What makes a business successful? Revenue? Growth? Profit? Impact? And who the fuck decided those were the measurements that mattered?We’ve spent decades telling businesses to become the best in their category, assuming everybody agrees on what being the best actually means. But reality is increasingly fragmented. We don't share the same experiences, priorities, values, or definitions of success. And if you're building something new, weird, specific, or genuinely different, that creates a pretty significant problem: people can't value something they don't understand.In this episode, we're getting into the business of defining value. I'm exploring why the numbers we measure can be perfectly accurate while our conclusions about success are completely subjective.We get into fragmented markets, business strategy, defining your niche, and the responsibility of demonstrating that what you're creating actually matters to the people you're creating it for.Because in Business 3.0, you don't wait for the market to tell you what's valuable. You make the proposition, demonstrate the value, listen to the response, and adapt.

If you’re trying to build a different kind of business, here’s the inconvenient part: you’re still building it inside the world that already exists.

You can make your business more adaptive, regenerative, decentralized, sovereign and co-creative, but you’re still working with people, institutions, laws, markets and nervous systems trained by Business 2.0. Including your own.

So what happens when there is no blueprint for the thing you’re trying to build?

Make the hypothesis. Run the test. Receive the signal. Adjust. Try again.

Keep what works. Compost what doesn’t.

More BZ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Stay in The Loop⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

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Something changes. Your best employee leaves. A platform disappears. AI makes a $5,000 service possible in 30 seconds. Your customers stop responding. A storm hits. Or you wake up one morning and realize you fucking hate the business you built.

Business 2.0 treats those moments as problems to solve so everything can get back to normal. Except there is no normal to get back to.

In this episode, I’m getting into what it means to build a business that can actually metabolize change: disturbance capacity, emergence, regeneration, resilience, finite capacity, decentralized structure, and why sometimes the healthiest thing a business can do is die.