Are you tired of hoping for change? Let's stop wishing and start doing.
Doing something — that's what's next.Are you tired of hoping for change? Let's stop wishing and start doing.
Doing something — that's what's next.Spread the word — the more people there are, the easier and more successful this will be.
Put thoughts and planning into actions and deeds.
Take the hardest step: making the effort against an industry set in old ways.
Profits to employees, savings to customers, happiness to both, and a positive impact on the community and the world around it. Success is a company everyone wants to work for, customers want to buy from, and that makes the world a little better with each passing day.
Create a change that spreads — that heals the broken world we've all just accepted.
Companies build out separate departments — HR, Marketing, IT, Legal, and more — that aren't actually part of their core business. Those departments get poor managers, thin staffing, and rarely see investment, because leadership doesn't see them as essential. The cost-to-value ratio stops making sense.
That functionality is necessary — just not core to any one venture — so it's shared across ventures instead. Shared teams can be staffed and supported by the best, ROI on employee productivity goes up, and the people doing the work feel a real sense of purpose and value.
Hidden salaries, unpublished promotion criteria, and departmental costs no one can see push employees toward politics and building alliances instead of doing what's actually best for the business.
Pay is tied directly to contribution and performance — not relationships with the people above you. Everyone knows how and why they're valued and how to move up, and combined with company-wide profit transparency, people can hold themselves accountable for where they stand. Less resentment, more clarity, happier and more productive people.
Managers are conditioned to see more headcount as more power, so they hire for size, not efficiency — and often pick agreeable hires over people willing to push back or think differently.
Manager pay is capped as a function of their lowest-paid employee's salary, so adding headcount doesn't grow their own pay. And every department's cost-to-ROI is public across the company — no slide deck can oversell a department when the actual numbers are there for everyone to see.
Change is usually left to a handful of executives, while the rest of the workforce is expected to keep their heads down and stick with the status quo. That makes businesses slow to adapt — people get comfortable, and suggesting change feels risky.
A dedicated team of entrepreneurial, disruptive thinkers works full-time on improving every venture, inside and out. And every employee is encouraged to improve the business themselves — with a real share of the savings or revenue their idea generates, for an appropriate stretch of its impact.
Managers get celebrated, executives get praised — but the baseline employees who did most of the actual work rarely get called out by name. That takes a real toll on morale and self-worth.
The people at the baseline get celebrated first when things go well. Managers and execs get a shout-out, not the majority of the credit — the real boots-on-the-ground work gets recognized, so people feel the impact of what they did.
Traditional companies try to maximize profit — taking as much from customers as they possibly can — which often pushes them toward misleading advertising, confusing pricing, and cutthroat business tactics just to keep shareholders and executives happy.
We believe in a fair profit instead: give up margin to keep the product or service affordable and give customers real value. Customers save money they can spend elsewhere — creating more opportunity for other businesses — and they're happier and more loyal because they trust you. That's the recipe for true growth.
These aren't revolutionary ideas. They're fundamental ideas that should have been in place for every company from the beginning.
To do this right and make change, it starts with transparency — making costs transparent, making pricing transparent, making profits transparent, so employees, customers, and the public know and believe in the company. The biggest piece missing from most — if not every — industry today is accounting transparency. So that's the first thing every venture must commit to doing from the beginning.
Example ledger shown below:
Every venture will publish a ledger like this publicly. Click any category to open it.
Accounting transparency is the first step, not the last one. From there, we move toward the Ideal Company.