Harvesting Original Water, Solutions for a better world
Harvesting Original Water, Solutions for a better world
As the management team at OkaVate Inc. began to develop the operational structure of the overall business, it was becoming clear that a new business model was emerging. The goal was to ensure a cross platform model in order to drive innovation, sales, leadership, inclusivity and business building. From the many discussions around what we were building, external conversations were being conducted & web conferences being attended around the Circular Economy and the methods used to incorporate such ideas.
As a brief, the Circular Economy (CE) is based on the relationship of regional and local organizations that may have a disparate product or process but may use & benefit from the excess, waste, processes and by-products created within the given circle. This benefiting those involved as a finance mechanism or waste-recovery mechanism. Either way, costs are reduced and profits are realized for all involved.
As a review was being conducted, along with some research, it was determined that there is a necessary & vital component that is missing in the description and execution of CE, in most cases. It certainly was not spoken of, the missing components, in our opinion. It was the soft assets, the social assets, the excess “time” assets of an organization that was not included in the overall aspects of the CE model. Now we understand that in some case these items may be included as a direct attribute of the action and those actions may result in the necessary forces in theses areas. But it may not be on an intention bases that the results are created. We are looking for intention and results from that action so as to enforce the overall need to fully embrace a complete symbiotic relationship in all areas.
Thus the creation of our trademarked business model, Symbiotic Community Enrichment. In this section we will define each word so as to fully understand the word paring and our intent.
To create a new business model that includes the hard assets of an organization as well as the soft assets in order to provide a circular economic model that fulfills the social and community development needs of the local and regional economies that we operate within. A model that embraces the responsibility we have over and above capital increase and profit as it relates the total view of the business environment in which we operate. To take the CE on step further and complete the circle.
As an attribute of the SCE model we will incorporate and engage the concept of Open Innovation. Open Innovation is defined and described as the ability to promote a mindset that counter to the normal corporate traditions and processes that hold tight to secrecy and a silo mindset.
Use of the term 'open innovation' in reference to the increasing embrace of external cooperation in a complex world has been promoted in several academic circles as a process for internal operations structures and methods. We seek to expand that thought into actions that include the external as well as internal ideas, and internal and external paths to market, as OkaVate Inc. looks to advance our organization and technologies. We will also strive to create a distributed innovation process based on purposely-managed knowledge flows across organizational boundaries, using pecuniary and non-pecuniary mechanisms in line with the organization's business model. This will acknowledge that open innovation is not solely firm-centric: it also includes our consumers, their creative abilities and communities of user innovators. The boundaries between our firm and the environment we operate within has become more permeable; innovations can easily transfer inward and outward between firms and other firms and between firms and creative consumers, resulting in impacts at the level of the consumer, the firm, an industry, and society.
Because innovations tend to be produced by a wide variety of organizations and persons, rather than existing organizations, the central idea behind open innovation is that, in a world of widely distributed knowledge, we cannot afford to rely entirely on our own research, but should instead buy or license processes or inventions (i.e. patents) from other companies and individuals. In addition, internal inventions not being used in our firm's business should be taken outside the company (e.g. through licensing, joint ventures or spin offs).
Our open innovation inclusion will be interpreted to go beyond just using external sources of innovation such as customers, rival companies, and academic institutions, and can be as much a change in the use, management, and employment of intellectual property as it is in the technical and research driven generation of intellectual property. In this sense, it is understood as the symbiotic encouragement and exploration of a wide range of internal and external sources for innovative opportunities, the integration of this exploration with OkaVate’s capabilities and resources, and the exploitation of these opportunities through multiple channels we can effect innovation and enrichment. Thus the circle is created.
As we engage others and build our organization we will enhance the model, expand it and further its definition. We will conduct speaker events to describe the model and its results to the business community. We will create teaching materials and the necessary tool sets for the educational process. We will attend academic events and opportunities to encourage the academic community to embrace the model and move it into the conscience of the business community at large.
SCE will be a moving force in changing the concept of CE, it will change way in which we think about, and the rest of the business community, our relationships and the effect we have on the total/complete community in which we operate. SCE will be trademarked and marketed like any other tool set and educational method for the expansion of the mindset around corporate responsibility and governance.