Neuroplastic entrepreneurs
The surprising power of reframing as an innovation tool
Neuroplasticity. Not some weird creation of a mad 3D sculptor intent on creating a strange new species with which to threaten the world in another zombie apocalypse story but instead a wonderful feature of our brains. Research increasingly confirms our ability, in the face of unexpected shock or challenge, to rewire ourselves, make new neural connections. Defined as ‘the ability of neural networks in the brain to change through growth and reorganization’ it’s visible in the ways in which people can recover speech or movement after traumatic brain injury and it’s now understood to be critical in the process of early cognitive development in babies. It’s even offered as one explanation for the impossible and unpredictable lifestyls of teenagers; their penchant for lying in bed all day and mooching aorund may be down to their working hard at the synaptic level to reconstruct their brains!
It’s also a good description of a key capability which entrepreneurs have. Being able to reframe, seeing the world in a new way opens up significant new possibilities. Provided, of course, that you are then able to follow through, solving problems and enabling the new connections necessary to bring about that state.
Think about Malcolm Maclean, sitting on the dock of the bay one afternoon and imagining an alternative approach to shipping. Instead of the laborious loading and unloading with all its costs, its wasted time, the security challenges and so on - why not use containers? The vision involved a stretch of the imagination; the actual realisation of it considerably more but in the end you have a game changer. Reframing and then realising the possibilities.
It's an old story; the challenge of transportation and logistics was one which engaged James Brindley 200 years earlier as the Industrial Revolution began to reshape the British economy and the landscape in which it took place. You can’t get a manufacturing-led transformation off the ground unless you can move tings around - raw materials in and finsihed products out of your factories. Which, given the worn-out and primitive state of many of the roads and tracks criss-crossing the country at the time was a big problem. Brindley was one of the pioneers of the idea of creating waterways – canals – as an alternative, providing fast and straight connections between factories, cities and ports.
Image: Watercolour of Barton aqueduct by G.F. Yates 1793, public domain
Just like Malcolm Maclean, this was an inspirational idea which required a deal of systems thinking. Not just one which could imagine an alternative world built on waterways but also one which would need a lot of practical problem solving to bring it into being. Dealing with multiple questions around how to enable the different elements of the system to come together and deliver ‘emergent properties’ where the whole has an impact much greater than the sum of its parts.
His efforts extended well beyond the map making and route planning through to the detailed construction, involving tunnels, cuttings and viaducts. He also had to think through the big challenge of hydraulics, how to fill the canals with water and keep them full – which meant, amongst other things, solving the problem of lining the canal with a water- saving clay. He also reduced the water demand by cutting narrower canals and then designing narrow-boats to navigate them. And since the country is not level means that in places vessels using the canal have to climb up or down slopes which necessitated development of intricately engineered locks and sluices.
Brindley’s work on connecting up the dots of his system into something which changed the transportation world of its time even extended to thinking in the same direction as Malcolm Mclean came to do much later. Faced with the problem of loading and unloading coal as a key bulk item Brindley devised a system involving specially built wooden containers which could be prefilled and transhipped quickly from specially-designed boats!
Above all Brindley was a systems thinker, seeing connections and working on how to best join up the dots to deliver major change. Which his legacy over 350 miles of canals criss-crossing the country and powering the Industrial Revolution seems to have done.
There’s still plenty of scope for such system rethinking today – giving opportunities even in the face of crisis. Take the example of Gridless, founded in 2022 and already a successful and growing business in the energy sector of Africa.
First the vision. Africa is the coming continent, with a huge population of around a billion largely young people and rapidly accelerating development. This creates an engine for growth through both domestic demand and – with sufficient investment - the possibility of increasing exports, not just of raw materials but of finished goods and services.
It has enormous potential - and it has a track record as a place where radical innovations can emerge and scale. Take the example of M-PESA. Where the idea of mobile money still seems fresh and exciting for citizens of the industrialised world learning to use cashless payments by phone it’s actually rather old hat to many people in East Africa. M-PESA (the word means mobile money in Swahili) is coming up towards celebrating its 20th birthday and has moved a long way from being an experiment to try and improve access to basic financial services for the largely unbanked population of Kenya. Now the M-PESA network carries 60% of GDP and delivers a growing range of services across the economy.
But Africa is also unevenly developed; not least in the case of energy. Whilst much of the population is now connected this is not the case everywhere. Over two thirds of the population – 600 million people – have no access to electricity. Mini-grids (relatively small local power stations and networks) can help solve this energy access problem, not least by tapping into the huge potential which renewable energy – solar, wind, hydro and biomass – has for the region.
