalytic, highly innovative and even self-healing dynamics. This is what I call The biological foundation of living systems, or, within our context: The First Law of an Evolutionary Economy. It is the scientific foundation of a radically new economic paradigm. In fact it provides the foundation of a radical new theory of scientific management. Further I will describe how living systems operationalize these conditions into a coherent set of five Generic Principles. This enables us to design a new economic operating system that has strong implications for the necessary organizational culture and management model. Understanding the biological foundations of an evolutionary economy and the required operational and governing principles provides a new comprehensive framework for strategic decision-making, especially for Positive Impact Investors. And there is something more we can learn from living systems: how radical and deep transformation can happen quickly, securely and directly—far beyond any traditional and incremental change management approach and definitely far beyond experimentation.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 54.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 69.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 99.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Bibliography

  • Appelo, J. (2011). Management 3.0. Upper Saddle Rive, NJ: Addison-Wesley.

    Google Scholar 

  • Bogsnes, B. (2016). Implementing beyond budgeting: Unlocking the performance potential (2nd ed.). Hoboken, NJ: Wiley.

    Book  Google Scholar 

  • Bowlby, J. (1990). A secure base: Parent-child attachment and healthy human development. New York: Basic Books.

    Google Scholar 

  • Centesimus Annus Pro Pontifice Foundation. The Dublin Group. (2016). Finance and the common good – Placing people at the Centre of the Economy and Society. Mahwah, NJ: Paulist Press.

    Google Scholar 

  • Christensen, C., & Raynor, M. (2003). The innovator’s solution: Creating and sustaining successful growth. Boston, MA: Harvard Business Review Press.

    Google Scholar 

  • Ciompi, L. (1991). Affects as central organising and integrating factors. A new psychosocial/biological model of the psyche. The British Journal of Psychiatry, 159(1), 97–105.

    Article  Google Scholar 

  • Ciompi, L. (1994). Affektlogik – Über die Struktur der Psyche und ihre Entwicklung. Stuttgart: Klett-Cotta.

    Google Scholar 

  • De Woot, P., & De Bettignes, H.-C. The Zermatt Summit Manifesto. http://www.zermattsummit.org/about/the-zermatt-summit-manifesto

  • Deci, E. L., & Ryan, R. M. (2011). Self-determination theory. Handbook of Theories of Social Psychology, 1, 416–433.

    Google Scholar 

  • Denning, S. (2010). The leaders guide to radical management. San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • Di Corpo, U. (2005). Syntropy: The energy of life. Syntropy, 1, 77–79.

    Google Scholar 

  • Freeman, R. E. (2010). Stakeholder theory: The state of the art. Cambridge: Cambridge University Press.

    Book  Google Scholar 

  • Freeman, R. E., Harrison, J. S., & Wicks, A. C. (2007a). Managing for stakeholders: Business in the 21st century. New Haven, CT: Yale University Press.

    Google Scholar 

  • Freeman, R. E., Martin, K., & Parmar, B. (2007b). Stakeholder capitalism. Journal of Business Ethics, 74(4), 303–314.

    Article  Google Scholar 

  • Grandpierre, A., et al. (2013). A multidisciplinary approach to mind and consciousness. NeuroQuantology, 11(4), 607–617.

    Article  Google Scholar 

  • Grandpierre, A., Chopra, D., & Kafatos, M. C. (2014). The universal principle of biology: Determinism, quantum physics and spontaneity. NeuroQuantology, 12(3), 364–373.

    Article  Google Scholar 

  • Grant, A. (2011). Prosocial motivation at work: When, why, and how making a difference makes a difference. In K. Cameron & G. Spreitzer (Eds.), Oxford handbook of positive organizational scholarship. New York: Oxford University Press.

    Google Scholar 

  • Gulati, R. (2010). Reorganize for resilience: Putting customers at the center of your business. Boston, MA: Harvard Business Press.

    Google Scholar 

  • Hamel, G. (2012). What matters now. San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • Hamel, G. See also: managementexchange.com

  • Hamel, G., & Breen, B. (2007). The future of management. Boston, MA: Harvard Business Press.

    Google Scholar 

  • Hope, J., & Fraser, R. (2003). Beyond budgeting. Boston, MA: Harvard Business School Press.

    Google Scholar 

  • Hope, J., & Player, S. (2012). Beyond performance management. Boston, MA: Harvard Business Review Press.

    Google Scholar 

  • Hope, J., Bunce, P., & Röösli, F. (2011). The leader’s Dilemma. San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • Kahneman, D. (2011). Thinking, fast and slow. New York: Farrar Straus Giroux.

    Google Scholar 

  • Kohlrieser, G., Goldsworthy, S., & Coombe, D. (2012). Care to dare: Unleashing astonishing potential through secure base leadership. San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • Laloux, F. (2014). Reinventing organizations. Millis, MA: Nelson Parker.

    Google Scholar 

  • Lowen, A. (1966). The rhythm of life. The voice of the body. lowenfoundation.com

  • Mahler, M. S., Pine, F., & Bergman, A. (2000). The psychological birth of the human infant symbiosis and individuation. New York: Basic Books.

    Google Scholar 

  • McGrath, R. G. (2013). The end of competitive advantage: How to keep your strategy moving as fast as your business. Boston, MA: Harvard Business Review Press.

    Google Scholar 

  • McGregor, D. (1960). The human side of enterprise (1st ed.). New York: McGraw-Hill.

