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Copyright © 2015, Peter Jones
The Flourishing Cities
Framework
Systemic Civil Planning for
an Urban Business Model
Peter J...
Copyright © 2015, Peter Jones
Context & Purpose
• Purpose of the workshop
– Present & engage critically with new framework...
Copyright © 2015, Peter Jones
Workshop approach
1. Introduction to Flourishing concepts & research
2. Flourishing Business...
Copyright © 2015, Peter Jones
What do we want from sustainability?
“The possibility that human & other
life will flourish ...
Copyright © 2015, Peter Jones
 Clean air & water
 Vibrant soil for food
 Healthy eco-systems
creating materials for us ...
Copyright © 2015, Peter Jones
“Eliminating the structural causes of the dysfunctions of the world
economy and correcting m...
Copyright © 2015, Peter Jones
Why would we start with
business models?
Copyright © 2015, Peter Jones
Business Model Canvas – the Language of Profit Prioritizing Business
Enables Strategic
Discu...
Copyright © 2015, Peter Jones
A Vision for the Future of Business*
We imagine a world where business
• No longer merely at...
Copyright © 2015, Peter Jones
A business model is a description of how an organization
defines and achieves success over t...
Copyright © 2015, Peter Jones
• A common language to collaboratively sketch,
prototype, design, share, measure, diagnose &...
Copyright © 2015, Peter Jones
Three Contexts for Business – And Cities?
Social &
Technological
Physical,
Chemical &
Biolog...
Copyright © 2015, Peter Jones
Outcomes
Process Value People
Perspectives on a Business Model
Who does a
business do it
to,...
Copyright © 2015, Peter Jones
Relating Contexts to Perspectives
V2.0© Antony Upward / Edward James Consulting Ltd., 2014 A...
Copyright © 2015, Peter Jones
Describe What’s Unique… & Shared
Unique to this businessEverything
shared with
everyone
Comm...
Copyright © 2015, Peter Jones
Describe What’s Unique… & Shared
V2.0© Antony Upward / Edward James Consulting Ltd., 2014 Al...
Copyright © 2015, Peter Jones
In pairs… generate & discuss
What are 2 things a business requires
to create the possibility...
Copyright © 2015, Peter Jones
If we can define a business operating system
on a visual map, can we do the same for city
pl...
Copyright © 2015, Peter Jones
FBC Case - Tiffinday
• Delivers hot lunches to office workers in
downtown area in reusable m...
Copyright © 2015, Peter Jones
A Flourishing Philosophy
“I believe that the very act of revenue generation
whether it be as...
Copyright © 2015, Peter Jones
Seema Pabari
Founder & CEO Tiffinday
…and her son
• Plant-based recipes (vegan)
– If everyon...
Copyright © 2015, Peter Jones
Tiffinday’s Goals
• Improving Lives and Communities by
Building on South Asian Culture (B...
Copyright © 2015, Peter JonesSimplified for workshop / © Antony Upward / Edward James Consulting Ltd., 2014 All rights res...
Copyright © 2015, Peter Jones
We ask 20 Questions:
SSBM Ontology Flourishing City
1. Actor
2. Needs
3. Stakeholders Citize...
Copyright © 2015, Peter Jones
Narayana Health
Copyright © 2015, Peter Jones
A Community Business Model?
• Can we create a process for participatory
systemic civil plann...
Copyright © 2015, Peter Jones
Copyright © 2015, Peter Jones
Copyright © 2015, Peter Jones
Copyright © 2015, Peter Jones
Copyright © 2015, Peter Jones
Group Exercise
• Form 6 groups - Handouts & Canvas prints
• Assign Contexts or Perspectives ...
Copyright © 2015, Peter Jones
Using the 20 Questions …
• Our default flourishing city is the “possible
future Toronto.”
• ...
Copyright © 2015, Peter Jones
Concluding Questions
• How might this model enable conversations for
Flourishing?
• What are...
Copyright © 2015, Peter Jones
REFERENCES
• Upward, A. and Jones, P. (2015). An Ontology for Strongly Sustainable
Business ...
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The Flourishing Cities Framework Systemic Civil Planning for an Urban Business Model

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Workshop at Urban Ecologies 2015. Today’s participatory design workshop is to learn and employ the Flourishing Cities canvas as a system map for designing civil governance processes. The Flourishing Cities framework adapts a design tool for constructing strongly sustainable business models as a visual organizer for engaging stakeholders in co-creating values-centred operational guidance for urban planners and local governments.

