Our strategy, in three pieces are: market, public awareness and policy.
How do we fit into these bigger "wholes"? Our network is how we scale, our platform is how we exchange things - data, collaboration, information and our key partners are building relationships and funding.
So why do we exist? We exist to make a life changing impact from a place of hope. We have the opportunity to sequester carbon, enhance the livelihoods and wellbeing of people, and restore the soil/land. Grasslands and beef is a new movement in the carbon and environmental space. There is a new level of awareness, but you have to have the know how - or you will not get the outcome and results. How do we make it happen? It has to be done globally - it has to be socially, and contextually relevant in all local spaces. We need to empower local entrepreneurs to ensure success, and through their success we accomplish what we want to do. Our demonstration sites will produce research and data. Carbon data is very expensive to secure - through verified methodology.
We need to provide an incentive - immediate and long term - as well as a measurable data and analysis tied with it. To show and prove you are improving, which then gives you access market incentives. This is a way to create momentum on a local and regional level.
You can get enough of people incentivized to go through the process and get them access to markets, they will make money and reach the mission of impacting land and becoming regenerative and sustainable.
You find this movement in two types of people: the young generations wanting to do things better, and someone who has hit a crisis and are looking for answers. The people who are treading water and surviving say things such as: "I am too busy" or "I am doing fine". Humans say "unless I have a heart attack I will not start exercising", what about starting to exercise to prevent a heart attack? We will not respond until it is too late. It's human nature, its our current framework for decision making. It will seal our fate.
There is such power in the consumer. We need to prove and show the consumer - through data and evidence - and start creating more awareness so that the demand creates the incentive for consumer to make better choices. People do not know the difference between steak A (feed lot, grain/corn, gmo..) and steak B (grass finished, pasture raising, holistic management). We are selling a problem the consumer did not know they had - we are opening up a new market and brining awareness. 99.9% of the market does not care yet - it's not quite fringe, but the route to market is so difficult for these local change makers. They choose to make less money because the hassle factor. So how do we over come that "hassle factor?".
We need the right spokesperson - like Dr. Oz (who still makes me grimace) - The "mindset" is a key attribute to change in order to create change. We need to switch to a holistic management frame work for decision making.
We are gathering all the stories of success and data. We need that one person - who everyday tweets and writes things, half a dozen a day. We just need someone who is capable enough on social media to retweet or share the stories. We need to just keep putting out stories, sharing stories...a continuous post of stories. Make sure it is always in "the social media current".
People are screaming: "I can show it - I can do it - but no one is listening!"
They key question - what is the incentive and how do we replicate that? Learning by doing.
Punctuated equilibrium - change doesn't change in a linear uphill straight line - change and evolution happens in plateau and intense periods of disruption and eruption.
We have ecosystem malfunction, and carbon intensity. We are championing a singular idea in a context in a crisis. It is hard to sell a crisis. We are evolving past an ideology into a practice. A shared practice in the context of an opportunity. That is what we re evolving into - it also creates more accountability. Through the shared practice and embrace through an opportunity to create a new reality and widespread movement - through produces, change makers which drives consumer demand and production. Therefore the accountability begins to grow. We are not there yet - hopefully we live to see that. Let's lean into that idea, rather than lean backwards.
The environmental movement lives and is nestled in notion of crisis and aligning on a singular champion and talking about an ideology. This is the past, we need to shift into a new paradigm. We need to have brand commitment so that people lean into us - and our idea - our (holistic) context. The "environmental movement" brand is trapped right now.
We are trying to understand what the heck business are we in? What industry? What trade-group?
We are all working in different situations and contexts, ecosystems and political spheres. Let's look at this through an ecological lenses - facilitation and networks are actually a thing in nature! Facilitation is the driver of biodiversity and a huge mechanism for ecological health and function. Facilitation emerges in different forms - stress, access to resources, biodiversity, and service sharing...etc. This is where Biomimicry lives - seeking inspiration in the natural world. When you apply the lenses to business you get the case study: B Corp Group. They are a disrupter.
revolutionizing and changing the corporate form, growing at an exponential rate (B Corp Group).
We are in the business of facilitated networking. Finding the magic of the mutual benefit and value exchange, how resources are co-creating...take from disrupter to being a reality.
What is the interface between education and advocacy and market and public policy? What will suddenly make the incentive visible and consumer to adopt? If the money is from a state or federal agency then things change very fast. In China, they want to create an ecological civilization - no one knows what it means, but everyone is talking about that. They are now trying to define what that means - which is also an issue of legitimacy of the party.
The energy is not here yet, the train has not left the station. Patagonia, Ben & Jerrys has created an ethos around a different type of company. We need to build responsible business practices, resilient and regenerative communities.
Does it need to be a franchise model? Does it needs to tick all the boxes to work in different contexts? (an over simplified question)
We are now forced to engage in a fundamental dialogue. To create a movement, you need common language - its shows that there is group of like minded people who want to go the same place. Community practice is a phrase that is often used to describe that. All the research points to the asset being larger than the potential liability.
The land and all who depend on it, through the Savory Institute, facilitates the realization of a life of enduring returns.
Holistic Management not as an ideology, but is a reality. It's dangerous to step into language and terms like "holism" and "sustainable", which are known as hippie, vulgar, liberal bullshit - but "enduring returns" lets you go to: fiscal return, planetary returns, or social returns without being too soft or sentimental. Archetypal cues. Regenerative - people think its "pure magic". Enduring returns is "regenerative". This is the underwear of the brand.
This is Holistic Management realized.
Define the architecture - all the components and offerings that make the whole a complex ecosystem. How do we organize it when looking through the lens of wholes, and wholes and wholes which talk to each other?
This is a metaphysical concept.
The new media model: spheres within spheres - 1. brand identity and worlds experience of it. 2. Earned and shared - viral media. 3. Acquired media - broadcast, (buy and print). Optimize and manipulate the brand identity to be authentic which is things in which we can own, customize and project the clear message from. Then that goes out into the earned and shared universe. We are seeing an amplification of the brand from debate, but, when you realize your in a gun fight, you better bring out the heavy armor.
Tonality and personality is very important in a brand: image and aesthetic. It's not of despair, or disruption, not about looking back - it is moving forward with weight behind it, a pioneer in the modern era. We need to bring in the new generations and bring back the image of the rancher and farmer - which now is perceived as suffering, dust, financial despair and laborious hard work.
Branding is everything, particularly visual cues and resources.
There is different brand strategy: the "Mother brand", the "Master brand" approach i.e. General Mills who's brand is a master of minions, or "Ingredient brand" i.e. "secret sauce" -- but we want to do a "Partner brand" approach, which is a reciprocal value exchange. We need to partner and compliment with out others loosing their identity, it needs to be fluid so it can fit into individual identities.
Lets watch a movement happen from start to finish in less than 3 minutes
1. A leader needs to be able to stand up and be ridiculed
2. The leader embraces the follower as an equal - it's then not about the leader anymore
and the first follower is a leader in itself.
3. A movement must be public. The new followers emulate the followers not the leader - this is the momentum, the tipping point. As more people join in, it is less risky. They wont stand out - they wont be ridiculed but they will be part of the in crowd if they hurry.
4. Then the rest of the people will eventually be ridiculed if they don't join in.
The main Lesson:
Nurture your first key followers as equals as it is about the movement not you as the leader. Leadership is over glorified, but it was really about the first follower that transformed the "lone nut" into a movement.
If you care about starting a movement, have the courage to follow and show others how to follow.