Re-imagining, Re-purposing, and Re-configuring

Re-imagining

The most powerful lever for systemic change is understanding what is problematic in the system we inhabit and imagining alternatives. The businesses that have undergone the most significant and lasting transformations are those that deeply understand these challenges and can see alternatives worth striving for. Imagining alternatives is the most powerful step.

The businesses that have made progress in this area are those that have engaged in re-imagining at a fundamental level, involving executive leadership and owners who are committed to shaping a new, preferable future. These organizations have a strategic vision for what they want to become and the world they aim to contribute to.

The key innovation focus for these businesses is finding ways to connect their vision of a better future with their wider ecosystem—staff, suppliers, partners, competitors, regulators, and more.

Re-purposing

Re-purposing means redefining the purpose of a business—shifting its goals, role in the market, and internal structures to align with a new, meaningful direction. These strategic levers provide businesses with the opportunity to realign and create long-term value.

While re-purposing does not necessarily require the deep re-imagining described above, it is significantly more powerful and enduring when backed by a clear and compelling vision.

Re-configuring

Re-configuring encompasses a wide range of business activities focused on transitioning from an old operational model to a new, life-supporting one. It involves redesigning the business architecture—policies, processes, systems, and structures—to enable new flows of value.

This transformation requires opening up new value streams while phasing out outdated ones. It may involve acquiring new assets, divesting from others, and addressing barriers that hinder the smooth and scalable adoption of these changes.

Ultimately, this is where the rubber meets the road—where the shift toward life-supporting value becomes tangible. The reconfiguration of assets—whether material, financial, or capabilities-based—determines how businesses create, sustain, and scale their impact.

* These categories draw heavily on Donella Meadows’ Leverage Points: Places to Intervene in a System