https://www.regenerative-mind.com/blog daily 0.75 2026-01-21 https://www.regenerative-mind.com/blog/blog-post-ecosystemic-map monthly 0.5 2025-10-22 https://images.squarespace-cdn.com/content/v1/680bd0dd9e5fdd092294df4b/89ab15fe-b5d1-4fba-902a-55212c022f00/Your+personal+ecosystem.png Blog - Regenerative and degenerative energy map - Mach es besonders Example of an ecosystemic map indicating regenerative and degenerative energy flows https://www.regenerative-mind.com/blog/blog-post-chatgpt-on-regeneration monthly 0.5 2025-10-22 https://www.regenerative-mind.com/blog/blog-post-regenerative-organizational-transformation monthly 0.5 2026-01-21 https://images.squarespace-cdn.com/content/v1/680bd0dd9e5fdd092294df4b/886fb623-9a6c-436d-b49f-d16314ba0a4b/blg_inline_purposeful_organization_1.jpg Blog - A path to regenerative organisational transformation - Mach es besonders Diagram 1: Organizational structures from heirarchial to networked from an interview with Prof. Kotter https://images.squarespace-cdn.com/content/v1/680bd0dd9e5fdd092294df4b/9b09f46d-026c-4a94-9f3a-6bd7eff7a0b0/blg_inline_BC_value_slices_6.jpg Blog - A path to regenerative organisational transformation - Mach es besonders Diagram 2: A value slice, taken from this blog by Benjamin Cremer In the second step organizational transformation is attained by cutting vertical “value slices” defining strategic areas in the organization by forming a dedicated, long-lasting team (or a context-bound group of teams). They should be equipped with all capabilities needed to reach the designated goal including existing systems and continuously build, measure, learn and adapt their solution and thus innovate in response to internal dynamics and external requirements. As a result they develop solutions (external or internal products or services) that quickly adapt and thrive in the face of change or disruptions, for instance when evaluating and operating renewable and regenerative efforts. Why is it called a vertical “value slice”? All changes are implemented at first in just one strategic area of an internal or external product or service where the impact (expecting positive results) and feasibility (expecting it to be doable) analysis shows that such a transformation towards end-to-end ownership could yield particularly significant outcomes. Changes of roles and responsibilities and changes of team setup should at first be confined to that “slice”. Limiting the change to one product or service limits the number of people that are impacted. This allows the allocation of the right people to the effort, which is a prerequisite for success. It allows higher management to focus support and helps to uncover learning needs before adjusting or scaling in other parts of the organization. This way of reorganizing creates hands-on experience about what it takes to get autonomous teams aligned to tangible, sustainable value. It provides a showcase of the positive impact that can be achieved widely. Thus, by balancing structured oversight with decentralized decision-making, organizations become more agile and responsive, and gain the ability to align their operations with sustainability goals and knowledge of how to achieve them. The chosen thin slice area should be freed from most bottlenecks/dependencies slowing efforts down, it should be extracted and refactored from existing solutions. Teams not involved should feel no (or very minimal) burden by the urgency in delivery of the strategic area. Some technical and business flow dependencies will remain. According to Thoughtworks' client TBC Bank where this approach was chosen for a pilot area (not directly aiming at increasing sustainability) the client reported back that “only six months after the transformation, we overachieved all objectives set for the Subscription team, which also belongs to the teams with the highest employee satisfaction within TBC. So the end-to-end Product Ownership model has proven to be a powerful framework, enabling us to manage our products more effectively and with greater dedication.” Based on learnings gained and from using the shared vocabulary about the products and services, the next “vertical slices” for change should be selected and additional teams be empowered for more autonomy and accountability. As my colleague Benjamin Cremer states in this article “the more the discrete product areas are set-up as autonomous teams, the more the people in those teams can focus on the full customer experience instead of optimizing locally in their capability or system layer. The resulting organization structure resembles stacks of succulent, end-to-end value slices.” By selecting a strategically important area, the case is not only about learning, but also creates tangible value, at best positively impacting all three, people, planet, profit. Businesses thus cultivate resilience and more effectively contribute positively to the broader ecosystem. https://images.squarespace-cdn.com/content/v1/680bd0dd9e5fdd092294df4b/e437d73d-1423-4192-ad58-07affd9ae4f5/blg_inline_purposeful_organization_2.jpg Blog - A path to regenerative organisational transformation - Mach es besonders Diagram 3. 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