A contemporary model

Ken Wilber is one of this century's leading thinkers on human consciousness. Appearing on the curriculum of Swinburne University's School of Entrepreneurship his Integral Theory has become one of the most comprehensive and celebrated models on human emergence for individuals, organisations or countries.

In 2005 Evers was one of the first organisations in Australia to apply this emergent platform to market re-engineering and lift the market performance in many businesses significantly.

The four aspects of Influence applied to business

In order to understand the effectiveness of the Evers model in improving business, we need to also understand the four quadrants of emergence and how it all relates to business influence. Influence has four aspects to it:

1. Physical Humanity: is all about how we are hard-wired as humans. Understanding how our nature affects first impressions, memory, recall and how it builds brands, trust, loyalty and acceptance and affects sales, sales cycles and brand building.

2. Individual Drivers: Powerful individuals like the CEO and directors wield significant influence throughout an organisation making choices from an internal set of drivers. Leadership, sales growth and business progress depends on fully functioning individuals aware of their beliefs and values.

3. Organisational Drivers: How and what we choose to do as a group, influences the organisation systems and its deliverable market promises. This affects business reputation, repeat sales and staff retention rates.

4. Market Collective: creates resistance or acceptance to change. This unconscious collective can either hinder or increase your marketing efforts, deliver equity in your brand, market share and dictates price.

Together these four areas of influence have a significant impact on the success and long-term viability of any business.

Where businesses go wrong

Often a business will focus on one-on-one relationships for its success. You see this in not only sales organisations, but in professional services like lawyers accountants etc. It is individual ‘salesmanship’ which generates the sales and then compromises the long-term viability of the business as the loyalty is on the individual not the business. 

The opposite extreme comes from a focus on the system and job descriptions within a business. Franchising, mining, factories, printing and logistics are industries that run from this paradigm. So, innovation particularly from staff is kept to a minimum if not destroyed.

Alternatively, a business could have a marketing focus and not consider the collective power of its staff or on creating long-term brand value. Marketers and CFO's often the long-term effects on brand building for short term gains. Many have destroyed a brand to 75% of its value by thinking short term ie Nike.

When business only applies itself to one or two areas of influence, it is like a four cylinder engine running on one or two cylinders. Still the same amount of fuel (marketing, plant and administration and staffing costs) for half or even a quarter of the distance or power. That is both inefficient and expensive, yet our experience has shown that many businesses operate that way.

Evers developed the MetaBrand System® so that businesses could understand, implement and then optimise its influence capabilities across its entire organisation with remarkable results. See our testimonials.