There’s no shortage of technology to help construct mini and even micro-grids, and there are plenty of power sources which could potentially be tapped. The problem is economic; in order to finance the construction of such a micro-grid a lot of capital is needed up front. That needs a reasonable return to cover operating costs and recoup the investment costs – but in the short term the market to pay for this isn’t there.
When the power starts to flow there is relatively little demand to hook it up to; people who’ve survived without electricity don’t suddenly become active consumers. As Eric Hersman, one of the founders of Gridless points out, ‘ … if you’re a smallholder farmer in a rural village in Africa you’ll likely buy an LED light bulb and charge your phone at first. These don’t draw a lot of electricity, but they do change your life considerably. It might be a few years before you invest in that refrigerator, TV, irrigation pump, or electric oven’.
The consequence of this slow demand growth is that the provider ends up throwing away 80% of its energy and having to charge too high a price for the rest. What could be an important way of helping local communities develop runs aground because that high price effectively throttles the emerging demand at birth. Catch-22.
Gridless represents an entrepreneurial way of reframing this problem. Given such a stalemate their business model asks a simple question. What if there were a consumer who would guarantee to buy electricity at the necessary market rate to support the project and then gradually retreat as the prices fell and the connections rose? A stepping stone approach, essentially a temporary scaffolding to enable an infrastructure to emerge and grow. Using a horticultural metaphor it’s like putting in place a trellis to support an early sapling until the plant is able to survive and thrive on its own.
That’s the vision part of the Gridless approach – to help Africa with micro-grid development. Their website describes it simply: ‘By combining small-scale bitcoin data centres and renewables-based mini-grids they aim to develop the foundation of a new model to expand profitable electrification to communities in emerging markets without the need for charity, aid, gifts, or government subsidy…’
Bitcoin mining – the energy intensive operation of multiple computers beavering away at solving complex mathematical puzzles to earn rewards in the form of bitcoins – does not have the best of reputations in terms of sustainability. By its nature it involves consuming huge amounts of energy whose generation often contributes to pollution and global warming. But Gridless have reworked the story so that it makes a positive contribution to both sustainability of operations and community development.
It does so in a simple a practical way. It hooks up a bitcoin mine with a source of sustainable energy provided by local renewables like hydro or solar. And it deals with the ‘stranded energy’ problem by joining in the system as a ‘buyer of last resort’. Their bitcoin mining operations provide plenty of demand for energy and those operations are profitable enough to buy it at prices which are too high for local communities to pay in the short term. But as the market develops so the local demand increases - and this means the provider can reduce prices, recouping their costs over a larger market. They can also invest to extend the grid and bring yet more demand into the system.
Eventually things reach a point where there isn’t enough power left for the bitcoin mining, so Gridless pack up their operations, move on to another site where there is ‘stranded energy;’ and start the whole cycle once again. It’s a business model for development with some important social values underpinning it. The main purpose is to help connect people through micro-grids and to gradually exit as the role of the buyer of first resort becomes unnecessary. It’s a business fuelled by bitcoin profits but these are effectively being reinvested in social development – a powerful alternative vision. By providing a consistent and reliable demand for electricity, Bitcoin mining helps to utilize excess renewable energy that might otherwise go to waste, thereby unlocking the potential of stranded renewable energy projects and contributing to a more sustainable energy future.
An impressive vision – but as Messrs Maclean and Brindley will tell you, the challenge is not in creating the vision, it’s in realising it. Visions like these need a lot of different dots to be joined up, a lot of problem solving to make it all work. The Gridless solution starts with the idea of being ‘geographically agnostic’ – meaning it is mobile and can be moved anywhere, finding and helping develop micro-grids wherever there is ‘stranded energy’ opportunity.
They do this by putting the bitcoin mine in a box – literally, using a shipping container in a way which would make Malcolm Maclean proud. They move it close to sources of renewable power – like a micro-hydro system in Zambia, harvesting the abundant energy from the fast flowing Zambesi river.
They’ve worked hard on adapting their technology – computers, power supplies, software - to operate in what can still be challenging conditions. Rural Africa is a long way from the clinical clean environments of Silicon Valley and they’ve had to learn to deal with the suite of problems this throws up in order to make their system reliable. For example air quality- the dust which the wind blows up as it sweeps across the wide plains means you have to be very careful to fit suitable filters to avoid all the expensive electronics grinding to a halt. Ditto the heat; average temperatures in Kenya hover around 30 degrees Celsius so there’s a big problem in keeping things cool. And then there are the bugs.
In 2022 when they set up their first facility the lights attracted plenty of curious insects and, especially in the rainy season, they flew towards them en masse, only to crash into the ventilation fans and eventually jam them!
