Usually i have a limited quote. This is an exception. Can you understand why
What citizens, in the U.S. and elsewhere, demand are new, more collaborative and inclusive models of value creation that produce meaning as much as profits.
Many leading business thinkers, from Gary Hamel to Michael Porter are listening to this groundswell. Beyond conventional concepts of corporate social responsibility, the discourse has shifted to more fundamental questions that prompt us to rethink the very gestalt of the enterprise. Hamel proclaims the “reinvention of management” to make our organizations more human-oriented, Porter promotes the concept of “Shared Value,” and Umair Haque heralds the “Meaning Organization.” Rosabeth Moss Kanter, in a signature piece for a special issue of the Harvard Business Review on the ‘Good Company,’ makes the case for the enterprise as a “social institution” that thrives on a shared social purpose, a long-term view, emotional engagement of all stakeholders, community-building, innovation, and self-organization. In a similar vein, but at the macro-level, the economist Robert C. Solomon, in his book A Better Way to Think About Business – How Values Become Virtues, asserts that “Market systems are justified not because of efficiencies and profits, but because humans are first and foremost social and emotional beings, and markets provide a sympathetic community for social exchange.”
And yet, the reality in many companies today is that there appears to be a gap between the articulation of lofty principles and their application, despite all the talk about purpose, social power, emotional engagement, and community-building. A 2010 survey by Deloitte showed that nearly half of the workers
Read all at Bridging the Values Gap | Blog | design mind.
- 275: Fire All the Managers (serve4impact.com)