The potential post-growth economy will encompass diverse initiatives, cultivating an ecosystem of prosperity. As we yearn for this transformation, embracing experimentation becomes crucial to bridging the transition with startups evolving into this new reality.

Within our current landscape, some companies echo post-growth ideals. What insights can we draw from these startups, using them as initial sparks of inspiration?

Embracing holistic value

Within the realm of post-growth start-ups, a significant shift unfolds in their value chain strategy. Their motivation transcends mere financial gains, encompassing environmental and social progress. This is achieved through fostering collaborative relationships within local communities. Consider Vild Is, where a local berry farmer acts as the primary supplier. Rather than opting for a cheaper alternative, Vild Is recognizes the potential for positive impact by aligning with like-minded local partners.

These start-ups prioritise the synergy of the value chain. They acknowledge that sustainable triumphs emerge from uplifting and empowering suppliers. Collaborative efforts create a win-win-win scenario, tapping into collective strengths.

A case in point is Nøddebazaren, which supports and facilitates the growth of regenerative nut production with European farmers, gaining better produce and positive environmental impact.

The need to balance values

Founders are nurturing a mindset that prioritises flexible workdays and extends positive influence beyond the confines of the workplace. This willingness to compromise on relentless economic growth paves the way for a more meaningful life with fewer material excesses. Notably, Pleasant promotes this philosophy by opting for breaks and avoiding seasonal sales to prevent overproduction.

Given the prevailing market emphasis on growth, striking a balance between societal and environmental priorities proves challenging. Departing from this growth-centric stance propels start-ups into a realm of creative resource management to support multifaceted developments.

In a tangible example, Nøddebazaren effectively challenged a proposed nut tax increase by the Danish Government in 2015. Their influence shaped policy, preventing a hindrance to the positive impact of nut-based foods.

While this idealistic commitment might expose them to tougher market competition, they anticipate that conventional industries will eventually decline as their unsustainable methods catch up to them. This creates a prime opportunity for these ventures to expand healthier production methods.

Delimitation

This article is the result of an inductive research project carried out in the Spring of 2023. Involving three organisations in Denmark as inspirational sources.

The publication has been made in agreement with the organisations and anonymised thereupon.

Written in collaboration with Marcus Feldthus at the Post Growth Guide.

Vild Is (Wild Ice Cream)

Vild Is produces sodapops from local berries with no added sugar. The start-up focuses on local resources, small scale operations and transparent business activities. The company has two half-time employees and started branching their activities to soda.

Pleasant

Pleasant produces clothes for a casual and chill vibe. Since 2016 the company has been focusing on transforming their activities towards more regenerative practices by only using upcycled clothes. The company has four employees and seeks a future of not producing more clothes.

Nøddebazaren (The Nut Bazar

Nøddebazaren is an online webshop selling a variety of nuts from regenerative agriculture around the world. With a desire to promote the superpowers of nuts and the needed transformation in our agricultural system, the company strives to cultivate the development of regenerative agriculture in Europe, soon Denmark. The company consists of two people.

One promising approach is embracing degrowth for a post-growth economy centred on well-being, regeneration, and collaborative value. According to Matthias Schmelzer in “The Future is Degrowth, 2022” this shift involves redesigning companies and organisations in the concept of "Nowtopias" – creating experimental spaces for pursuing a better life.

Already, existing initiatives mirror aspects of a post-growth reality. As we embrace this direction, what lessons can we draw from these initiatives?

Empowering ownership in Post-Growth

The concept of post-growth organisations is closely tied to new notions of democratic ownership. Ownership fosters motivation and active involvement. In the case of the Bread Collective 11/11, the "Baker Master" in charge of baking has the freedom and ownership to experiment in the process which gives space for greater dedication.

These collectives champion collaboration and flexible self-organisation. By being democratic they mould their structure to suit member needs, as seen in KBHFF's decentralised project groups and 11/11's adaptable logistical solutions.

However, decentralised ownership and participation pose challenges. Effectively coordinating stakeholders and maintaining participatory engagement demands a dedicated effort to facilitate information flow. For instance, ByBi shifted to centralised ownership due to resource-intensive administration, while KBHFF transitioned away from a singular work group to a more decentralised structure due to excessive workload.

The soul of Post-Growth organisations

Still, ensuring meaningful involvement remains complex, as members are ordinary individuals with various commitments in life.

In building involvement-focused structures, a clear trend emerges: the emphasis shifts to well-being over mere outcomes. In the Bread Collective 11/11, members participate for the joy of "good quality bread" – additionally the community with fellow bread enthusiasts.

Success is therefore redefined as sufficiency, embracing a mindset that produces only what's truly necessary. This cultivates a space for softer values that enhance well-being. Without external pressures, a relaxed work culture thrives, driven by enjoyment.

Organic community bonds take centre stage, eclipsing goal-oriented production. ByBi echoes this sentiment, highlighting how relationships outshine products: "There is no product, the honey [... which we produce] is an invitation and a mere outcome, but the relationships are the focus."

Yet, lacking profit incentives, liquidity often remains scarce. This poses challenges for organisational development while preserving values. KBHFF's solution involves self-learning and friendly exchanges, but it's only a stepping stone.

Delimitation

This article is the result of an inductive research project carried out in the Spring of 2023. Involving three organisations in Denmark as inspirational sources.

The publication has been made in agreement with the organisations and anonymised thereupon.

Written in collaboration with Marcus Feldthus at the Post Growth Guide.

ByBi (City Bees)

Located in the heart of Copenhagen, ByBi is interested in the question of how bees, flowers and people can thrive together. The organisation has beehives across the city and collaborates with businesses, social projects, municipalities etc. The honey gathered by the bees is considered a call to explore a healthy interspecies community.

København Fødevarefællesskab (KBHFF)

København Fødevarefællesskab is a retail association which buys ecological and bio-dynamic products directly from local farmers and delivers it to its members. Started in 2008 in Copenhagen, the organisation is democratic owned where members pay for the desired produce and give three hours of labour per month.

11/11 Brødfællesskab (Bread Collective)

The 11/11 Brødfællesskab is newly founded in 2020. With the vision of creating freshly baked bread every weekend. The organisation is democratic owned and pays a subscription as well as volunteering with a weekend of work once every third month. The members get a sourdough rye- and white bread.