RADICALLY REDESIGNING EUROPEAN FIRMS'
BUSINESS MODELS TO MAXIMISE GROWTH
REVOLUTIONISING TODAY'S BUSINESS
THROUGH PEOPLE USING
GREAT INFORMATION
INTELLIGENTLY
WE ENABLE EUROPEAN COMPANIES
TO COMPETE HEAD-TO-HEAD
WITH U.S. FIRMS IN THE
U.S. MARKETPLACE

We specialize in radical business model redesign & success

We inject the best elements of I.T. and American business culture into European firms to create market-dominating hybrids

Business RestructuringBuilding talent

We leave no stone unturned in the process of restructuring the business to allow it to dominate in its market.

Creating A New CultureChanging cultures

We specialise in creating the kinds of culture in firms where people using I.T. intelligently is the norm.

Business DevelopmentBusiness & Market Development

We partner with the firm to drive the business development process to reach targets and open up new markets.

Why not take the first step?

We are always interested in the possibility of working with additional firms.

Does your firm need a Chief Information Officer on an 'as needed' basis?

The fundamental ideas and concepts supporting our work

These fundamental and structural elements are common to our work with individuals and organizations .

    The Concept of Ontogenesis

    So here we tackle a multisyllabic word not for purposes of intellectual show-boating, but because it has central meaning in the Ontogenica process. We also put a great deal of emphasis upon ontology. Clearly they share a common etymological root (Onto-) from the Ancient Greek ὤν (ṓn, “on”), the present participle of εἰμί (eimí, “being, existing, essence”). These two words then take this root in two directions: First, -logy gives us the notion of the Greek λόγος (lógos or “account”). Second, -genesis imputes the Ancient Greek γένεσις (génesis, “origin, source, generation, production, creation”).

    So on the one hand we have one’s account of what exists -- essentially one’s being -- and, on the other, the development of an individual through various stages of maturity. Simply put, these two ideas intersect at the point where your account of ‘what is’ (your being in the world) inescapably defines your stage of maturity as a particular ‘organism’ within a particular environment.

    The Human Capitalist

    One may consider human capital as a resource that organizations lease as an input in their own production function, the 'lease rate' of which we conventionally call ‘wages’. It is sometimes somewhat lazily defined as the stock of competencies, knowledge, habits, social and personality attributes, including creativity, cognitive abilities, embodied in the ability produce economic value. This descriptive language fails almost entirely to grasp the necessary contingency in the creation of any capital, but a contingent aspect particularly pronounced in human capital.

    Our position is that, while one can applaud the effort to become proficient in a tool like Microsoft Excel, for example, the assessed value of Excel-related human capital, its effective lease rate, turns upon one’s understanding of how Excel itself releases value in the knowledge economy. The claim here, then, is that isolated proficiencies are not human capital. Stated more pointedly, for the human capitalist a degree of proficiency in a tool like Microsoft Excel is not their market offering. Rather, a bona fide human capitalist understands the true ontological nature of their three fundamental outputs: problem identification, problem solving, and innovation.

    Moreover, the assumed value of that human capital depends on the extent to which there is an organization in place that is equipped to assimilate them into an economically viable production function. It is difficult to overstate, then, the importance of understanding the nature, and value creation process, of human capital in the Ontogenica approach.

    Markets As Ecosystems

    In the received wisdom of traditional economics, markets operate as faceless and anonymous mechanisms, distributing economic resources as if by some 'invisible hand'. Essentially, the market is seen to operate best when its participants are driven by self-interest (which sounds a little more palatable than abject greed). Our position is that although this suits mathematical modelling, it is simply not how the market for human capital works.

    We see human capital markets existing as relatively closed ecosystems. This is not to say that 'self-interest' does not indeed figure heavily in the system of value creation and resource allocation. What this does mean, however, is that there is opportunity for 'ecosystem management'.

    Rather than the adversarial relationship implicit in the traditional theory of markets, we believe that, at least in the human capital markets, value is released when there is a mindful harmonizing of interests. Stated bluntly, the human capitalist needs an organization to be structured in such a way so as to assimilate his or her outputs as inputs in a production function. There is no room in that reality for naked self-interest.

