We extracted the information stored in our head and laid it on papers. 23 slides to grasp the Systemic Economy model with its 2 cornerstones: Stakeholders ecosystem and 7D-Value(c). Two very powerful concepts (ie. and tools) to create more value in your business or company, to survive or to grow. Pointless to say that one of the purpose is to expand the company's playfield and place it in best position to cover more grounds than competitors.

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Systemic economy
explained
From linear to systemic relations
to fully exploit the value of the economy

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How we got there?
We started our research 13 years ago with deep intuition that we were on the verge of a major
shift. It proved correct with the burst of the techno bubble and with the real estate crisis and
the deep recession that followed.
Following these years of research, on-the field observations, pilot projects, confidential forum
with leaders and interviews with highly regarded experts we arrived at the systemic economy
model.
Roland Gillet: « It is of utmost importance to get out of the current
economic paradigm that led us to this current imbroglio of
unsustainable debt. It is =me to re‐think the role of each stakeholders in
a changing world. »
CV of Roland Gillet, professor at La Sorbonne, Paris

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A changing world
The world is drastically shifting in multiple dimensions.
Never in history we have been coping with such changes. We have to shift – in less than one
generation – from a debt-based growth economy to a human progress-based sustainable
economy.
Sectorial folding up vs. contiguous redeployment
Within this global shift, entire segments of business disappear,
and new ones open up.

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Systemic challenges (1/2)
Some big issues requiring actions at multiple levels...
Demographic growth and imbalance
By 2100, 22.3% of people will be aged 65 or over, up from just 7.6% in 2010.
Managing diversity (age, gender, cultures)
Diversity is otherness or those human qualities that are different from our own and outside the
groups to which we belong, yet present in other individuals and groups  increased thanks to
the globalization and the communication media

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Systemic challenges (2/2)
Energy and material resources limits
Peak oil, earth overshoot day, water described as Blue Gold, …
Vulnerability of currencies
“Currency war” is a major example; with inter-connected economies and the free flow of
currencies, a decision from one central bank affect all markets.
“No taper brings back talk of currency war” - http://www.cnbc.com/id/101045968
Hyper-connected people and businesses
e.g. Thomas Friedman – from connected to hyperconnected
http://www.weforum.org/videos/insight-ideas-change-thomas-friedman-connected-
hyperconnected
Talent and competences
Recognizing the strategic importance of human capital because of the enormous value that
better talent creates (The war for talent, Ed Michaels, Helen Handfield-Jones, Beth Axelrod)

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Economy is topping almost everywhere
Specifically in advanced economies (US, Euro, Japan, …) but growth will exist, in a different form: intangible
Methodology: Intangible book value is calculated by subtrac=ng the tangible book value from
the market capitaliza=on of a given company or index.
Recognized by
the markets

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Systemic Economy - 2 cornerstones
7D‐Value©
Stakeholders’ ecosystem
POTENTIAL VALUE
current
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Material Linear ‐
Contribu=ve vision
‐
Systemic ‐
‐
‐
‐
‐
‐
Knowledge
Communica=on
Emo=ons
Processes
Resources & Earth

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Stakeholders’ Ecosystem
The linear relation “Supplier – Company – Client” is out of fashion.
The future will be collaborative, connecting stakeholders needs and resources within new
business models, creating more value for the whole.
Access more resources with less risk Faster go-to-market with higher ROI
« Companies center their teams around a common goal. Once done, it desagregates to recreate itself for
another project. There is a transportability of the company in various domains. Each stakeholder as an
evolving role. » (B. Colmant, Partner at Roland Berger)

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Ecosystem – Connect needs with resources
When drawing the ecosystem, the key is to link a stakeholder’s resource with another
stakeholder’s need.
Office space vs. knowledge/Creativity
Time vs. Reputation
Sales network vs. Innovative services
Combinations are endless…

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7D-Value & Potential
“Value maximiza=on is not a vision or a strategy or even a purpose, it is the scorecard for the organiza=on. We
must give people enough structure to understand what maximizing value means in such a way that they can be
guided by it and therefore have a chance to actually achieve it.” (M. Jensen, Harvard Business School)
What 7D-Value does:
• Detect value and liabilities on 7 levels
• Activate value at multiple levels to increase the global intangible value
“C‐Suite managers es0mate that on average they use only 50% of the human capital available within their
company.”
• Make additional resources available (i.e. transform liabilities into resources, use of the
ecosystem relations)
 Powerful tool to communicate internally and externally on highest ROI leverage and biggest
pockets of hidden value

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7D, Dimension 1 – Contributory vision
Purpose is the strongest mobilizer for people. A contributory vision taps
into deep desire of human beings.
Focus on a company’s future and reason of being, intertwined with the
business model development.
As a way to attract the top talent as well as clients.
• Google “Organize the world’s information and make it universally
accessible and useful”
• Starbucks “to inspire and nurture the human spirit – one person,
one cup and one neighborhood at a time”
• Essilor “Seeing the world better”
• Twitter: Not yet defined…
Without, the business cannot define its objectives, nor can it establish
the strategies for success.

