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For decades, shareholder primacy has dictated corporate decision-making, driving businesses to prioritize short-term profits and disproportionate returns to shareholders over long-term sustainability and stakeholder value. This extractive model, where 50-80% of free cash flow is routinely funneled into dividends and stock buybacks, has led to widening inequalities, reduced innovation, and diminished investment in broader societal and environmental needs. But what if there’s a better way—one that generates even greater value for all stakeholders, shareholders included?

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Can you expect a sprinter to win a marathon? Of course not. The two require entirely different skill sets, mindsets, and approaches. Yet, in today’s organizations, we often ask people to excel at both: to deliver short-term results with the speed and precision of a sprinter while simultaneously laying the foundation for long-term impact, as a marathon runner would. This unrealistic expectation doesn’t just lead to frustration—it compromises outcomes in both arenas.

The Regenerative Business Framework provides a solution. By recognizing that short-term and long-term objectives are distinct yet interdependent, this model helps businesses balance immediate value creation with sustainable, future-focused impact.

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"Regenerative Capitalism” serves as a blueprint for a future where economic systems do not merely survive but thrive sustainably. It invites us to rethink how economic activities can be harmonized with our planet’s ecological boundaries and societal needs, paving the way for a truly sustainable and equitable global civilization.

Understand how universal principles and patterns will shape our new economy,

What You'll Discover:

• A New Economic Paradigm: Understand the pressing need to transition from mechanistic to holistic economic models that align with the science of living systems.
• Eight Principles of Regenerative Health: Learn about the foundational principles that can guide the development of economies that are not just sustainable, but thriving and regenerative.
• Practical Applications: Explore real-world examples of Regenerative Capitalism in action, offering both inspiration and practical insights for stakeholders across all sectors 

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What if impact creation was as strategic and intentional as value creation? What if every dollar earned didn’t just fuel a business’s bottom line but also strengthened its ecosystem—its customers, employees, communities, and the environment?

The RoundMap Flywheel reimagines how organizations create and amplify value by integrating the Value Engine and the Impact Freewheel into a unified system. This setup ensures that the energy from value creation is reinvested strategically to build resilience, foster equity, and drive sustainable growth for all stakeholders.

Let’s explore how the Value Engine powers returns and how the Impact Freewheel transforms them into meaningful, ecosystem-wide impact.

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Simon Sinek’s famous Golden Circle framework suggests businesses should "start with why"—their purpose or mission—before addressing how they achieve it and what they offer. While inspiring in theory, this approach often leads businesses astray, especially when it comes to addressing real markets and creating products that resonate with customers. 

Here’s why starting with "why" fails—and how businesses can adopt a more practical and effective approach.

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Amazon has become synonymous with business success, often hailed as a master of efficiency, customer obsession, and innovation. At the heart of its growth strategy is a self-reinforcing cycle often referred to as its "flywheel," a mechanism designed to drive exponential growth through network effects, operational scale, and relentless customer focus. But is Amazon’s “flywheel” truly a flywheel in the sense of long-term value storage and sustained impact? And how does it score on the Strive & Thrive Cycle?

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In the fast-paced world of business, the focus often rests on immediate value creation—developing products, closing deals, and driving revenue. While these activities generate vital energy for the business engine, it’s impact creation that holds the potential to sustain and amplify growth over the long term. However, unlike value creation, the returns from impact creation are often unpredictable in both timing and scale.

So, how can businesses harness the power of impact while ensuring stable and steady growth? Enter the flywheel analogy, a concept central to our framework, the Flywheel of Shared Success.

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For decades, Michael Porter’s Value Chain has been a cornerstone of strategic thinking, guiding businesses to optimize activities for profitability. While undeniably powerful, it reflects a linear, profit-centric worldview that often overlooks the ripple effects of these activities on broader ecosystems and stakeholders. In today’s interconnected and resource-constrained world, this omission has become impossible to ignore.

Enter the Impact Chain—a complementary framework that balances the equation by integrating sustainability, equity, and regeneration into the process of value creation. Together, the Value Chain and Impact Chain form a continuous loop, creating what I call a Virtuous Cycle of Shared Success.

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In the ever-evolving world of sports retail, the line between short-term success and long-term impact is a delicate balancing act. For companies like Decathlon, the journey from striving to thriving isn’t just about profitability—it’s about creating value that endures.

While Patagonia has long set the gold standard for sustainability and stakeholder well-being, Decathlon’s ambitious initiatives signal its intent to join the ranks of companies making a meaningful difference. Through strategic reinvestments, circular economy innovations, and a commitment to sustainability, Decathlon is charting a path that seemingly aligns well with the Thrive phase of the RoundMap Strive & Thrive Cycle—prioritizing long-term impact while addressing immediate challenges.

But is Decathlon doing enough? As the company unlocks liquidity through strategic moves like sale and leaseback transactions, the real test lies in how that capital is used. Will it fuel innovation, sustainability, and employee empowerment? Or will it become another example of short-term gains undermining long-term resilience?

Let’s explore how Decathlon is striving to thrive and the hurdles it must overcome to match the legacy of brands like Patagonia.

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In hindsight, our mission to provide an all-round framework to achieve resilient growth throughout the business cycles originated from a meeting in 2012. We were invited to bring a local radio station into the 21st century by incorporating social and digital technology. While exchanging ideas, a concept started taking shape, introducing the Value Actor (called initially a value hub)—a transformative agent in the modern, interconnected ecosystem of business and society. 

Gone are the days when an organization or individual could operate as a passive cog in the machine, solely consumed with their interests. In our intricately woven world, the Value Actor emerges as a proactive contributor, intimately involved in the co-creation, exchange, and fulfillment of value across various stakeholders.