Ten real business decisions. Two paths each. No labels. You choose — and discover what separates organisations that endure from those that merely run.
10 scenarios · Earn 10 stars · Get your certificate
How healthy is your organisation as a whole? Covers wellbeing, shared purpose, distributed power, learning culture, and impact. Best run with your team — gives everyone a voice and surfaces what leadership alone can't see.
Take the survey →How do others experience you as a leader? Invite peers, direct reports, and partners to reflect on how you show up across wholeness, purpose, culture-building, and systems awareness. The mirror this game can't provide.
Take the 360° →A game that makes regenerative business real — not as a philosophy, but as a series of decisions you actually face every month as a business leader.
When business leaders hear "regenerative," most reach for a mental file labelled sustainability, CSR, or — if they're being honest — things that cost money and don't show up on the P&L.
That's not a failure of values. It's a failure of translation. The business case for regenerative thinking is real and directly relevant to the problems that keep owners awake at night: talent, resilience, innovation, trust.
This game doesn't ask you to believe in regenerative business. It asks you to face ten real decisions — the kind you encounter every month — and make a call.
You don't know which choice is "regenerative" until after you've made it. That's deliberate. By the end, the concept has earned its place through experience rather than explanation.
"A conventional business extracts value from its people, partners, and environment to produce results. A regenerative business creates conditions in which people, partners, and the environment generate more capacity than they started with — and the business grows from that surplus."
Each scenario describes a specific, grounded moment — a team member resigning, a growth opportunity that might stretch you too far, a supplier offering a cheaper price with a hidden cost. Drawn from decisions business leaders actually face.
Both options are presented neutrally. Neither is marked as right. One optimises for efficiency and immediate results. The other takes a longer view. Both look reasonable. You feel your way to a decision — which is exactly how real leadership works.
The conventional choice isn't condemned — sometimes it works short-term. But the longer-term cost becomes visible. The regenerative choice isn't idealised — it often requires more courage. The principle at stake is named clearly.
Get your report card, or go deeper with 5 more scenarios exploring the external dimension: your relationship to nature, community, supply chain, and your own inner development as a leader.
Your report names where you are on the regenerative journey — honestly, without flattery. It shows your pattern, names your score band, streams a written assessment, and proposes the two Nonprofit Builder surveys most relevant to where you are.
15 facets of regenerative business — 10 internal, 5 external. Here is the value embedded in each.
Departures are data. The conditions that produce attrition are systemic. Listening before replacing is the most cost-effective intervention available.
Growth that outpaces organisational capacity erodes the very thing that generated it. Sustainable performance requires a system that regenerates.
A business that depends entirely on its founder has not yet become a business. Real development means giving authority away — not documenting it.
Concentration risk is invisible during good times. Resilience through diversification cannot be built in a crisis — it must exist before one arrives.
Organisations clear about what they will not do tend to attract more of what they will. Values-led decisions compound into a distinct identity.
Innovation does not come from fearful or exhausted cultures. Space for ideas to be tested — not just proposed — builds a compounding adaptability advantage.
Transactional partnerships protect margins. Collaborative ones build capability. The partnerships that last are those where both parties showed something real.
Organisations that skip discomfort in debriefs tend to experience the same failures with different names. A well-facilitated failure often returns more than a mediocre success.
One person tolerated for difficult behaviour sets a precedent for what the organisation actually values — regardless of what its principles say.
Technology introduced with the people most affected tends to generate returns beyond the original business case. Proximity to work produces better design.
A purpose no one can articulate spontaneously is not guiding decisions — it is decorating them. Revisiting purpose as you grow produces more coherent strategy.
Clients who trust you to say what you can't do will trust you far more on what you can. Saying yes to protect a relationship can damage what made it valuable.
Organisations that treat their sector as a battlefield tend to be alone when a larger threat arrives. Investing in the sector's health builds more durable advantages.
Resource allocation sends a more powerful message about values than any memo. Shared ownership of decisions about surplus generates shared commitment to outcomes.
Impact reporting that only reports success depletes credibility slowly and invisibly. Organisations willing to name their gaps build trust that cannot be manufactured.
The deeper round — five values in the external dimension: how your business relates to the world beyond its walls.
The workspace a business creates is a statement about what it values. Connecting people to natural environments invests in the biological conditions for better thinking.
Businesses that invest in their communities before they need to tend to find the community invested in them when it matters. Local trust is a form of strategic capital.
Supply chains are not invisible. They are your organisation's values in action in parts of the world your clients never see — until they do.
Carbon neutrality through offsetting is a financial transaction. Businesses pursuing real reduction build a more durable position as scrutiny increases.
The regenerative capacity of an organisation is limited by the regenerative capacity of its leader. Inner development is not separate from business performance — it is upstream of it.
Tell us what worked, what didn't, or what you'd like to see next.