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order somatropin hgh Going Beyond Profit–by Somik Raha provigil order canada

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At a foundational level, profits are an important instrument that afford us the freedom to create by covering our survival needs. At a subtler level, they are also one important feedback mechanism that reflects how successfully our creations serve our audience. Our vision and existence, however, goes way beyond profitability and into the very purpose of our lives — that of creation. A friend once insightfully pointed out to me that every product we hold in our hands was once just a thought in someone’s mind, an inborn desire to imbue life and meaning into something that had yet to take form. With each passing day, I wonder if most of us who work in “for-profits” are actually really working for “beyond-profits,” engaging in the act of creation to express our fundamental aliveness. The meaning in our daily work, then, comes from engaging in this creative poetry of life.

This is not a new idea. In my own work, I’ve been encouraged to discover that the beyond-profit perspective is familiar for those who concern themselves with value-creation. In a strategy consulting exercise with a product manager at a reputed web services company, I was pleasantly surprised to find that the intrinsic value driving his company’s business was “happiness of users.” Profits mattered, as they allowed the company to continue increasing productivity and extending capability. I pressed further. “Do you mean that the happiness of your users is important because it leads to more profits?” “No,” he responded. “We are very clear that profits are important because they help us build great products that make our users happy.” In another strategic consulting experience with a pharmaceutical company, a client team member raised the question, “What if clinical studies show that our treatment is not as effective as we had thought? Can we market it in words that are legal to get as much mileage as possible?” The head of the organization had been engaged — but silent till now. He now spoke slowly and decisively: “This company was founded on a core idea. Anything we do must pass three tests — it must be legal, it must be based on solid science, and it must help our patients. If it fails any of these tests, it’s not an option.” Profitability is important, but only when placed in service of the organization’s core values. And when strategy loses touch with these values, beyond-profit leaders restore that connection.

Are these stereotype-breaking examples the norm or the exception? “Are profits what motivate us to share our gifts?” Asking that question to myself and others, I find the answer to be overwhelmingly, “No!” More and more, I find that those of us who wish to create value are already in the beyond-profit mindset, driven by a strong motivation of service through a channeling of our greatest creative gifts. We struggle with the tax accounting view of our lives, and drastically reduce our value-creation potential when we buy into it. Thankfully, it only takes a split second to wake up — and think differently.

When you let go of trying to get more of what you don’t really need, it frees up oceans of energy to make a difference with what you have. –Lynne Twist


This article was gifted to DailyGood for reprinting by the author. Somik Raha is a Decision Analyst who received his Ph.D. from Stanford University for research on values-based decision-making. Thank you for sharing !



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