This is based on research work developed from OCADU sLab Strongly Sustainable Business Model group as applied to the flourishing of cities and settlements.

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The Flourishing Cities Framework Systemic Civil Planning for an Urban Business Model

  1. 1. Copyright © 2015, Peter Jones The Flourishing Cities Framework Systemic Civil Planning for an Urban Business Model Peter Jones, PhD OCAD University, Toronto URBAN ECOLOGIES June 19, 2015
  2. 2. 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
  3. 3. Copyright © 2015, Peter Jones Workshop approach 1. Introduction to Flourishing concepts & research 2. Flourishing Business / Cities Canvases 3. Small Group Design Dialogues 4. Discussions
  4. 4. Copyright © 2015, Peter Jones What do we want from sustainability? “The possibility that human & other life will flourish on this planet forever” 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?)
  5. 5. Copyright © 2015, Peter Jones  Clean air & water  Vibrant soil for food  Healthy eco-systems creating materials for us & rendering our wastes harmless Trusting relationships focused on well-being with all our fellow citizens (neighbours, communities, cities, regions & countries) Organizations co-operate, collaborate & compete to best meet our needs today & in future, while creating the wealth to meet shared needs (education, infrastructure, etc.) Individuals choosing to flourish 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
  6. 6. Copyright © 2015, Peter Jones “Eliminating the structural causes of the dysfunctions of the world economy and correcting models of growth which have proved incapable of ensuring respect for the environment” Pope Benedict XVI “Caring for ecosystems demands far-sightedness, since no one looking for quick and easy profit is truly interested in their preservation. But the cost of the damage caused by such selfish lack of concern is much greater than the economic benefits to be obtained. Where certain species are destroyed or seriously harmed, the values involved are incalculable. We can be silent witnesses to terrible injustices if we think that we can obtain significant benefits by making the rest of humanity, present and future, pay the extremely high costs of environmental deterioration.” Pope Francis, Encyclical Letter Laudato Si , June 19, 2015
  7. 7. Copyright © 2015, Peter Jones Why would we start with business models?
  8. 8. Copyright © 2015, Peter Jones Business Model Canvas – the Language of Profit Prioritizing Business Enables Strategic Discussion Makes Us Creative New Idea Template Fast to Use Clarifies Thinking Enable Better Conversations and Decisions Understand customers Alignment – get’s us all on the same page Shared Language for all Depts. & Locations Helps Tell Our Story to… Investors, Customers, Suppliers, New Employees Creates a Sense of Urgency Better Teamwork *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 Quickly on Best Ideas We Can Act Immediately on Our Ideas Inspires Innovation Drives Effective Collaboration
  9. 9. Copyright © 2015, Peter Jones 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 rewarding Socially beneficial Environmentally regenerative * Increasingly shared: see recent Flourishing & Prosperous Business Conference (www.globalforumbawb.com), the book “The Flourishing Enterprise” by Laszlo, Brown, Ehrenfeld et. al. and the Future Fit Business Benchmark (www.FutureFitBusiness.org) OPEN meetings of the Strongly Sustainable Business Model Group (SSBMG) at sLab 2nd Tuesdays 4:30
  10. 10. Copyright © 2015, Peter Jones A business model is a description of how an organization defines 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
  11. 11. Copyright © 2015, Peter Jones • A common language to collaboratively sketch, prototype, design, share, measure, diagnose & tell stories about a flourishing business model • Based on 3 years of graduate research + 3 years of practice community R&D. • Ontology & visual canvas - Built upon Osterwalder’s successful Business Model Canvas & PhD
  12. 12. Copyright © 2015, Peter Jones 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 three contexts - The environment that supports a society that creates economies
  13. 13. Copyright © 2015, Peter Jones Outcomes Process Value People Perspectives on a Business Model Who does a business do it to, for and with? What does a business do now and in the future? How, where & with what does the business do it? Why: How does a business define & measure success? (in Environmental, Social & Monetary units)
  14. 14. Copyright © 2015, Peter Jones Relating Contexts to Perspectives V2.0© Antony Upward / Edward James Consulting Ltd., 2014 All rights reserved.
  15. 15. Copyright © 2015, Peter Jones Describe What’s Unique… & Shared Unique to this businessEverything shared with everyone Common to everyone & everything V2.0© Antony Upward / Edward James Consulting Ltd., 2014 All rights reserved. We must identify boundaries, what is unique about this business model and what is shared by all organizations Or institutions such as cities.
