Umair Haque continues building his 'Case for Constructive Capitalism' in this post on the Harvard Business Review site. I enjoy reading not only his posts but also the commentary they generate. Since he argues for nothing less than a revolution, some are enraged, some energized. This is, after all, an HBR audience.
Until this morning, I had been thinking about this challenge strictly from a leadership perspective: how do the principles of Capitalism 2.0 change the way we think about strategy and the corporation's contributions to the world it creates (the work life of its employees) and influences (its customers and community)? I was struck today by a commenter who drew attention to the 'back-side where the change is made and the value lands.'
This is the nut of it. Capitalism 1.0, as cast by Haque, is the business mentality that created wealth destructively. Decisions were made in board rooms that enriched those within them, at the expense of the people outside them. Innovation that will create lasting and constructive value must surely break down the silo of the board room. To Haque's four pillars in his Smart Growth Manifesto I would add inclusiveness. Unless employees are included in this discussion, the outcomes, connections, people and creativity will be as self-serving as the last 'revolution.'
Tuesday, June 16, 2009
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1 comment:
Bravo Dionne! Inclusiveness is so key to creating this new framework around "smart growth". Inclusiveness done well creates employee engagement. The companies that focus on this almost immeasurable element (almost, I say, but entirely possible) understand that the real power and value of an organization lies here. I think of companies like Google, Container Store, Trader Joe's. There's a very different and memorable customer experience in those companies. You just feel better as a human being, more valued, more emotionally connected to the brand. You just want to continue being included in their brand.
On the flip side, I was so disheartened and outraged when I read in this morning's WSJ how corporate executives of banks who've received TARP money have retained use of corporate jets for personal use, jetting off to exotic destinations on holiday. You think this is breaking down silos in the board room? It seems they are unconscious as to how their behaviors affect employees or customers.
Corporate (latin root "corpus", meaning body, having many parts or members) leaders would do well to bring more consciousness to fostering a healthy growth of this "body" by feeding it, nurturing it, CARING for it. Why? The very life of the corpus is sustained, and with such possibility.
Inclusiveness. It's created by open, transparent, proactive, honest communication to all members. It's created by communicating to the members the outcomes you're looking for. We leaders need to wake up! We need to get clear on the outcome or purpose of our labor, a purpose that unites the members around doing some kind of good. And if we could, my, what impact that could have!
Thank you for bringing more consciousness to this terribly important and vital subject.
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