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Dimension 2 - Knowledge
“OECD economies are increasingly based on knowledge and information. Knowledge is now recognized as
the driver of productivity and economic growth. As a result, there is a new focus on the role of information,
technology and learning in economic performance.” (OECD Website)
Emergence of a knowledge-based economy in the 1960s.
It’s time to evaluate it in hard currency.
But certainly more the extent of not knowing  Need to know what to search
E.g. “Knowledge management” as a key strategic management tool.
Creativity and innovation are key assets for the future

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Dimension 3 - Communication
Both internal and external efficient communication is crucial to add value : What, When, How
and to Whom
On multiple topics:
– Internal culture and governance
– Internal communication:
• Among colleagues
• During the process
– Product/Service communication
– Client/Market communication
– …
The hyper-connected world we live in is changing constantly: reception channels but also the
way they are used and the type of emitters (e.g. RFID tags, M2M, …)

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Dimension 4 - Emotions
“Emotions normally are associated with specific events or occurrences and are intense enough to disrupt
thought processes.” (Brief, Weiss, 2002)
Impacts the relations between all stakeholders of the ecosystem and includes terms such a confidence,
motivation and trust.
“Loving oneself, loving the client, loving the job, loving the team is much better than being frustrated with
oneself, despising the client, hating the job, and being antisocial with the team... Open the heart of the
company” (Michel de Kemmeter, 2013)
Methods offer the possibility to calculate the managerial & productivity costs of an emotional incident (See
e.g. The Cost Emotions workplace continuity)
Suicides at workplace takes headlines which can decrease confidence in the company.
Possible to calculate the cost of absenteeism for a national economy
Estimated to be 16 Billions of € for France in 2013 (Source: Alma consulting)
 Satisfaction and happiness at work is positively correlated with productivity

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Dimension 5 - Processes
Optimized processes must deliver higher value:
– Sustainability and efficiency of production processes
– Waste management – the seven types of waste
– Circular inclusion of stakeholders resources from the companies’ ecosystem
The inefficiency or unsustainability on the liabilities side, and the cyclical aspects and
activation of hidden resources on the assets side of the balance sheet.
In our view, the tech bubble burst due to a lack of effective transformation processes of
knowledge into business (≈Monetization of the knowledge)
E.g. Do the company work in Lean? Is there any destructive processes to cancel?
Tangible

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Dimension 6 - Assets
The traditional published balance sheet, displays health of the company
Tangible

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Dimension 7 – Resources & Earth
What is
– Taken/used by the company as material and natural resources
vs.
– Compensate/given back to earth and biotope
e.g. carbon compensation, steam recycling in power plants, …
Tangible
“The European union is currently working on the potential obligation
of publication of multiple balance sheets, including pollution (…) we
could imagine that at some point some factories will have to close
because they pollute too much.” (Ph. Maystadt, Special advisor to
the EU)”

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It works!
"We cannot solve our problems with the same thinking we used when we created
them.” (A. Einstein)
Systemic Economy framework is a proved model, creating multiple value streams, extending
the common understanding of value.
Examples
– Danone & Grameen Bank
– Emmaus (France)
– Google (US)
– Alibaba (China) looking to become first internet bank
Many elements of our model have been defined as important in the components of the next
global economic system:
http://www.millennium-project.org/millennium/RTD-Econ.html

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Systemic challenges require systemic response
When doubting projections (used by a lot of models…)
The Systemic Economy model:
– Takes the here and now
– Challenges the traditional boundaries
– Focuses on a long-term perspective (i.e. potential)
– Proved rigorous methodology
1. Perfectly adapted to the current and future world
2. Flexible enough to sustain all shocks, including black swans
3. Necessary shift to ensure survival of many companies and acceptance of heritage by the Z-Generation
4. Global systemic value creation by linking needs and resources with a dedicated scanning of potential
Source: OECD – 2008 for expected data, 2012 for realized data

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Engage with us…
https://www.facebook.com/groups/608359662530417/
@UHDR
Company: UHDR Univercity
michel@uhdr.net
paul@uhdr.net

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APPENDIX
• Example 1: Qustomer – Digital loyalty card of the future
http://www.qustomer.com/pages/home

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APPENDIX
• Example 2: Google
http://www.google.com

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APPENDIX
• Example 3: Djengo - Carpooling for companies
http://www.djengo.be/