    Google Scholar 

  • Meynhardt, T. (2016). Systemic principles of value co-creation: Synergetics of value and service ecosystems. Journal of Business Research, 69(8), 2981–2989.

    Article  Google Scholar 

  • Morlidge, S., & Player, S. (2009). Future ready. Hoboken, NJ: Wiley.

    Google Scholar 

  • Nowak, M. A. (2006). Five rules for the evolution of cooperation. Science, 314(5805), 1560–1563.

    Article  Google Scholar 

  • Panksepp, J. (2004). Affective neuroscience: The foundations of human and animal emotions. New York: Oxford University Press.

    Google Scholar 

  • Panksepp, J. (2011). Empathy and the laws of affect. Science, 334(6061), 1358–1359.

    Article  Google Scholar 

  • Panksepp, J., & Biven, L. (2012). The archaeology of mind: Neuroevolutionary origins of human emotions. New York: W.W. Norton.

    Google Scholar 

  • Pink, D. H. (2010). Drive: The surprising truth about what motivates us. Edinburgh: Canongate.

    Google Scholar 

  • Prahalad, C. K., & Ramaswamy, V. (2004). The future of competition: Co-creating unique value with customers. Boston, MA: Harvard Business School Press.

    Google Scholar 

  • Ramaswamy, V., & Gouillart, F. (2010a). Building the co-creative enterprise. Harvard Business Review, 88(10), 100–109.

    Google Scholar 

  • Ramaswamy, V., & Gouillart, F. (2010b). The power of co-creation. New York: Free Press.

    Google Scholar 

  • Röösli, F., Sonntag, M., & Kirkpatrick, D. (2015). Management plasticity: Neuronal networking as the organizational principle for enterprise architecture to unfold human potential and creativity. COS-journal, 4, 684–695.

    Google Scholar 

  • Sabelli, H., & Kauffman, L. H. (2012). The biotic logic of quantum processes and quantum computation. Complexity Science, Living Systems, and Reflexing Interfaces: New Models and Perspectives, 112–182.

    Google Scholar 

  • Schein, E. (2010). Organizational culture and leadership (4th ed.). San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • Sonntag, M. (2017). Flow with purpose. The foundation and principles of a new evolutionary paradigm. Including the GAAIB case: Prototyping towards a new paradigm in health care. COS-journal, 6(2) (free download under https://www.cos-collective.com/cos-journal/2017-volume-6-issue-2/)

  • Sonntag, M., Mesesan, C., & Lau, A. (2018). God doesn’t gamble. Evolutionary investment and leadership as agents for rapid transformation. In Investment reinvented. Springer sustainable finance and SDG economics. Springer International Scientific Publishing (In print).

    Google Scholar 

  • Taylor, F. W. (1911). The principles of scientific management. New York: Harper & Brothers.

    Google Scholar 

  • Vannini, A. (2006). Negative energy, syntropy and living systems. Syntropy, 3, 207–213.

    Google Scholar 

  • Winnicott, D. W. (1965). The maturational processes and the facilitating environment: Studies in the theory of emotional development. London: The Hogarth Press.

    Google Scholar 

Download references

Acknowledgements

  • Antonin Pujos (member of the Zermatt Summit Foundation Board, co-initiator of the Declaration on the Common Good to Humanize Globalization, Founder and Past-Chairman of the Research Club of the French Institute of Directors (IFA) and member of The Dublin Group of the Centesimus Annus Pro Pontifice Foundation) for his imperturbable and inspiring believe in the Common Good as the orientation and final destination of our global economic, human and leadership development.

  • Jaak Panksepp (Professor of Psychobiology, Department of Integrative Physiology and Neuroscience and Founder ot the term ‘Affective Neuroscience’, College of Veterinary Medicine, Washington State University, Pullman, Washington, USA) for supporting and editing the neurobiological scientific foundations.

  • John North (Managing Director of the Globally Responsible Leadership Initiative GRLI) for supporting the concept of co-creation of shared value, the Common Good, being in the centre of an evolutionary economy and of a globally responsible leadership.

  • Katrin Muff (Dean of the Business School Lausanne BSL 2008–2015, until self-organization made such a title redundant and Founding Partner of the 50+20 collaborative Initiative to transform and reinvent management education) for inspiring and supporting the concepts of the Evolutionary Paradigm as comprehensive framework towards a Management Education FOR the World.

  • Menas Kafatos (Professor of Computational Physics, Director Centre of Excellence in Earth Systems Modeling an Observations, Schmid College of Science and Technology, Chapman University, California, USA) for reviewing the scientific foundations and supporting the publication of this article.

  • Robin Fraser (Co-author of ‘Beyond Budgeting’ HBP 2003 and Co-Founder of the Beyond Budgeting Round Table, BBRT.org) for having worked together in applying the Generic Principles of living systems on enterprise level.

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Michael Sonntag .

Editor information

Editors and Affiliations

Rights and permissions

Reprints and permissions

Copyright information

© 2018 Springer International Publishing AG, part of Springer Nature

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Sonntag, M. (2018). The Biological Foundation of an Evolutionary Economy and its Implications for Organizational Culture and Leadership: A New Framework for Strategic Decision-Making. In: Wendt, K. (eds) Positive Impact Investing. Sustainable Finance. Springer, Cham. https://doi.org/10.1007/978-3-319-10118-7_12

Download citation

Publish with us

Policies and ethics