6.1.1 Entreprise en tant que système de parties prenantes

La perspective transactionnelle à partir de laquelle ces interactions sont généralement perçues est un obstacle majeur au développement de partenariats régénératifs entre les entreprises et leur environnement. Les économistes examinent fréquemment l'impact des entreprises sur l'économie en termes de nombre d'emplois qu'elles créent, de recettes fiscales qu'elles génèrent et du PIB dans son ensemble. Les communautés sont considérées par les entreprises comme des sources de main-d'œuvre, de fournitures et d'infrastructures fiables. Mais les entreprises peuvent jouer un rôle beaucoup plus important dans la vie communautaire. Ils peuvent même aider à créer un sentiment d'identité communautaire et servir de source de fierté. Pour les travailleurs, ils peuvent offrir des portes aux opportunités et à la croissance personnelle ainsi que leur donner des lieux d'expression créative. Ils pourraient travailler ensemble pour investir dans les infrastructures publiques et soutenir des démocraties fortes. Les entreprises doivent passer de systèmes fermés qui négocient, sont en concurrence et traitent constamment avec d'autres parties prenantes dans leurs environnements à des systèmes ouverts qui sont intégrés et en interaction réciproque avec leurs environnements.

Transactions between specific players, as this graph illustrates, frequently follow opposing imperatives to maximize the value of the exchange. Conversely, reciprocity refers to transactions that support the system’s overall sound operation. Many of the advantages in reciprocal commerce are indirect and result from the value of being a member of a thriving whole. Stakeholder participation is consciously relational and developmental in regenerative development. This indicates that a regenerative firm will cultivate its stakeholder ecosystem by forging partnerships that are advantageous to each of its constituents. Also, these connections will be developmental, which means that they will be created to promote reciprocity by increasing stakeholders’ power to influence the overall health and growth of the system (or place).

It’s crucial to keep in mind that stakeholders have an interest in both a company and the neighborhood where it operates. Each stakeholder contributes their own distinct sort of capital to a company in order to attain an outcome that is important to them. Each shareholder is a co-investor as a result. Additionally, they anticipate a return on their investment in a manner that is appropriate for them. They anticipate generating this return by involvement in the company and its operations. This is a realistic expectation given that business is by definition the setting where these various investment types are combined to create new value. A regenerative business aims to develop connections with its stakeholders that create value. In the perspective of regenerative thinking, the phrase “value-adding” refers to a particular throughflow of value generation. When a firm helps its stakeholders more successfully produce value for themselves, it becomes valuable to them. In other words, a product gains value in the perspective of its user when it makes it possible for that user to more effectively pursue their own value-generating goals and aspirations.

A regenerative company has come up by carefully examining what important to stakeholders before engaging in connections that bring value. A business gives them the return they are looking for by assisting them in becoming more influential over the issues that matter to them. Employees, for instance, look for possibilities to develop personally in exchange for the capital of their time, effort, and creative energy. They learn how to take on increasingly difficult tasks that increase their chances of having a meaningful influence. The real investment return comes from the satisfaction of being capable of stretching out and manifest more of their innate ability, even though this is typically represented in greater responsibility and accordingly better income. This illustration demonstrates how the appropriate business strategy may strengthen co-creators’ talents and motivation while also creating value for the entire system.

Such a strategy results in a return on investment, which is a type of wealth—though not necessarily financial wealth. It denotes an increase in the initial capital fund as well as an improvement in the capacity to create further wealth through investing the money the return. In the case of the employee example, the growth has manifested as human capital, and they are now capable of managing more challenging or complex projects. It goes without saying that this rise in human capital benefits not just the individuals, but also their families and other groups to which they belong. In this way, the wealth of the entire business ecosystem rises together with the distinctive wealth of each partner, supporting a strong local economy.