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Corporate Regenerative
Leadership Roles
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Introduction

The birth of earth planet is considered to have occurred before 4.5 billion years and the
first life species is considered to be appeared before 3.7 billion years ago. Since then,
the new life species have constantly emerged and Homo sapiens sapiens are considered
to be the smartest species that it has ever created until now.. [1] . 99% of Homo Sapiens
Sapiens living time on this earth is completely in tune with nature [2]. However,
regenerative leaders explain modern human life as creatures who completely separated
from nature via restricting life within high-rise buildings with artificial daylights [3].

Generally, pandemics negatively affected economic systems all around the world. The
covid-19 implicated the resilience deficiency of traditional economic models, financial
structures, and the ways of doing businesses[4] . According to climate scientists’
explanations on ecological collapse, which mankind has to tackle within few years of
time, the effects of a health crisis are small and its implications on building a new
resilient system to face such a global challenge are severe [5].

21st-century leaders are educated in the logic of that served human history in previous
years. However, there is an emerging trend of growing numbers of regenerative leaders,
who apply the logic of life itself to run their organizations. Regeneration is all about
having a mindset to give more than you take and on the long way these leaders guide
organizations to thrive along with their entire ecosystem surrounded including
stakeholders[6].

Regenerative Leadership DNA analysis

21st-century leaders catered a considerable amount of time within the health crisis
period to their little nest and researches explain as this time has led people to reflect on
themselves with new dimensions[7] . New paradigm Regenerative leadership concepts
rapidly emerged. This address way of learning from living systems to apply the
characteristics of regenerative DNA for organizations, social systems, and wider
civilization with the focus of finding underpins of these challenges. Regenerative
thinkers point out shifts in life patterns, pandemic situations, or climate changes as the
issues associated with mechanistic systems that narrow down control-based thinking [8].

Laura Storm’s, founder of re-generators, studies with a very successful business lady by
society standards revealed that the deficiencies of current measures on emotional and
mental well being with successful. Therefore, her book named “Regenerative
Leadership” introduced a new ego-system mapping method called “DNA analysis will”.
Mapping the ego-system by assigning external elements on the left side and internal
elements on the right side, mapping basic interconnections, and coloring draining parts
with dark colors are the key steps of this study [6]. Instead of SWOT analysis, regenerative
leaders use this method to recognize corporate priorities with subjective matters within
more complex scenarios[9]. However, the researchers reveal the requirement of an
adaption period to corporate levels for any kind of new system [10][11]

Integration process of bio-mimicry into three levels of Regenerative Leadership

Regenerative thinkers highlight the need to shift from mechanistic perspectives to life-
affirming regenerative approaches[6]. According to expert Giles Hutchins, bio-mimicry is
not only the way of imitating designs of nature but also to opening up into taking
insights of all living systems for our psychology as well as biology. This generates adult
consciousness within our minds via tuning into its surrounded nature consciousness [6][12].

1. Living System design

Regenerative leaders design products, processes, and layouts with insights into living
systems. For instance, these leaders will be initiatives of redesigning the complex
corporate interfaces as factories of forests that absorb carbon dioxides. As according to
them, learning from these systems will not be limited to effective eco-friendly machinery
designs, but also the way in which that factory in relation to its suppliers, customers, and
eco-system[12][13]

2. Living system culture

Designing organizations in ways that create a life-affirming future that enables the
workforce to become more efficient and effective is a more holistic approach of post-
crisis regenerative leaders[6]. Qualities such as diversity and purpose convergence bring
employees together to uplift organizational relationships[6]. For instance, multinational
companies such as “Pukka Herbs Tea” take inspirations from living nature to apply their
organization. Experts’ studies revealed many financial organizations to adapt and evolve
in new ways of fast-changing post-covid situations[12][14].
3. Living system being

According to Re-generators, crisis waves enable people to see things through a living
system lens instead of the traditional mechanistic lens [6]. In the future, regenerative
leaders add a different level of mind consciousness development lessons, which solve
problems without switching problems, within their leadership programs. The creative
ways of thinking patterns needed to be fueled within organizations [12].

