For decades, shareholder primacy has dictated corporate decision-making, driving businesses to prioritize short-term profits and disproportionate returns to shareholders over long-term sustainability and stakeholder value. This extractive model, where 50-80% of free cash flow is routinely funneled into dividends and stock buybacks, has led to widening inequalities, reduced innovation, and diminished investment in broader societal and environmental needs. But what if there’s a better way—one that generates even greater value for all stakeholders, shareholders included?
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The Power of Three: Structuring Shared Value Regeneration
Beyond Value Creation In today’s dominant business paradigm, customer value creation is often held up as the gold standard of success. Yet beneath the surface,
Mapping the Future: We’re Writing the Book on RoundMap®
At RoundMap®, we believe the future of business lies in wholeness, not fragmentation. For too long, organizations have been shaped by linear thinking, short-term gains,
Walmart’s Shared Value Networks: How Walmart is working toward greater equity
This article was derived from a post on Walmart World, that was taken offline for unknown reasons. What Are Walmart’s Shared Value Networks? Shared Value
Beyond Extraction: Why Regenerative Business is the Only Way Forward
The RoundMap’s Regenerative Business Framework proposes a dual-cycle approach to business: one focused on value creation and another on impact. However, reality presents us with
From Profit to Purpose: How Shared Value Networks Unlock Long-Term Impact
Businesses today face a stark dilemma: how to balance short-term growth while pursuing long-term impact? It’s an especially relevant question in a competitive landscape where
RoundMap’s Flywheel of Shared Success: Leveraging Profit for Lasting Impact
Today’s business success can no longer be measured by short-term profits alone. Companies are called upon to take responsibility for their actions toward shareholders and
The Triad of Shared Value Networks: Shared Value Principles, Value Orchestration, and Network Orchestration
Building long-term, sustainable growth requires more than just orchestrating value or networks. While the Value Orchestration Lifecycle ensures the creation and adaptation of value, and
The End of Linear Thinking: Why Profit-First Models Can’t Sustain the Future
When businesses continue to operate under linear, profit-first models that prioritize short-term gains over long-term impact, several significant consequences arise, leading to systemic problems that
Ethical Prosperity: Navigating the Path to Sustainable and Equitable Growth
What does it mean to achieve prosperity in an ethical way? As leaders, we are often caught between the need to grow and the responsibility
Peter Drucker’s Most Profound Lesson Extended: Aligning Strengths Beyond Shareholder Value
Peter Drucker once stated that a leader’s most important role is to align strengths within an organization, making its weaknesses irrelevant. Indeed, focusing on the
The Paradox of Long-Term Growth: Why Short-Term Sacrifice is Essential for Meaningful Impact
A delicate balance of stakeholder interests is at the heart of any thriving company. Shareholders, customers, banks, employees, suppliers, and governments—all have their priorities. However,
The Dualism of Impact: Amplification and Mitigation in Shared Value Networks
The concept of shared value networks achieving both impact amplification and impact mitigation captures businesses’ dual responsibility in today’s world. It’s about amplifying positive outcomes
