I want to help create a world where everyone is engaged in work that they find meaningful, and where communities of purpose come together to nourish and protect what they cherish, for the benefit of all beings and for future generations to come. This seems to be an important part of our journey towards becoming a custodial species once again, and working with organisations provides an important point of leverage for our efforts.

My mission is to create a company that allows me, and those who join, to devote ourselves to helping people to connect with what they find meaningful, to grow and become deeply connected – with themselves and their communities, with what is meaningful for them, and with their own vision of the future; and to help people to lead their own mission towards a better future for all.

I see a web of networks stretching around the planet, enveloping it in a protective layer of love and care. A million flowers of people reaching out in connection over what they find meaningful – all the countless weird and wonderful things that we humans find interesting in the world.

So much human potential is wasted as a result of the drudgery and dysfunction that so many experience at work. I’ve experienced this at several points in my working life, where I’m coming to the end of the day feeling exhausted because I’ve spent my whole day in a state of cognitive dissonance and frustration. I’ve also had times where my relationship to work has been one of harmony and alignment, and I’ve ended the day feeling peaceful and energised as a result.

Just imagine a world where everyone is able to feel this way after a day’s work: so many of the problems we face as a species would be so much easier if there were more people who felt they had something left to give after their day’s work.

There are so many pieces that I can feel in the space around this mission. Coaching conversations with leaders is right at the centre, and this is necessary but not sufficient for the change that is required for this vision. There’s an element of transformation and stage development that’s required, and this kind of change is emergent and can’t be taught – it requires change in our perspectival and participatory knowing, so experiential immersion is necessary. It’s a change in how we relate to each other and to the world, so it’s only going to emerge from better ways of being.

The nature of the challenge is greater than any one company. I see a model that allows for a bespoke programme of organisational development to be delivered for an organisation, drawing on a diverse set of providers with different skills and offerings, so that the best experts can be brought in as required. It’s likely to be important that the org can engage a single company, rather than all of the individual providers.

I want to help organisations to grow and succeed by embracing evolutionary processes, and becoming places where people find meaning and growth. Instead of trying to predict and control the future, we want to help organisations to become places where members are invited to listen in and understand what the organisation wants to become, what purpose it wants to serve.

I see a model that draws on both internal, consultant and external service providers. The structure of this is both practical and complex: bringing together Yunkaporta’s “complexity agent protocol” of connectedness, diversity, interaction and adaptation. And it’s also fractal: seeding the creation of collectives within organisations to help to advance this mission.