    The Knowledge Economy

    Knowledge economies are those directly based on the production, distribution and use of knowledge and information. This is reflected in the trend in economies towards growth in high-technology investments, high-technology industries, more highly-skilled labour and associated productivity gains. Although knowledge has long been an important factor in economic growth, economists are now exploring ways to incorporate more directly knowledge and technology in their theories and models.

    In addition to knowledge investments, knowledge distribution through formal and informal networks is essential to economic performance. Knowledge is increasingly being codified and transmitted through computer and communications networks in the emerging “information society”. Bluntly, we see the emergence of the knowledge economy as a revolution. It has radically reinvented what it means to create value in the market. It has been tantamount to a worker's revolution, where labour power has, for those equipped to engage with codified knowledge and identify and solve problems, or innovate, been replaced with the emergence, in our lights at least, of the human capitalist.

    Collective Ontology

    Ontology has a central meaning in the Ontogenica process. Its etymological root is, of course, (Onto-) from the Ancient Greek ὤν (ṓn, “on”), the present participle of εἰμί (eimí, “being, existing, essence”). The addition of -logy gives us the notion of the Greek λόγος (lógos or “account”). So we have one’s account of what exists -- essentially one’s being. This is of tremendous importance in our work with individuals. Clearly, if one's account of what exists -- for example, the nature of 'employment' -- can be impacted, then one's 'being' in the human capital market is also revolutionised. It is, however, less clear how this also applies to organizations, as we assert it does.

    It is important to understand that there is always an organizational ontology, whether the organization’s leaders and decision-makers are fully cognizant of it or not. Indeed, given that an organization’s ontology consists primarily in the subjective ontologies of these guiding individuals, it is almost definitional that the firm’s ontology is beyond the grasp of any one individual. This perception builds on the position that one’s individual ontology is beyond the reach of one’s epistemological reality, which, in simple terms, is one's position on what counts as knowledge. It is an unobservable and inescapable constraint. Much like ones very vocabulary limits what one can say about one's vocabulary. This ontology is often buried in the controlling assumptions that can stubbornly persist in the face of the most enthusiastic change initiatives and blunt self-assessment.

    Sociotechonomics®

    Sociotechonomics® is Ontogenica’s three-stage central value proposition for the supply-side (the individual) and demand-side (the firm) and is predicated upon the core claim that to increase the output of human capital, an understanding of both what human capital is and, critically, what it means to increase output from it, are necessary prerequisites. Socitechonomics® immediately adds value to the store of human capital of the individual or enterprise simply by rooting the idea of human capital in theoretical terms,and brings together social theory, economics and technology in such a way as to make these admittedly complex theoretical ideas not only accessible but immediately capable of releasing significant value.
    Once the individual or enterprise intelligently engages with the very nature and the idea of human capital, Ontogenica pivots clients toward the second stage of the approach which is an analysis of the forces at work within human capital markets.
    Finally, Ontogenica leads both individual clients and firms through the process of maximising the return on human capital and the intelligent augmentation of human capital stock. This process involves creating a bespoke programme of theory-based lectures, practical work, assessment and group discussion. Here social theory, technology and economics are further integrated into an effort to reframe the subjective ontology of each participant, whether on the supply- or demand-side.

    Contingent Human Capital

    In a fundamental sense, we can define capital as something that increases the ability to perform economically useful work. We think of capital within the firm as existing in, among other things, machinery. With appropriate machines economic work is increased. The machine is not the product, it is, plainly, an input in the production function. Of course, capital also exists in far less obvious guises than machines in a factory. When a government uses tax revenue to build roads, for example, these kinds of capital projects have, at least if planned well, a positive impact on the ability to generate economic goods and services.

    These two examples demonstrate that capital, even in these simple scenarios, exists in a contingent sense. It is not capital in and of itself, it is capital when it performs this basic function of increasing the efficiency of producing a good or service. This contingency requires that we use active voice in our discussion of capital. It is the capitalist that actively creates capital.

    We all, of course, have an endowment of economic resources, large or small, and participate in markets accordingly. When we define capital in our contingent sense, we can say that the human capitalist has three basic market offerings: problem identification; problem solving; and innovation. These offerings may differ qualitatively and quantitatively in degree between individuals, but, they are the sine qua non of human capitalism. The absence of all these economic outputs itself defines the individual's output as mere labour.