What is the Corporate Regenerative Leadership role ?

The logic of natural resources free for all is making organizational leaders assume in a
way which the use of command and control based tactics could optimize its usage [6].
Regenerative leaders view this as a incorrect assumption which has introduced theories
of short-term profit maximization, efficiency control, operations, and lean
management[6]. According to them, this has led to further deviation from the logic of life
for civilization designs[6]. Furthermore, regenerative experts are fortunate as many
pioneering leaders experimenting on ways to re-integrate the logic of life to their
organizations with the current crisis. Corporate regenerative leaders use the following 5
characteristics to re-structure their organizations[6].

1. Life-affirming

Exponential growth organizations use new inventions to increase their profitability and
these transformations generally increase the level of recycling and reuse of inputs [15]. As
an example, traditional high-cost chemical-based effluent water treatment systems
replaced via, eco-friendly, ozone treatment systems[16]. However, according to some
economists, the applicability and profitability of renewable energy innovations, such as
wind power generation in areas with low wind turbulence, limit the consumer surplus
with high production costs[17][18].

Regenerative leaders’ scope of life-affirming is not limited to quality operations of their

organization, but also to enhance their employee situations[6]. These leaders make a safe
space to grow and evolve for employees[6]. Immense learning through failures is an
opportunity for people to come across innovative ideas[6][19].

2. Ever-changing & Response

Regenerative leaders believe hierarchical corporate structures are not fit for rapid
decision-making processes[6]. According to them, many of these hierarchies generate
fear with confusion and according to researches over 50% of the workforce in 2019 feel
that they are disengaged. The high competence of climbing the corporate ladder
increase the tendency to hide individual precious knowledge and slow down the
corporate curing processes[19].

Regenerative leaders act as facilitators for the small self-organizing teams in responsive
systems, where responses are much faster and accurate compared to traditional
mechanistic models[6]. Virtual work-from-home groups emerged in covid-19 crisis period
is more efficient and, the corporate attention on growing its numbers of groups can be
highlighted. Regenerative approach empowers these employee groups to make ground-
based decisions on the values of the company. However, some researches indicated
increased de-motivation of these workforces unless if the flexible work arrangement
(FWA) system is properly developed[20].

3. Relational and interconnected Charles Davin’s studies revealed that the strongest and
intelligent species survived over others. However, the regenerative approach argue as
the survival depends on the ability to adapt to changes. The species which have created
strong connections retained on this earth for many years and regenerative leaders
believe in this fact[19].

Generally, supply chain inconsistencies fail many organizations during volatile situations
like covid-19[21]. Therefore, regenerative leaders highly appreciate interconnections
quality within supply-chains in order to be successful with win-win-win partnerships.
Furthermore, the regenerative industries extend their connections with the environment
as a whole[19]. However, according to some scientists, building resilient relationships is
not the only factor for survival. For instance, Toyota factory located it’s all component
manufacturers close proximity in order to maintain a just-in-time manufacturing system.
Even though it performed very well, it was at the pace of collapsing with the covid-19
pandemic[22][23].

4. Diverse

Recent research with 366 public listed companies in the UK revealed that organizations
with high levels of diversity outperformed over lower degree ones [24]. According to
experts on this field, regenerative leaders hire people with different educational
backgrounds from various cultures in order to maintain unconventional mindsets within
their organizations, rather than comforting themselves with equal level background
employees. Even though this diversity brings tension within companies, re generators
trust its emergence of new ideas with increasing friction [19].

However, some researches on crisis management reveal the high-stress levels of

corporate employees and the need for stress reduction leadership capabilities rather
than generating more frictional conditions[25].
5. Cyclical and seasonal

As we all are cyclical living beings within a cyclical plant which consist of different
Seasons such as, summer and winter, regenerative leaders incorporate silence incurred
with long breaths and meditation into their meetings to anchor ground energy [19].
Human brain waves require time to re-calibrate for new creative ideas [19]. Regenerative
leaders create space for their team members to reflect outcomes of crisis situations to
integrate successful stories into their organizational levels in creative ways [26].

