The document provides an overview of a workshop on designing enterprises for the future. It discusses introducing participants and providing context on ecology, culture, and leadership. The enterprise design challenge is to build organizations that are responsive to ecosystem and cultural changes. The workshop introduces three guiding models - the Tetradian model, which integrates business processes, knowledge, relationships and purpose; the Five Elements model for organizational structure and emergent leadership; and the Shared Enterprise model, which recognizes that an organization's context is larger than the organization itself. These three principles provide a framework for understanding and mapping an enterprise's ecology.

2. TETRADIAN
THE FUTURES OF BUSINESS
H E L E N A R E A D
E N T R E P R E N E U R ,
C H A N G E A G E N T ,
D A N C E R
T O M G R A V E S
E N T E R P R I S E
A R C H I T E C T , B U S I N E S S
A N A R C H I S T

3. OVERVIEW OF THIS WORKSHOP
• Introductions
• Context – Ecology, Culture, Leadership
• How context informs enterprise design - Design Challenge
• Shifting perspectives in order to respond to the design
challenge - Guiding principles, a whistle stop tour of 3 models
(Tetradian, Five elements and Holomap)
• The Enterprise Canvas – A model for understanding and
mapping the ecology of enterprise
• Putting the Enterprise Canvas into practice – a collaborative
implementation of the model

4. PLEASE INTRODUCE YOURSELVES
• Name
• In a breath… What work do you
do?
• What do you hope to take home
from this workshop?

5. TWO CRITICAL DEFINITIONS
1. Enterprise: An entrepreneurial ecosystem
guided by a shared purpose or intent, this is
often emotive and can be a project or
undertaking.
2. Organisation: The way in which the elements of
the enterprise are organised. Its structures,
frameworks, systems

6. CONTEXT
Ken McLeod www.theageoftransition.org

7. This is the context that our organisations
operate in, and it is at least three steps
bigger than the enterprise itself

8. Enterprise design challenge –
Our organisational
responsibility

9. To effectively respond to this crisis
within our organisations we need to
understand how the crisis has
occurred in the first place

10. A CRISIS OF EDUCATION
Sir Ken Robinson www.sirkenrobinson.com
Our current systems were designed and conceived
in a different age. They are linear, two
dimensional, economic and industrial growth
models that no longer serve us

11. WHAT HAS THIS GOT TO DO WITH BUSINESS?
The education system fuels our workforce.
We need to reconceive and redesign systems
for the current age, and we need to do this at
every level of organisation, from cradle to
grave.

12. AND THAT TAKES LEADERSHIP!
Otto Scharmer – Theory U www.ottoscharmer.com

13. We need leaders who can drop into and
emerge from the U.
Moving beyond awareness of systems thinking
and the paradigms of thought, across social,
economic and spiritual divides…

14. Leaders who not only engage with
mindfulness at a micro and macro level, but
who thread themselves through the ‘eye of
the needle’ to an emerging future.

15. This emerging leadership requires dead
reckoning and whole systems thinking through
ever changing, often unpredictable environments.

16. LEADING FROM THE EMERGING FUTURE
Akin to the Polynesian art of way finding, we
require organisations that enable emergent
leaders to navigate to the future.
And this requires Direction, Coordination and
Validation.

17. ENTERPRISE DESIGN CHALLENGE
 Design for the ecosystems of our planet – Business
models that are inclusive of and responsive to planetary
ecosystem feedback.
 Design for change – Complex, tightly coupled, multi-
dimensional, multi-scale challenges exist within our
enterprise design at every level, so we need business
models that map systems thinking and change at every
level.
 Design for culture – Leadership that connects enterprise
and society, enabling the people in our organisations to
let go of the past, be mindful of the present and emerge
into the future.
 Design for the current age!
Welcome to the Tetradian Enterprise Canvas
Toolkit…

18. Start with a blank
canvas

19. Add some guiding principles

20. GUIDING PRINCIPLES – #1 THE TETRADIAN
Literally meaning four
dimensions. This model
provides a framework for
integrating the four corners of
the business world:
Business Process
Business Knowledge
Business Relationships
Business Purpose
These dimensions
interact and
interweave through
each other in
constant, dynamic,
ever changing
equilibrium
The Tetradian is the simplest
possible map of an
organisations ‘inner structure’

21. Apply these four principles to your organisations
inner-structure to support integrated cultural
change at every level
GUIDING PRINCIPLES - #1 TETRADIAN

22. GUIDING PRINCIPLES - #2 FIVE ELEMENTS
A time, workflow and
process tool for
strategy, tactics and
operations
Wait a moment…
That’s a hexagon,
and it has six sides,
not five!
… a diversion moment!

23. KITE HEXAFLEXAGON
Six kites, arranged to create a six sided shape (Hexagon) that folds to
make a five flat faces
Trust me, it works! Its fun, and it requires brain
stretch… I call it “TET boggle” the thought
expansion required to understand new
constructs.
Now, where were we?

24. FIVE ELEMENTS
Elegant
Efficient
Reliable
Integrated
Appropriate

25. Elegant – graceful and simple recursive patterns
Efficient – maximum productivity with minimum
waste
Reliable – consistent and complex recursive
patterns

26. The five element principle provides an
organisational structure which guides and
supports the way-finding of emergent
leadership. A self determined leadership that
enables functional reform throughout the entire
GUIDING PRINCIPLES - #2 FIVE ELEMENTS

27. While also being a spiral dynamic that
expands and contracts throughout every level
of the organisation

28. The five element principle can be effectively
applied within an organisation of any size, in
any global location.

29. GUIDING PRINCIPLES - #3 SHARED ENTERPRISE
Organisations often define the enterprise as the
organisation, at best including their suppliers and
customers as part of the organisational map.
We need to radically re-think this approach!

30. We need to be able to map the ever changing
relationships between our organisation, our
customers and suppliers…

31. GUIDING PRINCIPLE #3 - SHARED ENTERPRISE
… within a context of both our market and the
wider environment (both economic and ecological)
This is the shared enterprise, and it is always at
least three times larger than the enterprise itself.

32. THREE PRINCIPLES SUMMARY:
 TETRADIAN – A tetrahedral framework of Aspiration,
Relation, Physical and Conceptual
 FIVE ELEMENTS – A navigational leadership guide of five
elements, Elegant, Efficient, Reliable, Integrated,
Appropriate
 SHARED ENTERPRISE – The context of the organisation
is always at least three times larger than the organisation
itself.
When we visibly apply these principles to our organisations
strategic planning, evaluations and practices we are able to
map the multi-dimensional systems that support Design for
ecosystems, Design for change, Design for culture and
Design for the current age.
Which brings us to the ecology of

40. Suppliers often become customers,
and customers become suppliers

42. We call this the Service
Cross

46. THANK YOU!