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Gideon Rosenblatt
Works at The Vital Edge
Attended Wharton School
Lives in Seattle
40,705 followers|4,990,979 views


What is a Regenerative Business?

One of the first steps to building regenerative business is rejecting the idea that your business is just a piece of property. Regenerative businesses prioritize people, then they prioritize mission, and then they prioritize maximizing returns for shareholders. 

Sound radical? Well, apparently, even someone like "Neutron Jack" didn't think so: 

“On the face of it, shareholder value is the dumbest idea in the world. Shareholder value is a result, not a strategy… your main constituencies are your employees, your customers and your products.”
– Jack Welch, former CEO of General Electric

Think a minute about what Welch is saying when he says that “shareholder value is a result, and not a purpose for business” - he’s saying that even if you do care about shareholder returns, focusing on building shareholder value is not how you get there.

How do we go about building regenerative businesses that sustain themselves and the broad range of stakeholders on which they depend, and do so for the long-haul? 

#regenerative   #mission  
Regenerative business creates strategies designed around stakeholders and social impact - and they are the future of business.
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Fair question, +Roz Hussin. I'm sure some people probably use "sustainable" to get at what I'm talking about here, but there's also that connection to environmental sustainability that could lead to some confusion there. When I think of sustainable business, that's where my mind goes. Maybe because I spent a long time working with organizations that were working on environmental sustainability. 

I'm not particularly wedded to the word itself. That said, I think there are some nice connections there. To be "generative" is to be able to create, and I like the idea of tying that creative process to a specific purpose, or mission. Constraint is a real catalyst for creativity. To be "regenerative" is to be able to reproduce or regenerate that capacity for creativity. 
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The maker of Roomba says its robots may someday recognize everything in your house. Put enough sensors on them and combine that with cloud access to boost their intelligence and we could have some pretty smart household robots.

Laundry is a key chore people want to hand off to robots, but don't hold your breath.

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I cannot wait! Talk about low cost cleaning.
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Purpose Drives Profits And Confidence

According to the latest study from Deloitte, 82% of respondents who work for an organization with a strong sense of purpose, say that they are confident that their organization will grow this year, compared to 48% of those who did not have a strong sense of purpose. 

Click the image to see the full findings, or better yet, click through to the full infographic and article on +Forbes:

Thanks to the folks at +B Corporation for flagging this.

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Telegraphing "Time to Read" on Your Content

+Visnja Zeljeznjak has been talking to me about the importance of including a "time to read" metric in online content. This article talks about why it might make sense to implement on your site. 

I'm currently looking at the best way to implement this on my WordPress site. There are a number of plugins and I'm just trying to assess which might work best. 
Telling your potential audience how long it'll take to read your content might encourage readership. How to create estimated reading times.
How much time does the average adult in the United States spend with digital media every day? According to an August 2013 estimate by eMarketer: 5 hours and 16 minutes. Calculated another way, that’s 316 minutes per day. How many of those 316 minutes do they spend reading your content? Estimated Online Reading Time Basic website analytics […]
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I still prefer likely content value over any other metric. I can judge that from the first sentence or three. If a thing is too long for immediate reading and deserves more time, I flag it for later attention.
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Gideon Rosenblatt

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In anticipation of the upcoming Spiderman movie...

Beautiful and so, so cool. 

HT: +Todd Linnertz 
A scanning electron microscope image of spider silk glands making a thread.

Credit: Dennis Kunkel Microscopy.

HT: +Reese Jones 
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My pleasure +Gideon Rosenblatt 
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Have him in circles
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The Matrix gets a step closer with the latest update to Android's camera app. It now allows for this kind of "bokeh" blur effect, something you could only get with a SLR camera in the past. It's a pretty nifty trick. You snap the pic and then shift the camera up ever so slightly. The software then handles the blur between foreground and background. 

Uh, Apple, you might want to take note on this one. Pretty cool trick. 

More on the app:

#images   #camera   #photo   #blur   #bokeh  
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I have been using it and it works great on my Nexus 4.  Its only available for KitKat at the moments isn't it? but all KitKat phones?

I can't see why it couldn't be made to work on iPhones as its just software but maybe Apple won't let you take the multiple images the app would have to do.
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The Shared Interest Graph

Much of what we do here on Google+ is share interests with one another. We do it through communities. We do it through circling people with similar passions. We do it through commenting and learning together. 

I wrote this article last June to provide people with an overview of what the interest graph is, how it's being used by companies like Google, Facebook and Amazon, and explore this notion of a "shared interest graph" - which is essentially the intersection between our social graph and our interest graph. I figured that enough time has gone by that it's probably worth sharing it again. 

#interestgraph   #sharedinterestgraph  
The Interest Graph is software for connecting us to our interests. Today, it makes us better shoppers. Tomorrow, it could change the nature of work. #facebook #google+ #interestgraph
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+Richard Harlos yes i second you on the disable algo feature - smart idea
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Here's some interesting thoughts from Eric Ries on organizational learning and innovation. 

