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The Social Organization: How to Use Social Media to Tap the Collective Genius of Your Customers and Employees, A.J. Bradley, M.P. McDonald. Harvard Business Review Press (2011), 256 pp., $35, ISBN: 978-1-4221-7236-0
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The concept of shared value—which focuses on the connections between societal and economic progress—has the power to unleash the next wave of global growth. An increasing number of companies known for their hard-nosed approach to business—such as Google, IBM, Intel, Johnson & Johnson, Nestlé, Unilever, and Wal-Mart—have begun to embark on important shared value initiatives. But our understanding of the potential of shared value is just beginning. There are three key ways that companies can create shared value opportunities: By reconceiving products and markets • By redefining productivity in the value chain • By enabling local cluster development • Every firm should look at decisions and opportunities through the lens of shared value. This will lead to new approaches that generate greater innovation and growth for companies—and also greater benefits for society. The capitalist system is under siege. In recent years business increasingly has been viewed as a major cause of social, environmental, and economic problems. Companies are widely perceived to be prospering at the expense of the broader community. Even worse, the more business has begun to embrace corporate responsibility, the more it has been blamed for society's failures. The legitimacy of business has fallen to levels not seen in recent history. This diminished trust in business leads political leaders to set policies that undermine competitiveness and sap economic growth. Business is caught in a vicious circle. A big part of the problem lies with companies themselves, which remain trapped in an outdated approach to value creation that has emerged over the past few decades. They continue to view value creation narrowly, optimizing short-term financial performance in a bubble while missing the most important customer needs and ignoring the broader influences that determine their longer-term success. How else could companies overlook the well-being of their customers, the depletion of natural resources vital to their businesses, the viability of key suppliers, or the economic distress of the communities in which they produce and sell? How else could companies think that simply shifting activities to locations with ever lower wages was a sustainable "solution" to competitive challenges? Government and civil society have often exacerbated the problem by attempting to address social weaknesses at the expense of business. The presumed trade-offs between economic efficiency and social progress have been institutionalized in decades of policy choices.
Creating collaborative advantage. Farn-ham
- H C G Johnsen
- R Ennals
Johnsen, H. C. G., & Ennals, R. (Eds.). (2012). Creating collaborative advantage. Farn-ham: Gower.
+44 2085477235; fax: +44 208547702. E-mail address: r.ennals@kingston.ac.uk Available online 16
- Richard Ennals
- Kingston School
- Kingston University
- Kt2 7lb
- Uk Tel
Richard Ennals * Kingston Business School, Kingston University, KT2 7LB, UK * Tel.: +44 2085477235; fax: +44 208547702. E-mail address: r.ennals@kingston.ac.uk Available online 16 February 2012 doi:10.1016/j.ijinfomgt.2012.01.003 0268-4012/$ – see front matter