The regenerative leaders develop this process with reflection and integration steps. For
example, the sanitizer and cleaning chemical industry may in an alarming rate of
booming at health crises does not implicate that, it would be further retaining at the
same position after crisis as the emergence of new regulations to restrict its profitability
under ethical backgrounds[27].

References[edit]
1. ↑ Marshall, Michael.  "The secret of how life on Earth began".  www.bbc.com.
Retrieved  2020-10-15.
2. ↑ Neubauer, Simon; Hublin, Jean-Jacques; Gunz, Philipp (2018).  "The evolution of
modern human brain shape".  Science Advances.  4  (1): eaao5961.
Bibcode:2018SciA....4.5961N. doi:10.1126/sciadv.aao5961.  ISSN  2375-2548.
PMC  5783678. PMID  29376123.
3. ↑ Turner, Will R.; Nakamura, Toshihiko; Dinetti, Marco (2004).  "Global
Urbanization and the Separation of Humans from Nature".  BioScience.  54  (6): 585.
doi:10.1641/0006-3568(2004)054[0585:GUATSO]2.0.CO;2.  ISSN  0006-3568.
4. ↑ NW, 1615 L. St; Suite 800Washington; Inquiries, DC 20036USA202-419-4300 |
Main202-857-8562 | Fax202-419-4372 | Media.  "In many countries, people are more
negative about the economy amid COVID-19 than during Great Recession".  Pew
Research Center. Retrieved  2020-10-15.
5. ↑ Kolinjivadi, Vijay.  "The coronavirus outbreak is part of the climate change
crisis".  www.aljazeera.com. Retrieved  2020-10-15.
6. ↑ Jump up to:6.00 6.01 6.02 6.03 6.04 6.05 6.06 6.07 6.08 6.09 6.10 6.11 6.12 6.13 6.14 6.15 Hutchins, Giles; Storm, Laura
(2019).  Regenerative leadership: the DNA of life-affirming 21st century
organizations. Place of publication not identified: Wordzworth
Publishing[.  ISBN  978-1-78324-119-4.  OCLC  1107595431. Search this book
on 
7. ↑ Cluver, Lucie; Lachman, Jamie M; Sherr, Lorraine; Wessels, Inge; Krug, Etienne;
Rakotomalala, Sabine; Blight, Stephen; Hillis, Susan; Bachman, Gretchen; Green,
Ohad; Butchart, Alex (April 2020).  "Parenting in a time of COVID-19".  The
 Lancet.  395  (10231): e64. doi:10.1016/s0140-6736(20)30736-4.  ISSN  0140-6736.
PMC  7146667  . PMID  32220657  .
8. ↑ Vivobarefoot on Facebook Watch, retrieved  2020-10-15
9. ↑ "SWOT ANALYSIS: A THEORETICAL REVIEW".  ResearchGate. Retrieved  2020-10-
15.
10. ↑ Abatecola, Gianpaolo (2012-01-01). Jones, Colin; Breslin, Dermot,
eds.  "Organizational adaptation: an update".  International Journal of Organizational
Analysis.  20  (3): 274–293. doi:10.1108/19348831211243802.  ISSN  1934-8835.
11. ↑ Sarta, Andrew; Durand, Rodolphe; Vergne, Jean-Philippe (2020-06-
07).  "Organizational Adaptation".  Journal of Management.
doi:10.1177/0149206320929088.
12. ↑ Jump up to:12.0 12.1 12.2 12.3 LeadersIn (11 September 2020).  "Conversations with Experts, Past
& Present: Biomimicry Pt. 2 with Giles Hutchins".  YouTube. Retrieved  15
October  2020.
13. ↑ Keith, David W.; Holmes, Geoffrey; St. Angelo, David; Heidel, Kenton (2018-08-
15).  "A Process for Capturing CO2 from the Atmosphere".  Joule.  2  (8): 1573–1594.
doi:10.1016/j.joule.2018.05.006.  ISSN  2542-4351.
14. ↑ "Home".  www.pukkaherbs.com. Retrieved  2020-10-15.
