the living company dave risi hesham elkurdy kailee stobart mark neufeld nazran dawn
Post on 18-Dec-2015
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The Living Company
Dave Risi Hesham Elkurdy Kailee Stobart Mark Neufeld Nazran Dawn
The Living Company MGT 3080 2
Introduction
Conservatism in financing Sensitivity to the world around them Awareness of their identity Tolerance of new ideas Valuing people, Not assets Loosening, Steering, and Control Organizing for learning Shaping the human community
The Living Company MGT 3080 3
Intro. Cont’d
High Corporate Mortality Gap: Avg life span
Max / potential life span Sumitomo & Stora
The Living Company MGT 3080 4
Conservatism of Finance
Little risk of capital Spare cash in the kitty
The Living Company MGT 3080 5
Sensitivity to World Around Them
Adapt to changes Keep attuned to surroundings
The Living Company MGT 3080 6
Awareness of Their Identities
Creating a sense of community Employee unification
The Living Company MGT 3080 7
Tolerance of new Ideas
The world is always changing You need to change with it New ideas make change possible New ideas come from anywhere and
anyone Having new ideas and being able to
implement them
The Living Company MGT 3080 8
Valuing People, Not Assets
The business is only as good as its people Assets help the company survive Assets are not the reason for the company They are only a way to earn a living People are the reason for the company People are not a companies most
important asset
The Living Company MGT 3080 9
Loosening Steering and Control When people have new ideas they need
the freedom to follow through with them
People need room to move in new directions
To explore new possibilities This is how business are able to change
and adapt to the changing environment
The Living Company MGT 3080 10
Organizing for Learning
Why it is necessary New technologies Market segmentation Competitor advantage
The Living Company MGT 3080 11
How does an organization learn?
The members must have and use the ability to move around
Have the potential to invent new behaviours – new skills
Transmitting the skill from the individual to the entire community
The Living Company MGT 3080 12
Management development programs
Covers Key Skills Necessary for Success Explore Leadership Institutional Values and Integrity Diversity and Community
The Living Company MGT 3080 13
Shaping the Human Community Living community
Managers decide how to position human element in their companies
Pay attention to human development above all other considerations
Wealth based company Trade time and expertise for money Does not inspire people to give their all or to
feel loyalty to the company People work with the idea of eventual exit
Puddle vs. River analogy
The Living Company MGT 3080 14
Creating a Community
Shared Values Trust Enter/Exit flow
The Living Company MGT 3080 15
Shared Values
Employees know what they value They know it is shared with other
members Pulls together most diverse members of
the company
The Living Company MGT 3080 16
Trust Essence of underlying contract is
mutual trust Companies help develop potential Money is not a positive motivator Know community is interested in them
as individuals Employee is interested in the face of the
enterprise
The Living Company MGT 3080 17
Entry/Exit Flow
Entry Employees must fit with companies
values Fulfill technical requirements Know they are there to develop
potential, not a life contract
The Living Company MGT 3080 18
Entry/Exit Flow cntd
Exit Difference in values Not pulling weight Come to a certain age
Stewardship Pass baton onto someone else as it was
passed to you Legacy at a company depends on how
well you carried your stewardship
The Living Company MGT 3080 19
Conclusion Conservatism of Finance Sensitivity to World Around Them Awareness of Their Identities Tolerance of New Ideas Valuing People Not Assets Loosing Steering and Control Organizing For Learning Shaping The Human Community
The Living Company MGT 3080 20
Question ?
Thank you