Business strategy

Unicist Functionalist Approach

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Unicist Functionalist Approach

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Using value propositions to open ethical products sales

The characteristic of ethical products or services, such as medical practice, expert outsourcing, consulting and innovation, is that they cannot be sold, they need to be bought.

unicist-value-propositionsApproaching a possible buyer of ethical products/services requires awakening her/his attention with a value proposition that allows her/him to have the control of the situation.

This requires having the necessary information of the benefits of the solution proposed, which has to be necessarily differentiated, of the objective value to solve an objective problem, and of the subjective value which deals with the perception of the problem and the value of the solution.

Therefore, when a sales process of ethical products/services begins, what has to be done is the necessary “intelligence work” to have a complete picture of the needs and people involved.

The first communication, when awakening the interest of the prospects, needs to give the recipient a complete picture of the value proposition which, paradoxically, needs to be ambiguous in order to allow them to “develop their own solution” based on the proposal.

That is why ethical products cannot be sold. What needs to be done is to make a value proposition that includes:

1)    An ambiguous “what for”, so the prospect can deposit her/his needs in it.
2)    An evident “how” to make the benefits tangible.
3)    A “fuzzy” “what” to allow adapting the value proposed to the needs of the client.

After the value proposition has been posed it is necessary to continue building the relationship. Pre-diagnoses are a useful tool in this marketing process. They allow defining the possibilities of a business and at the same time they expand such possibilities.

The first step in “ethical products/services” selling is based on the final value proposition. This requires doing the necessary business intelligence.

Businesses have implicit ideologies: The Unicist Ideology

The ontology of ideologies defines them as beliefs that use a technology to satisfy an existing interest within the limits of the myths of the environment.

unicist-business-ideologyTherefore when approaching an unknown business it is necessary to apprehend the ideology that is implicit in order to understand its sustainability.

Only a value adding business can openly define its business ideology without demystifying its activity. Value earning and survival businesses need to hide the ideology that underlies their activities.

The Unicist object driven technologies business implies that people need to believe in evolution in order to use them and have to be driven by the need to do.

The use of the unicist object driven technologies  within the limits of the ethic of doers to foster the  evolution  of businesses defines the unicist ideology.

Access to the Unicist Ethics:

Access to the Unicist Standard:

Career Development: Personal Empowerment in Business

One of the core aspects to be considered when developing people is to understand how they approach work.

Unicist Fundamentals of Personal Roles at Work

There are people who work because they feel the vocation to work and there are people who work because they need to work.

The difference between both attitudes defines the roles individuals can assume at work.

Efficacy is defined as the integration of individuals’ identity with their roles, the identity with the task and the knowledge individuals have.

Roles are driven by what individuals want to be, what they do, how they need to appear and the power they need to exert.

Career development implies considering each person’s real driver at work. Doers are naturally vocation driven and followers are naturally need driven. Doers are focused on producing things and followers are focused on their needs.

Choosing the right people for the right jobs allows integrating them in an organization that empowers people while producing successful business.

While need driven work suffices in stable businesses, vocations need to prevail when growth is the goal.

Diana Belohlavek

Unicist strategy: Business growth has no shortcuts

The development of growth strategies requires dealing with the specific reality of the market based on its characteristics and following the steps to influence it.

Unicist Market ExpansionThe specific culture of a market is what defines the context to develop a strategy. This means that growth always implies respecting the habits of a market and presenting innovations that are attractive to them.

This means that successful innovations imply “change without changing”. Innovations need to be based on the culture to be accepted.  To do so it is necessary to find which segments of a culture are adequate for the proposal that is being made.

Once the segments are found and described it is necessary to confirm that the image of the business has the necessary attribute to work as a catalyst for the value proposition.

If the image does not have the value attributes it is necessary to develop the image until it works.

The marketing mix can be defined only after the image has the necessary energy to influence the market. After the marketing mix has proven its functionality the sales technique needs to be defined.

This process varies depending on the characteristics of the market. Massive products, functional products and ethical products require structurally different approaches.

This process needs to have pilot tests and recycling processes until the functionality of the strategy has been proven.

Shortcuts necessarily drive towards survival strategies.

The coordination of Unicist “A” Groups to introduce changes

The leadership of Unicist Avant Garde Groups requires fostering extreme synergy among the members. It is based on three differentiated roles: the coordinator, the fallacy-shooter and the ombudsman/woman.

Unicist A groups leadership“A” Groups are the “institutionalized” way to introduce medium size changes in an organization. They are fully participative and democratic. Democracy in business implies that all the opinions have the power of their groundings.

Medium size changes are introduced to increase the level of security in work processes to empower an organization to increase the added value in their internal and external environment.

Changes are introduced through the operational modifications of work processes or in the business objects that are being used.

To ensure the success of an “A” Group its leadership has to fulfill the following objectives:

1) The Coordinator has to guide participants’ work and delivery. If participants have problems with their delivery the coordinator has to solve them somehow.
2) The Fallacy-shooter has to confirm the validity of the proposals. S/he has to ensure that the necessary knowledge to develop the work is available and also support her/his colleagues.
3) The ombudsman has to ensure the achievement of the value adding solutions for the internal/external clients of the group.