15. ↑ Mai, Anh Ngoc; Vu, Huong Van; Bui, Bien Xuan; Tran, Tuyen Quang (2019-01-
01).  "The lasting effects of innovation on firm profitability: panel evidence from a
transitional economy".  Economic Research-Ekonomska Istraživanja.  32  (1): 3417–
3436. doi:10.1080/1331677X.2019.1660199.  ISSN  1331-677X.
16. ↑ Martínez, Sonia B.; Pérez-Parra, Jerónimo; Suay, Ricardo (2011-07-01).  "Use of
Ozone in Wastewater Treatment to Produce Water Suitable for Irrigation".  Water
Resources Management.  25  (9): 2109–2124. doi:10.1007/s11269-011-9798-
x.  ISSN  1573-1650.
17. ↑ Biofuels, solar and wind as renewable energy systems  : benefits and risks.
Pimentel, David, 1925-. [Dordrecht, Netherlands]: Springer. 2008.  ISBN  978-1-4020-
8653-3.  OCLC  233934516.Search this book on 
18. ↑ Safiullin, Lenar N.; Ismagilova, Gulnara N.; Gallyamova, DinaraKh.; Safiullin, Nail
Z. (2013).  "Consumer Benefit in the Competitive Market".  Procedia Economics and
Finance.  5: 667–676. doi:10.1016/S2212-5671(13)00078-6.
19. ↑ Jump up to:19.0 19.1 19.2 19.3 19.4 19.5 19.6 TEDx (26 September 2019).  "The World Calls For
Regenerative Leadership | Laura Storm | Tedxslottsparken".  YouTube. Retrieved  14
October  2020.
20. ↑ Sedaju, A., Haryono, S. and Anisahwati, N., 2020. Flexible Work Arrangement in
Manufacturing during the Covid- 19 Pandemic: An Evidence-Based Study of
Indonesian Employees. International Journal of Advanced Science and Technology,
[online] 29(6), pp.3914 - 3924. Available at:
<https://www.researchgate.net/publication/341700500_Flexible_Work_Arrangemen
t_in_Manufacturing_during_the_Covid-_19_Pandemic_An_Evidence-
Based_Study_of_Indonesian_Employees/references> [Accessed 15 October 2020].
 21. ↑ Queiroz, Maciel M.; Ivanov, Dmitry; Dolgui, Alexandre; Fosso Wamba, Samuel
(2020-06-16).  "Impacts of epidemic outbreaks on supply chains: mapping a research
agenda amid the COVID-19 pandemic through a structured literature
review".  Annals of Operations Research: 1–38. doi:10.1007/s10479-020-03685-
7.  ISSN  1572-9338. PMC  7298926  . PMID  32836615  .
22. ↑ Liker, Jeffrey; Choi, Thomas Y. (2004-12-01).  "Building Deep Supplier
Relationships".  Harvard Business Review  (December 2004).  ISSN  0017-8012.
Retrieved  2020-10-15.
23. ↑ "Subscribe to read | Financial Times".  www.ft.com. Retrieved  2020-10-15.
24. ↑ "Why diversity matters | McKinsey".  www.mckinsey.com. Retrieved  2020-10-15.
25. ↑ Fernandez, Antonio Arturo; Shaw, Graham Paul (2020).  "Academic Leadership in
a Time of Crisis: The Coronavirus and COVID-19".  Journal of Leadership
Studies.  14  (1): 39–45. doi:10.1002/jls.21684.  ISSN  1935-262X. PMC  7228314  .
26. ↑ Fernandez, Antonio Arturo; Shaw, Graham Paul (2020).  "Academic Leadership in
a Time of Crisis: The Coronavirus and COVID-19".  Journal of Leadership
Studies.  14  (1): 39–45. doi:10.1002/jls.21684.  ISSN  1935-262X. PMC  7228314  .
27. ↑ Research, Center for Drug Evaluation and (2020-06-30).  "FDA advises consumers
not to use hand sanitizer products manufactured by Eskbiochem".  FDA.

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