6. A New Framework

You have to build on a prior culture to be able to excel, luckily representing a moral code (the character of a company) and presenting us with the generative principles of transformation. Such a company culture is the most stable if creative of a practice that infers core company goals from individual purposes. The Western concept of individuality can help us avoid these pitfalls of groupthink and agression if properly structured and implemented in the business environment. While a closed and forceful system of conditioning will always be subject to the perceptions of reality at the peaks of an organisation and as such a sure way to suboptimal organisational behaviour I offer a different logic to establish a system of improvement that would finally lead us to the production of improvement as the chief productive capacity of a learning or CI organisation. In this logic leadership brings out the endogenous, underlying culture of a given nation, region, or people, identifies the moral code (of excellence) in it, transforms the moral code in a structured manner, by means of the natural need to self-actualise, into the active people principles of an organisation (e.g., respect of people and kaizen/perfection), and finally develops a practice of applying these principles to the product value chain to lock the CI culture in value creation.