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Famous Hendrith Vanlon Smith Jr. Quotes

“Investors have a role in shaping the world, because everything is influenced by the allocation of capital. At scale and collectively, investors are most responsible for the allocation of capital. While responsibility is to be shared among all economic participants - As investors, we should have a sense of responsibility, and pride, about the societal impacts of our investment choices.”

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Author:Hendrith Vanlon Smith Jr.
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“Philadelphia Your liberty Bell still rings. Freedom, from Philadelphia Still rings. Freedom rings.... Liberty Rings. This is the heart of the USA, The point where our heart Incarnated. Men gathered here To sign three sacred contracts: First, The Declaration of Independence, Then, the Constitution and Bill of Rights. And they said to the world "By God, Let Freedom Ring.”

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Book:The Pursuit of Happiness: A Book of Poems Honoring Our American Values
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“Human resource managers should practice mindfulness and self-reflection, acknowledging their limitations and biases. It should not be the case that all or most human resource managers think the same way, look the same way, and decide the same way - because the inevitable result of that monotony is an even more disturbing monotony of opportunity. At scale, across millions of organizations, this creates systemic problems that eventually require drastic compensatory actions that almost have to be done by government.”

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Author:Hendrith Vanlon Smith Jr.
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“Human resource managers should practice mindfulness and self-reflection, acknowledging their limitations and biases. It should not be the case that all or most human resource managers think the same way, look the same way, and decide the same way - because the inevitable result of that monotony is an even more disturbing monotony of opportunity.”

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Author:Hendrith Vanlon Smith Jr.
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“Businesses must have a system to continuously adapt their underlying assumptions and correlated actions to survive; and that system [framework] must be value-centric.”

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Book:GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework
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“It makes no sense to have a change management framework that isn’t centered around the value exchange.”

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Book:GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework
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“We have to be effective and efficient at the things that enable us to provide value to the customers. If we are efficient or effective at things that thwart our ability to provide value to the customer – even if unconsciously – well, we would be contributing to our own demise under the guise of doing good. So any changes we make, in operations specifically, or any other business function, or on the whole, must be centered around the value exchange.”

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Book:GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework
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“The old frameworks tend to prioritize internal organizational factors, often neglecting the powerful influence of external forces (macro changes). They treat the organization as somewhat of a closed system, when in reality, businesses are deeply embedded in a dynamic environment – like trees in a forest.”

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Book:GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework
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“Many traditional models assume that change always occurs in a linear, sequential fashion, with clearly defined stages. For instance, Lewin's framework (Unfreeze-Change-Refreeze) implies a beginning, middle, and end to the change process. This doesn't reflect the messy, iterative reality of change, or life to be quite frank. Furthermore, change doesn’t really have an end state.”

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Book:GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework
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“I promise you, any business that implements R6 will change the game to position themselves to win. I promise you, any business that implements R6 will experience the beauty of resilience by not just surviving change, but dominating it!”

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Book:GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework
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“There's often an assumption that the goal of change management is to reach a new stable state. The "Refreeze" stage in Lewin's model exemplifies this. However, in today's world, continuous adaptation is often more critical than stability. The only constant is change. Therefore, companies need a framework which helps them to perpetually recreate themselves and be resilient, not one that assumes the goal of stability.”

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Book:GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework
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“Resilience is not a static state but a continuous process.”

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Book:GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework
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“By continuously adapting to change and seeking improvement, businesses can sustain their ability to provide value and maintain a competitive advantage.”

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Book:GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework
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“The R6 framework isn't designed as only a theoretical exercise divorced from the practical realities of organizational life. In addition to the above descriptions of its efficacy, its efficacy is also in its inherent capacity to incorporate the diverse nuances of various business functions including those managed by human resources, operations, product development, finance, and other essential departments. I refer to this as its “nurturing effect.”

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Book:GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework
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“restructuring the organization to embrace more agile and adaptive models is a critical step in building resilience. By moving beyond traditional hierarchies, designing effective information flows, empowering employees, and cultivating a culture of experimentation and learning, organizations can create the foundation for long-term success in a dynamic and unpredictable environment.”