  16. 16. Copyright © 2015, Peter Jones Describe What’s Unique… & Shared V2.0© Antony Upward / Edward James Consulting Ltd., 2014 All rights reserved. Unique to this business Everything shared with everyone Common to everyone & everything
  17. 17. Copyright © 2015, Peter Jones In pairs… generate & discuss What are 2 things a business requires to create the possibility for flourishing for itself & all stakeholders? Start with business models …
  18. 18. Copyright © 2015, Peter Jones If we can define a business operating system on a visual map, can we do the same for city planning, decision-making, & government? Let’s start with a flourishing business model. A Goal of Workshop Center for Urban Pedagogy
  19. 19. Copyright © 2015, Peter Jones FBC Case - Tiffinday • Delivers hot lunches to office workers in downtown area in reusable metal containers (Tiffins) – collected next day – Customers: single white men • Recipes, containers and service modeled on typical South Asian practices • Website to place orders • Operating for 4 years; profitable • Located in North American urban centre
  20. 20. Copyright © 2015, Peter Jones A Flourishing Philosophy “I believe that the very act of revenue generation whether it be as: a government earning taxes a corporation earning revenues or an individual earning a salary is pointless… unless it improves lives and communities.” Seema Pabari Founder & CEO of Tiffinday
  21. 21. Copyright © 2015, Peter Jones Seema Pabari Founder & 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 billion miles or removing 7.6 million cars • Employees are new immigrant mothers available to work while children in school – Includes founder – a single mother • Delivery via electric vehicle • Shared resources: Kitchen and chef via arrangement with established vegan restaurant • Maximize purchases from Local Sustainable certified farms (organic + local + worker welfare) • Certified Benefit Corporation - 80/200 More Facts
  22. 22. Copyright © 2015, Peter Jones Tiffinday’s Goals • Improving Lives and Communities by Building 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 for understanding this business: Who – People, What – Value, and How – Process
  23. 23. 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
  24. 24. Copyright © 2015, Peter Jones We ask 20 Questions: SSBM Ontology Flourishing City 1. Actor 2. Needs 3. Stakeholders Citizens & community participants 4. Relationships 5. Channels 6. Value Propositions Institutions & organizations 7. Organization Communications & deliberation 8. Decisions Value Co-Creation /Co-Destruction 9. Partnerships Processes 10. Resourcs Assets 11. Biophysical Stocks Partners in Services 12. Activities Governing 13. Ecosystem Services Accountabilities 14. Success 15. Tri-profit “ 16. Valuation method “ 17. Processes 18. Costs 19. Revenues 20. Assets
  25. 25. Copyright © 2015, Peter Jones Narayana Health
  26. 26. Copyright © 2015, Peter Jones A Community Business Model? • Can we create a process for participatory systemic 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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  31. 31. Copyright © 2015, Peter Jones Group Exercise • Form 6 groups - Handouts & Canvas prints • Assign Contexts or Perspectives per group 1. Environment + Eco-Resources 2. Society + Actors & Needs 3. City or Community Definition (+ Economy) 4. Resources & Assets + Value 5. People + Value 6. Accountabilities + Value
  32. 32. Copyright © 2015, Peter Jones Using the 20 Questions … • Our default flourishing city is the “possible future Toronto.” • Generate responses on notes that present an ideal model of ecological balance. • Within your group’s focus, extend ideas to the adjacent entities where needed. • Create a narrative or define a purpose. • We’ll share in 15 minutes & integrate.
  33. 33. Copyright © 2015, Peter Jones Concluding Questions • How might this model enable conversations for Flourishing? • What are the relationships between business & social ecologies in a place? • How might we get started with this approach in policy debates? • How could this become a practical, usable model for engagement?
  34. 34. Copyright © 2015, Peter Jones REFERENCES • Upward, A. and Jones, P. (2015). An Ontology for Strongly Sustainable Business Models: Defining an Enterprise Framework Compatible with Natural and Social Science. Organization and Environment (in press). • Jones, P. (2014). Caring for the Future: The Systemic Design of Flourishing Enterprises. In Proceedings of RSD3, Third Symposium of Relating Systems Thinking 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 Systems Science Series, pp 91-128. Springer Japan. • Weigand, K., Flanagan, TR, Dye, KMC, and Jones, P. (2014).Collaborative foresight: Complementing long-horizon strategic planning. Technological Forecasting & Social Change, 85, 134–152. pjones@ocadu.ca

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