Business as a Living System: Beyond the Robber Baron Legacy
We’ve inherited a system built on control and exploitation. But we don’t have to keep it.
I started watching The Gilded Age. I’m a few episodes into the first season. And by episode two, it was clear that part of the story focuses on the Robber Barons of that era. Do you remember learning about Robber Barons in your history class? They were the industrialists who amassed wealth through exploitative practices. They abused labor, created monopolies, and manipulated public policy.
Robber Barons haven’t gone away. We just call them by another name, “Tech Bros.” These are today’s Robber Barons — exemplified by the likes of Jeff Bezos and his union-busting practices. Or Mark Zuckerberg and his manipulation of his platform to boost profits. Or Elon Musk and his close ties with the government to support his business.
These men dominate the markets and extract wealth — but because it’s under the guise of innovation, we turn a blind eye.
What values are these systems built on? Who do they benefit? Who do they harm?
I became curious about the differences between our current, dominant model and a new way. I have been referring to a “third way” for a little bit, and I will continue to do so. In this instance, a third way is a Regenerative Business Model. What is most interesting is that several businesses are already operating differently. We just need more businesses to be brave and step into the third way because the dominant model still centers hierarchy, control, and extraction.
In fact, recently, my community had a clear example of the top-down model at a local coffee shop. Employees had displayed Pride flags, which were removed by the owner, citing his stance of neutrality. What would have happened if the business had been powered from the ground up and had flat leadership? What would have happened if values were agreed upon by all employees, so that as new employees are onboarded, new values could be added to the culture? What could have happened if neutrality had been rejected and inclusivity had been incorporated? If that had happened, I wouldn’t be boycotting a beloved coffee shop.1
There are too many examples in which business is top-down, controlling, and extractive. Even in our modern and so-called progressive era, the habits of the Robber Barons hold steady.
I believe we need to think of things differently. I believe we should look to nature as our guide. Think of perennial and annual flowers and plants. Annual plants have a singular season, they have a short purpose, and perhaps they provide seeds so their legacy will live on. Perennial plants regenerate year after year, but even they have a season — it may be a few years, or it may be several hundred — but they too have cycles where they are born and die, or their remains are composted into something new. If we anchor on the cycles of a plant, we can overlay how it grows in the spring, blooms in the summer, is harvested in the fall, and grows dormant in the winter. What if we built our businesses like this, like an ecosystem, instead of like an empire that needs to be trumped up for endless growth? What would happen to the individuals working at those companies?
I’m not the only one saying this, thank goodness. Scrolling on the Socials, Marianne Williamson just named this same thinking of a third way — she grounds her work in radical love, and the cornerstone of what she talks about is people’s basic needs being met. But basic needs extend beyond food and shelter and include healthcare, childcare, and education.2
In the business world, a sample of companies that are doing things differently includes Patagonia, Seventh Generation, Allbirds, and Dr. Bronner’s. Each company utilizes some form of the following:
Focusing on sustainability, such as carbon tracking and climate commitment
Grounding in employee ownership
Capping executive pay and supporting non-profits
One of my favorite local businesses is Altar PDX. This locally owned and operated shop, run by two women seamstresses, makes many of the clothes featured in the shop, made to order. They focus on sustainable fabric — and they partner with like-minded businesses across the United States.
Here’s the thing: while public commitments and accountability to the public are important parts of being a sustainable business, it isn’t the only thing. Here are some questions to ask of yourself or a business you are following:
Do they pay a living wage? (Consider the 50, 30, 20 formula4)
Does the organization support and honor rest? Even with generous leave policies, is rest built into the culture — so people can take their leave, guilt-free?
How are decisions made? Is there any collaboration included?
Are there practices in place to work actively against hierarchy (top-down models) and white supremacy culture?
Does the organization invite and make space for continuous reflection, such as on the legacy they are continuing or rewriting?
The bottom line is we need to act. And, we need to act together, now. If you don’t know where to start, the very first step is figuring out what’s important to you. I’ve tried to outline that in my values survey, which you can take here. Another thing you can do is to reflect (journal, talk to someone?) on what you are building in business. I would love to hear some examples from you on what you are doing differently. Paid subscribers can comment. If you’re getting this by email, email me back.
I truly do believe we are better together. And by doing business differently — together — we will usher in a world that is regenerative and worth passing down to future generations.
This KATU news article does a reasonable job of breaking down the conflict. And, check out this sign-on letter to tell the owner that the values of neutrality are no longer accepted.
Marianne Williamson on Threads
https://www.threads.com/@mariannewilliamson/post/DLLaAFJJDv4?xmt=AQF0VEKDRA4ZfxQTamDjdqiwg5nhwiXW-RmllzNaUpR3DA (June 21, 2025)