2.3 Leçon-3 : De la focalisation sur le produit à la focalisation sur le processus

If we simply think about the product and how to enhance it so that we don’t harm the environment, then the result is merely a better version de ce que nous avons fait.

Just concentrating on avoiding harming the environment seemed like too small a step since we—our corporate business group—have set our objective as supporting to the Life of the Processes (allowing, thus, an Economy for Life). Any changes in our organizations’ aims must be approached from the perspective of the Regenerate Life Paradigm. This calls for a shift in perspective from considering people and human activity (production, distribution, and consumption) as distinct from and “doing kind to” the environment to considering them to be a source of life. To accomplish it, we must be able to be seeing systems as alive and distinctive. Humanity and human actions must be taken into account in the dynamics that support the survival of the living organisms in which they’re immersed.

Deuxièmement, en changeant notre perspective et en nous concentrant sur les systèmes en direct au sein d'un système, nous cessons de chercher des moyens d'améliorer le produit final. Nous nous concentrons plutôt sur une procédure qui se traduit par une meilleure qualité de vie. By doing this, we move from a circle to a method that actually improves the system as a whole. What does the term “value” mean here? The topic at hand is considerably dissimilar from a value-added product. We perceive value as a contribution to life, a means of empowering the system to regenerate life itself, because we are not concentrating on the goods but rather on the systemic implications. Can you distinguish between this level of impact and the level of sysentretien ou restauration du tem? De notre point de vue, l'augmentation de la valeur implique le développement et l'utilisation de processus de transformation qui offrent aux clients des offres exclusives.

Les processus à valeur ajoutée sont représentés dans la figure suivante :

Cette image nous aide à comprendre que les processus de transformation commencent par l'approvisionnement (matériaux ou idées), passent par différentes étapes de transformation pour fabriquer des biens, puis intègrent ces opérations dans l'ensemble du cycle de vie de toutes les parties intéressées, et enfin entrent dans une phase dans laquelle de nouvelles des états de vie peuvent émerger. Cette dernière phase offre la possibilité d'une régénération complète. Une nouvelle étape d'approvisionnement qui inclut les connaissances et l'expertise des étapes précédentes peut commencer après l'étape de régénération. In order to restore life, the goal of transformational processes is to provide the entire system the ability to evolve. This forces us to view the process as a continuous loop rather than a static system, which is why spirals as a continuous loop makes more sense than a circle.

The process is depicted in the above figure as it would actually happen. The Integrating stage, however, is where product design should really begin. We can now imagine ourselves in the customer’s position and create a more complete picture of her and her environment. By doing so, we would be able to comprehend what a better quality of life entails for her and what we might build to assist her in bringing about that better life. Right there, we begin the design process; we design with and for life. To truly innovate from and for life, a mindset shift is required. When considering how we are integrating real value to contribute to our customers’ lives and the processes in which they are incorporated, we must identify the finest tangible component or product that can become a driver for their lives to be transformed (both customers and system). Otherwise, we risk deceiving ourselves and others into thinking we care when, in reality, we are only trying to justify the continued production, sale, leasing, or use of a product while minimizing its bad consequences on the environment.