We believe most organizations today are seeing extraordinary opportunities as they look to the future, while also experiencing present day challenges that they have never faced before. The world of work is rapidly changing and more and more companies are awakening to the hard truth that the mind-sets and practices of the past will no longer serve their best interests going forward. Employees, customers, suppliers, investors, and community members are more informed, more educated, better connected, and more discerning than ever before, and as a result, want different things. At Capitalism 2.0, our Humanizing Business model is designed to ensure leaders and their organizations evolve with the changing times, while building cultures that enable the companies to continuously renew themselves from within as the seemingly endless need for change persists.

 The underlying philosophy of Capitalism 2.0 Transforming Organizations Model is that companies need to balance their attention to both the human side and operating side of the business. Balance in a sense that the limitless potential of the workforce is activated in alignment with the high performing standards and outcomes required for the organization to thrive over the long term. Our Humanizing Business processes, practices, and programs are based on the most current research and thinking in the leadership, human performance, culture, and strategy space; and leverage built to last, best practices from time tested organizations who have mastered the art and science of innovating for the future, while preserving the enduring core of the enterprise.



Built to last companies are first and foremost purpose driven and values based. These timeless attributes are more than just words hanging on a wall and any deviations from their intent is not tolerated. Built to last companies are also extremely smart in selecting their market position, and how they will compete and thrive strategically to ensure their long-term success. They are disciplined and courageous when designing and building their organizational structure and corresponding job descriptions, and do so around the vision and strategy, not the employees in place. Good decisions on structure and job descriptions ensure the most efficient and effective organization and operating model is built, the correct reporting relationships and spans are established, and the right people are put in the right seats. These are distinguishing characteristics of the best led companies in the world.

Built to last companies are also heavy in measurable characteristics (metrics) and objectives that are carefully selected to deliver on the vision, strategy, and financial and non-financial goals of the organization. These metrics and objectives are pushed down in the organization where employees are extended the responsibility, decision making rights, and downstream accountability to deliver on them. Performance reviews and subsequent rewards systems (compensation and bonuses) that are meaningful to the both the employee and enterprise as a whole are built around the metrics and objectives; and the highest standards of performance need to be established to actualize the limitless potential and maximize the performance capacity of the workforce. 

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