Problems weren’t just physical; the economics of buying containers ready made from China or the USA to use as mobile bitcoin mines posed a big challenge. Quite apart from the logistics and transportation costs of getting them to Africa there were bureaucratic costs involved in getting the various permissions needed to import such equipment. And then there were the capital costs – at over $100,000 per container it was too expensive. So the team went back to the drawing board and designed their own container which cost 75% less. It’s also had the side benefit of bypassing many of the import regulations (since it is now a domestically manufactured product)
Their problem-solving also extends to another big issue with their business model – that of micro-grid management. How to balance supply and demand and make sure that the needs of the community are served first? Gridless wanted to make sure that they weren’t using electricity which somebody else needed. They did this by writing their own software – Gridless OS – which allows for real-time response to demand, making sure people get what they need when they need it whilst also stabilising the grid.
After three years of such problem-solving the team have a robust model which they have demonstrated can work in a variety of contexts, using whatever renewable power supply is available – solar, hydro or biomass. Theirs is primarily a social mission and so they’ve codified their experience and can offer a blueprint for the same kind of model to be used by others to help African development.
And it works. Not only by connecting people to electric power but by extending the range of possibilities which that then opens up. Once you have power you can have light – which offers more than just illumination, it allows children to study at night and boosts education. Local services become possible because power enables small-scale facilities to operate and deliver healthcare. Business can connect better to markets and small-scale farms and factories can improve their operations and profitability, generating employment.
In an interview with Bitcoin Magazine one of the Gridless founders, Janet Maingi, elaborated on this novel approach which now operates in several countries including Kenya, Malawi and Zambia, ‘…for example, there’s a tea factory in Muranga, Kenya, which is in the highlands. We partnered with the energy generator in the area and they were able to give the factory power. Now, their facilities are able to support the tea factory, which has two benefits: tea farmers can bring their tea to the factory, which means it doesn’t spoil on the farms because they can’t get it to point B in time and more employment has also been created just by that tea factory becoming an electrified space….’
The potential is huge. As Eric Hersman, points out ‘….just 10% - 40GW of the 400GW of hydroelectric energy in Africa - has been developed (and that’s just hydro!). There is a near unlimited supply of energy to be developed in the one place on earth that needs it most… Africa. But how to get the plants built? Despite being home to 17% of the world’s population, Africa currently accounts for just 4% of global power supply investment’.
As he points out mini-grid business models have traditionally focused on having an ‘anchor client’, a single large electricity consumer such as a telecom tower, which consumes the majority of electricity supplied by the mini-grid. The anchor client is the first step in what’s called an ABC strategy (Anchor—Business—Consumers) for mini-grid financial sustainability. The model builds on finding an anchor client with a predictable load profile and then helping develop around that a group of local businesses that can provide stable demand and promote economic growth in the communities. The last step is residential customers, bringing them in gradually by improving access and generating income from them.
Over the last 3 years Gridless has shown that mini-grids can be made profitable using their model of becoming a ‘geographically agnostic anchor tenant’. They’ve done this on 6 sites in 3 African countries, using the stranded (wasted) energy from hydro, biomass, geothermal, some of that augmented by solar. Their numbers prove that it can be done; they are confident that a 5-7 year return on investment is possible on almost any hydro mini grid.
There’s a lot to be done – figures from the World Bank estimate that Africa needs 140,000 mini-grids to help electrify the continent. But as of 2025 only 5000 have been built – around 5% of what’s required. Which opens up a huge opportunity - if we can reframe the problem.
The key thing about neuroplasticity is that it isn’t an instant process of constructing new neural pathways. Instead the connections have to be made and reinforced; only gradually does the new network become fully operational. Patients who manage to recover movement or speech after a catastrophic neural event like a stroke do so by a mixture of hard work and determination. Gradually creating those new pathways.
Fixing problems like Africa’s energy challenge won’t happen overnight. It’s not going to be simple, and it will need a lot of system-level problem-solving, joining the dots. But just like James Brindley imagining a network of canals or Malcolm Maclean picturing container routes spanning the world, it starts with an entrepreneurial vision.
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That is a fascinating post, Professor Bessant! It's compelling to see the concept of neuroplasticity directly linked to the entrepreneurial journey. Your work has long highlighted the manageable nature of innovation and the critical role of capabilities like Absorptive Capacity and effective Search Strategies. Viewing these concepts through the lens of neuroplasticity offers powerful insight into how entrepreneurs can develop and enhance the cognitive functions needed to recognize value, assimilate new knowledge, and adapt their approaches in dynamic environments. The brain's ability to rewire itself in response to experience feels like the fundamental biological engine driving the continuous learning and adaptation so vital for navigating uncertainty, pivoting when necessary, and building resilience against setbacks—all hallmarks of successful entrepreneurs, as you've described. This perspective moves beyond viewing entrepreneurial traits as fixed and reinforces that entrepreneurs can actively cultivate these crucial capabilities. Thank you for sharing these valuable connections!