If you're not familiar with Reis, I highly recommend his book Lean Startup).  Here is a brief summary of it that I did here in July 2012:

Over this last year or so, I've had the pleasure of tracing back the trail on learning organizations from Reis to Peter Senge and back to the person he credits, Arie de Geus. These people are giants on this topic area. 

Thanks +Steve Wright and +Jim Hays for flagging this interview. 
Great interview with Eric Reis (author Lean Startup) on disruption and entrepreneurship.  +Gideon Rosenblatt 
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+Marshall Kirkpatrick - this is the summary I mentioned.
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Which smile is genuine, and which is social?

"Whenever we smile, there are 2 potential muscles we activate. The first one is the zygomaticus major and it controls the corners of your mouth. Whenever this muscle only is activated, it’s not actually a genuine smile. Scientists call this also the “social” smile. The second muscle, known to show sincerity is the obicularis occuli and it encircles our eye socket."

Here's a great piece on the science of smiling:

Turns out, smiling is good for you. But I guess most of us already knew that. 


HT +Jeffrey J Davis 
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Seventy percent of workers are not engaged in their work

Yikes. I've seen these number before, but every time I see them, I am astounded.  Gallup breaks the numbers out as follows: 


Engaged (30% of the U.S. population): Deeply committed to the success of their organization and emotionally connected to its mission and goals. Routinely willing to put forth discretionary effort.

Disengaged (52% of the U.S. population): Less emotionally connected to their work and less compelled to put forth extra effort. They show up for work but generally do only the minimum required.

Actively Disengaged (18% of the U.S. population): Actively against what the organization, and their boss, is trying to get done.

Here's a good piece by Mark Crowley at +Fast Company, where he interviews Jim Harter, Gallup’s chief scientist of workplace management and well-being on the implications of these findings:

Measuring engagement is a critical first step, as Mark notes in his article, and which is why I find this new engagement tracking service called TinyPulse somewhat interesting. It regularly polls and aggregates data on employee sentiments. I tried implementing something like this from scratch years ago in my organization using a Salesforce database. The key is keeping the survey short, simple and easy to fill out consistently and over time.

Mark also notes the critical importance of having a good boss. At the Wisdom 2.0 conference a few months back, I heard +Melissa Daimler, Head of Org Effectiveness & Learning at Twitter, say:
"Most people don't leave companies; they leave managers."

I know, right? 

Much of my personal focus over the last decade was around engagement of people outside the organization, but as the above figures clearly show, it all starts with engaging people on the inside. If we don't get that right, there's no base on which to build. 

"Third-Order Engagement":

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My simple takeaway is that anyone who wants to be in charge is disqualified. The sociopathy is rooted in power so keeping sociopaths away from it is paramount. It's often said as a a joke but like many jokes, it has a kernel of truth. 

That takes me back to something I said earlier, based on Pink's threefold model: the power to say "no." If power doesn't work, if we can't be compelled or coerced, it levels the field a bit. This could probably be an argument for universal basic income, since giving people to the power to say no to exploitive options is one of the key wins of that idea. 

My hunch, +Richard Harlos, is that any solutions that arise will not come from the academics or credentialed ranks. We can't expect today's problems with yesterday's thinking, or to mangle Einstein, we can't expect the same thinking that created the problem to help us solve it. 
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Have him in circles
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I'm a technologist with a background in business and social change. I write about the impact of technology on business and society.
  • The Vital Edge
    Publisher and Writer, 2013 - present
    Disruptively good business.
  • Alchemy of Change
    Writer, 2010 - 2012
    Executive Director, 2001 - 2010
  • Microsoft
    Product Unit Manager, 1991 - 2001
  • US China Business Council
    1985 - 1989
Map of the places this user has livedMap of the places this user has livedMap of the places this user has lived
Beijing - Tokyo - Philadelphia - Washington, DC - Salt Lake City
Painting a future where business and technology serve our highest aspirations as a species.
I'm a writer with a background in technology, business and social change. 

Most of my writing today is at The Vital Edge. My focus there is on organizations that use technology to fulfill missions that matter to society and the planet. 

Follow me on Google+ for posts about:
  • Social enterprise and mission-driven business
  • Artificial intelligence and the future of technology
  • Social media and networks  
  • Social change
  • The human soul
When changes happen on Google+, I tend to offer deep-dive analysis :

I started and moderate the "Good Business" Community on Google+, which is dedicated to the proposition that business can be a force for good in the world. 

You can follow me on Twitter at @gideonro

My Bio:

For nine years, I ran Groundwire, a mission-driven technology consulting group, dedicated to building a more sustainable world. Groundwire specialized in CRM, web and social media communications all aimed at helping organizations strengthen their ability to engage people. I am also a proud board member of YES! Magazine

Prior to that, I spent ten years at Microsoft in various marketing, product development and management positions. While there, I developed CarPoint, one of the world's first large-scale e-commerce websites and marketed the company's consumer multimedia titles. 

I was raised in Utah, lived and worked in Japan and China for several years, and now lives in Seattle with my wife, CJ, and two boys.

Here's the full story.

#socialenterprise, #mission, #socialchange, #networks

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I'm the best on my block at not bragging.
  • Wharton School
    MBA, 1989 - 1991
  • Lewis and Clark College
    International Relations
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