The external counselor is responsible for providing the necessary technologies, the democratic context for the group and for managing the structure of the change-project, providing the necessary alternatives to achieve the change that underlies the operational aspects of the activities.

The preparation period of an “A” Group demands between 2 weeks and 2 months until it has the concept of what is being done. Then the implementation process is very short.

Success, recognition and diplomas close the process of an “A” Group.

Syntony, harmony and melody in the evolution of businesses

The Unicist Standard deals with the evolution of businesses considering that it is necessary to produce a “change without changing”.

unicist organizational stabilityThis is not a paradox. It means that the effective changes in organizations have to happen without changing the nature of an organization. The nature of organizations doesn’t change, what can be changed is the way the nature of a business deals with the adaptive process in a market.

Organizations are stable when they have achieved an “organizational consonance”. This implies that their purposes are syntonic with the environment, their concepts are harmonic with the beliefs of their market and their actions are melodic, following their potential clients needs.

Organizations evolve when an organizational consonance doesn’t produce the necessary results for shareholders, stakeholders and the company itself. But the change has to happen within the limits of the natural harmony of the business.

In plain language: if there is an external need for change, produce it using the instruments you have and help people to learn the new melodies that need to be used.

Timing: Acceleration and Speed to achieve Synchronicity

Taxonomies define the logical steps of work processes. Business taxonomies define the steps that have to be followed to achieve results.  Timing is the integration of acceleration and speed to achieve the necessary synchronicity to achieve results.

The economy of energy in businesses depends on the accuracy of the use of their taxonomies. Shortcuts produce paradoxical results. They always drive towards the most expensive pathways.

To be able to follow the logical steps in work it is necessary to have an action speed that is synchronic with the environment.

Businesses are like a moving train that one wants to catch. It is necessary to run at the train’s speed. If one runs slower it cannot be caught. If one runs faster one wastes lots of energy and achieves no results. One’s speed has to be synchronic with the train’s speed.

It is needed to have the necessary acceleration to jump on it when one reached the right place to catch it. But this acceleration requires having the necessary courage and force to do so.

The paradox appears when one intends to take a seat in the train. Instead of finding a seat one is again on a platform trying to catch the next train which is the next business.

Timing can be trained. But the vocation to catch moving trains, representing doing businesses, cannot be trained. It has to be there.

Peter Belohlavek
The Unicist Research Institute

Business Functionality of Ethical Intelligence

The discovery of ethical intelligence opened new possibilities to influence individuals’ evolution. Ethical intelligence in business defines the value adding possibilities, the influence on the environment, time management, strategic planning and focusing.

The apparent paradox is that it is the deepest intelligence of the human mind, but at the same time it is the intelligence that evolves with the maturity of individuals and can be influenced.

It has to be considered that in the business world different activities require different ethical approaches in order to be successful. For example:

Pyramid of Ethical Intelligences

A business is consistent when the individuals dealing with it have the ethics required by the activity.

When the ethics is inferior to what is needed, it necessarily inhibits growth installing a “business growth virus” in the organization.

If the ethics used by individuals is superior to what is needed, they install a “business profit virus” in the organization that increases costs and affects profitability.

Ethics is implicit in everyday actions, including language. Therefore, it can be defined, measured and fostered.

The rational knowledge of ethical intelligence has an enormous benefit for individuals in organizations in order to ensure consistency for growth and profitability.

Hackers implant Business Viruses in Organizations

Business Hackers are individuals who need to implant business viruses in institutions in order to demonstrate that they are able to dominate them.

unicist ontology of business hackersThey tend to do everything in their way disregarding the use of established methods, procedures and taxonomies to achieve goals.

To introduce viruses they propose short-cuts to achieve profit. Their success is achieved when their proposal is accepted by the greed of their counterparts.

Their butterfly behavior is sustained by conjunctual justifications and the exertion of power. They might use active power or the power of inaction.

Their destruction goal is integrated by envy which is driven by greed and jealousy. They use greed to profit from the environment at a materialistic or emotional level while they feel jealous of the power the organization has.

They are fulfilled when the organizational goals become degraded. They justify their actions by believing and saying that the organization is not such because it could not resist their actions. They are homologous to “computer hackers”.

Inhibiting and entropy-inhibiting unicist business objects are the anti-viruses needed to neutralize their actions.

Access the unicist ontology and taxonomy of “hackers” clicking on:

Discovery of the Business Virus Type “A” and its cure

Unicist Business Virus Type AViruses are installed in organizations when the personal goals of their members prevail over the goals of the group in the case of entrepreneurs and of the mission and vision of institutions.

Viruses can be cured or palliated. When they are cured they strengthen the company and the immune system of the company.

We have identified two different types of viruses in companies: Business Virus Type “A” and Business Virus Type “B”.

Business Virus Type “A” of an Object Driven Organization

It is the virus that substitutes the purpose of a concept by a personal benefit from it.  In this case Peopleware is substituted by Personal Goals.

This generates the in-existence of the integration between software and hardware.

Virus type “A” produces anarchy or inaction within the organization and the need of an authoritarian leader to manage the conflicts produced.

This lowers productivity, quality and reliability and therefore the value generation is diminished.

Free access to the R&D e-book “Butterfly Companies and their cure” by Peter Belohlavek at: