BlurringOfPublicAndPrivateNeedsRefocusing

Corporations just for some of the people? Uh uh...

Corporations for everyone … reward may be variable, but the architecture should not ignore reality as profit-maximization does.

Government historically has been the realm of externalities to the profit motive - in theory, but not in practice.

Since leadership today is recognizing our main economic system has externalized the reality of the suicidal nature of globalizing consumption-based growth, new initiatives must center their vision and action of internalizing that reality, and winning private and public co-advocates and collaborators. This means advancing policy and practice towards stewardship.

What once was the domain of a government - who knows… a healthcare system? … a telecom network? … a fund supporting diversity of one or another nature? - as well as what was once the domain of private enterprise - again who knows … a healthcare industry? … a telecom industry? … an economic system insufficiently incorporating externalities - must redraw their boundaries according to both the realities and leadership of today.

Where industry and government are found - in their current co-ecology - show inertia rather than leadership in surmounting the tradition of avoiding responsibility/stewardship, then Aikido enteprises have great opportunity to be built by Aikido entrepreneurs and Aikido investors - bringing useful new fruition-oriented technologies, processes, industry structures, etc. together with new pro-fruition regulations (supported by Aikido regulators). (Another term for "Aikido" here might be "centrist" … or "reasoned" … still, overcoming the inertia of tradition by reasoned centrists will require a degree of metaphorical Aikido.)

The greatest opportunity for such new Aikido enterprises is when current industry structures are found bloated, inefficient, with complicit regulatory regimes supporting greatest profit-making rather than fruition-making. A splintering of the top of the iceberg (economic pyramid) permits Aikido-strategy to work. The splintering provides opportunity for a more stewardly (still profit-making) venture (or policy regime … perhaps both at once, strategically) to be established, oftentimes aligned with investment in inspired innovations that the old guard would like to own, but do not own. The Aikido investor in the new innovation is part traditional (smart investors have regularly looked for new inspirations) and part non-traditional (the Aikido investor sees the folly in the continued propagation of the consumption-based growth meme, and works towards supplanting the profit objective with the fruition objective).

Afterthought stewardship doesn't work well when cycles become global in scale.