Eco^2 embodies an alternative business methodology. Remember that the fundamental protocol, mttp, is not based on exchange, and this means that everything which is related to it is different from current practice, including business methodology. Imagine, a world where the fundamental economic social contract is not based on exchange. What does this mean? Well, it takes many forms, and anyone who begins using mttp will notice some of the consequences.
Having engaged Mathew at Jump Marketing and Ken at Newhaven Agency, who gave high scores at the end of the first meeting and said they would invite me the next time I was in Edinburgh, have slid back into traditional methodologies. They begin to treat me^eco as a normal person, perhaps as a potential employee or as a saleman from another company. They want me^eco to put something in writing. This is a bad idea, since writing is a poor means of communication. I wish to give something freely to them, gems which may result in their improvement with their current clients or indeed attracting new clients. Since we^eco are not contractually obligated, and it is about person-to-person trust, then it is imperative that we engage in person. That is, there is a personal relationship which they may choose to honour or not. A faceless email, a bunch of letters on a page, just don’t work.
We^eco are not offering a thing like a salesman does, nor do we^eco wish to be employed. There is nothing to do but to engage, give what we^eco can, and should this be of value, to re-engage. It is not complicated. It is simple, genuine, no-strings attached, not even any contract — beyond what mttp and dmp induce. By entering into the writing game, into persuasion and conviction, we enter into sales, as if there is an exchange. Or, like a prospective employee or partner, a test of whether I^eco will conform to the regulations, the system which they employ. And, clearly, that is not what we^eco offer. We^eco offer liberation from the current system and structures. We^eco offer a new methodology which once they experience it, and put it into practice, will result in new clients, as well as a means of engaging “consumers” in a new way.
Basically, if the social contract is not based on exchange, how can we^eco stop ourselves sliding into the behavioural patterns that people in companies fall back into?
Only two answers have come to me so far. The first: the first engagement I must be ready to offer specific gems so that they are in a position to go with them. The danger is that because in the first engagement they have not really invited me knowingly, they may not appreciate the immediacy of the gift and the necessity for securing my future engagement. By offering me a contract, eg a single £100-day per week or per season, I shall not share that gem with others, thus providing them with the edge. Eg, if I offer them the Levi’s gem, I shall not share that gem with other marketing companies so that they have an exclusive approach to Levi’s.
The second: invite them to a meeting with others in the second engagement. That is, an action cycle. That is, introduce them to potential “clients”.
I had thought that the process is lean enough. That after the first engagement, there is an optional second scoping session where we offer gems and they open the potential for co-creation, and once there is proof in terms of moneyflow, new clients, implementation of a gem or adoption of eco^2 methodology, then we can move ahead with a convergence across different sectors. I still think this is just about the minimum. To cleave closer to the bone as suggested above, either with offering gems in the first engagement or inviting them to an action cycle without “evidence”, seem premature.
Once eco^2 is up and running, with some clout behind it, then this should be fast enough and real enough to work. But at this so early of stages, I am suffering from not having enough momentuum. Not enough capital, financial or social, to carry the process through. The sliding to a traditional methodology, to ask for things in writing, to attempt to grasp with understanding, or to check the web for historical validation, has occurred. Mathew and Ken are good people, there is no denying this. They have high quality of engagement and they are on their game. But they suffer from the methodological problems which nearly all people in companies do, which essentially comes down to distrust.
And trust is the operating system for anyone who is adopting eco^2 principles and practices. Trust is how we^eco roll. That’s how we^eco get results, that’s how we^eco get more trust to go further, and faster. eco^2: trust begets trust through results.
Please remember, I am learning the methodology as I go along. And the openness of the experience, the process, at all levels, is part of the eco^2 methodology. Again, this compares favourably to the traditional methodology where we have salesmen and proposals that are masked with confidence and false figures — just consider the traditional “business plan” and how spurious that process is. With eco^2, it is a process of co-creation. No matter how far down the line we go, how “successful” or “established” the protocols and our experience becomes, we are learning at the very edge of engagement with each and every new person. There is always the opportunity to learn. This is the source of innovation with eco^2, at it’s edge.