Re-imagining, Re-purposing, and Re-configuring
Re-imagining
The most powerful lever for systemic change is understanding that the worldview we inhabit is one of many possible worldviews. Then imagining alternatives. The businesses that have undergone the most significant and lasting transformations are those that deeply understand the problems of a current worldview and the system it creates around it. They can imagine alternatives worth striving for.
Progress in this area means that teams have engaged in re-imagining at a fundamental level, involving executive leadership and owners who are committed to shaping a new, preferable future. These organizations have a strategic vision for what they want to become and the world they aim to contribute to.
The key innovation focus for these businesses is finding ways to connect their vision of a better future with their wider ecosystem—staff, suppliers, partners, competitors, regulators, and more. They have imagined their industries working in different ways and considered the role that they aim to take in how the industry makes the change. They are also aware of the systemic constraints on them as actors and the requirements of other actors in shaping alternatives.
Re-purposing
Re-purposing means redefining the purpose of a business—shifting its goals, governance, and business model to align with a new, meaningful direction. These strategic levers provide businesses with the opportunity to realign and create long-term value.
While re-purposing does not necessarily require the deep re-imagining described above, it is significantly more powerful and enduring when backed by a clear and compelling vision.
Re-purposing explicitly means taking what you have and putting it to a different use. It acknowledges that systems have purpose and that a new direction requires a new purpose. This then sets the parameters for new goals. Governance becomes important as the ship must be steered towards the new goals - not dragged back to the old ones. Business model then comes into play as we are fundamentally looking at a shift in the way the business created value (and makes money).
Re-configuring
Re-configuring encompasses a wide range of business activities focused on transitioning from an old operational model to a new, life-supporting one. It involves redesigning the value streams, reassessing valued assets and recalibrating what is measured.
This transformation requires opening up new value streams while phasing out outdated ones. It may involve acquiring new assets, divesting from others, and addressing barriers that hinder the smooth and scalable adoption of these changes.
Ultimately, this is where the rubber meets the road—where the shift toward life-supporting value becomes tangible. The reconfiguration of assets—whether material, financial, or capabilities-based—determines how businesses create, sustain, and scale their impact.
* These categories draw heavily on Donella Meadows’ Leverage Points: Places to Intervene in a System