    Organizations, of course, as demand-side participants, are essentially the arbiters of value in the human capital market. Although knowledge and cognitive capabilities have potential value embedded in them, much like any other organizational resource, little or none of this value will be realized unless there is an organization in place that is equipped to assimilate them into a production function. Moreover, value is only realized when the human capital is leveraged in practice: that is, when it identifies problems, solves problems, or innovates.

    Strategically Releasing Value

    The notion that one may strategically release value is rooted firmly in our position that all capital is contingent. Moreover, although admittedly simplistically stated here, especially in terms of human capital, value is generally measured in terms of money, which is to say that it is expressed in currency units. So, in rather crass terms, we can say that value is released when the market attaches a higher monetary value to a specific human capital output.
    This overly stark treatment of value allows us to focus upon the core of Ontogenica's value-releasing position. Briefly stated, then, it is our contention that the market for human capital operates in a radically different way than supposed by the dogma of labour economics. We believe that both the human capitalists and the organizations that seek to assimilate their outputs in their own production function can behave strategically, and symbiotically, to release value for both sides of the market. That is, by adopting a proactive and strategic approach to human capital markets, individuals and firms can both extract greater monetary flows.

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About Ontogenica Reinventing and developing businesses

Ontogenica is part of a broader strategy under the umbrella of 4C Equity Partners to implement a radical approach to business reinvention and development. The concept is to take the best of the U.S. business culture and business process and inject it into European SMEs. The focus is on the redesign of the business model of the firm. This is a process that is both shaped by, and in turn capable of shaping, the mix of people (human capital, wisdom and knowledge) and information technology (quality information out of data and powerful human-machine interfaces) within the business.


Once the firm is equipped with a world-class business model and highly-developed human capital, Ontogenica aligns with management to create a market-dominating company that attracts the very best people, and provide those people with the kind of tools that win business and further differentiate the company both as a competitor and employer. Moreover, for firms that are seeking entry into the U.S. market, we enable the firm effectively to compete head-to-head with American firms on their home turf. The American market is, for our client group, not a Holy Grail but an exciting new frontier to explore.

Our approach to radical business development has four main stages:

  • Stage One
    Analysis, Critical Assessment, And Redesign Of The Existing Business Model And Its Execution

    Any radical optimization process requires an in depth analysis and critical assessment of the current way that the firm goes about the business of generating revenue and making a profit. Our process involves us asking 'why?' a lot more than 'how?'.

  • Stage Two
    Development Of An Information Platform To Support The New Business Model

    We drape the fabric of a cutting-edge technology platform over the framework of the new business model to create a powerful nexus between information and wisdom. Great decision-making and creativity of the people within the firm are key.

  • Stage Three
    Integration Of I.T. and People To Provide For Recursive Enhancement Of The Business Model

    The success of the business model is determined by the extent to which the people that bring it to life build a culture of acceptance around it. We excel in developing that culture and fostering a habit of human capital self-development.

  • Stage Four
    Ongoing Business Development Support Of The Business Model To Reach Growth Targets

    Ontogenica partners with the firm to ensure that the business model is always the optimal approach. We are results-focused and commit to achieving business development goals. We excel, of course, in driving growth through U.S. sales.

Taking Control
Business Development
U.S. Market Penetration
People Using I.T.
Business Model Redesign
Market Domination

Recent Articles

A radically different perspective on human capital for firms

While it is self-evident that a knowledge economy has at its core human capital, it is less clear what this means for the firms that utilise this form of capital in the process of producing their own goods and services.

From Ontology To Ontogenesis In Three Stages

So here we bring two difficult multisyllabic words together not for purposes of intellectual show-boating, but because they have central meaning in the Ontogenica process (as as reflected in our name, of course).

Is Everybody In The Knowledge Economy A Human Capitalist?

It may be tempting to consider everybody that has a modicum of skill in the knowledge economy to be a human capitalist. The question is beyond mere semantics and, clearly, turns on what it means to be a human capitalist.

Ontogenica Ltd

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Address: 20-22 Wenlock Road, London, United Kingdom N1 7GU

Telephone: 02921 252777

Email: contact@ontogenica.com

Company Number: 09270709