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Book:GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework
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“By empowering employees and distributing decision-making, organizations can significantly enhance their agility, responsiveness, and ability to adapt to change.”

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Book:GAME CHANGR6: An Executives Guide to Dominating Change, by applying the R6 Resilience Change Management Framework
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“The vision should be less about what things are going to look like in the future and more about how the company is going to be better positioned to create value and to reap the rewards of that value creation. When we communicate vision in this way, we can go from the world of vague ideals to the world of "this makes sense" for the people who will ultimately be responsible for stewarding the vision. And when it makes sense to them, and they feel connected to it, they do their part so we can collectively bring it to life.”

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Author:Hendrith Vanlon Smith Jr.
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“The "Push to Perfection Mechanism" is a vital component of a Permacapital Economy. In this type of economy, there is a strong emphasis on timely and voluntary exchange of services and payments between employees, suppliers, and customers. All parties involved expect accountability from businesses, although their expectations differ.”

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Book:Principles of a Permaculture Economy
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“Productivity is a crucial economic driver in both capitalism and Permacapital Economics. However, the frameworks differ in their approach to its purpose and the ethical and social considerations that surround its pursuit. Capitalism often prioritizes productivity as a means to maximize profit and economic growth, while Permacapital Economics seeks to harness productivity for sustainable value creation and equitable distribution within ecological limits.”

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Book:Principles of a Permaculture Economy
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“A core element of Permacapital Economics is the voluntary exchange of products and services between people, businesses and governments. Each economic participant is free to choose who they will buy from and sell to. There is no force, collusion, or coercion determining the exchange of products or services.”

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Book:Principles of a Permaculture Economy
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“In a Permacapital Economy, the patterns of production, the uses of private property, the delegation of resources, the regulation of industry/commerce, and the movement of prices are all based largely on the desires and demands of the consumers, within the reasonable limits of regulation. Too much consumer sovereignty will result in the pursuit of low prices and convenience Being at the expense of good wages, harmony with nature, social cohesion, etc. Too little consumer sovereignty will result in the dominance of government and industry to the extent that the freedoms (liberties) of the people are infringed upon and the efficiency of the whole economy is reduced.”

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Book:Principles of a Permaculture Economy
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“It is a matter of efficiency, practicality and productivity that labor as a whole be divided into specialty jobs that come together to produce greater value than could be produced without such division. Businesses will tend to create new jobs which serve a special function. Therefore, workers will be incentivized to skill themselves such that they may be employed in certain functional roles according to their availability in the marketplace. This phenomena contributes to efficiency at scale, in the economy. Any law or policy or cultural trend which inhibits the division of labor will consequently inhibit efficiency in the economy.”

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Book:Principles of a Permaculture Economy
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“In a Permacapital Economy, businesses are born and businesses die. When businesses are providing value to customers and society, and doing so with fair prices, better than their competitors - they remain alive. When businesses are unable or unwilling to provide value to customers and society and are overpriced and worse than competitors - they die. The process is determined by what is best for society, naturally, by the various mechanisms at play in the Permacapital Economy.”

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Book:Principles of a Permaculture Economy
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“Permaculture Economics is a system that only allows contexts whererby the pursuit of profit is aligned with the pursuit of service, and whereby that service is to the benefit of not only a specific group directly but to society at large indirectly - such that every economic participant indirectly benefits from the profit pursuits of other economic participants. Lets learn from nature. In a forest, every life form there benefits when a single leaf is returned to the soil, or when a single bee transports the pollen of a single flower, or when a single mushroom sends out spores. There are exclusive interactions and exclusive services, but the exclusivity of benefits has its limits. A single kind of life form may get the majority of benefits from a certain activity, but all life forms in that ecosystem will receive some residual benefits from that activity. And this isn't by force, but by design.”

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Author:Hendrith Vanlon Smith Jr.
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