The Ultimate End: System Value Creation

Ultimately, value is to be interpreted by reference to thresholds and parameters established through stakeholder engagement and evidence about the carrying capacity and limits of resources on which stakeholders and companies rely for wellbeing and profit…

EY / IIRC, 2013[1]

A business model designed to maximize financial capital will not necessarily create the greatest value. From a value perspective, if a business model transforms capitals with a greater value (work capacity) than money into money, the transformation is inefficient. The result is more money but less value. In practical terms, this means the business model is producing less capacity to do work in the future. This paradox is at the root of neoclassical economics. Rather that capitalize resources it leads to an overall decapitalisation. More money but less capacity to bring about positive change. A paradox that eventually leads to a value crisis.

Peter Tunjic, 2018[2]

The intersection between impact measurement / management and value creation is like a busy crossroads that’s continually under construction, with the solution of an efficient and effective intersection seeming ever elusive. To shift metaphors, the attention seems focused on seeing the trees more clearly, and losing perspective on the forest as a whole.

Figure 12: IIRC 2013[5]
Figure 13: BASF 2018[7]
Figure 14: Impact Valuation Roundtable 2017[8]
Figure 15: Christian Heller (BASF) 2019[10]
Figure 16: Christian Heller (BASF) 2019[11]
Figure 17: Future Fit 2017
Figure 18: Baue, Thurm & van der Lugt (r3.0) 2018[24]



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r3.0 is a pre-competitive & market-making non-profit delivering groundbreaking Blueprints, Transformation Journeys and Conferences for system value creation.