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Focus the work of management on a higher purpose

"We need companies that feel like movements."

Most companies strive to maximize shareholder wealth—a goal that is inadequate in many respects. As an emotional catalyst, wealth maximization lacks the power to fully mobilize human energies. It’s an insufficient defense when people question the legitimacy of corporate power. And it’s not specific or compelling enough to spur renewal. Individuals need a compelling answer to the question, “What’s worth my life?” And organizations must offer a compelling case for why what they do matters—an original and persuasive blueprint for where their industry could and should be going. Going forward, management practices must focus on the achievement of socially significant and noble goals.

97 Stories
163 Hacks
12 Barriers

Focus the work of management on a higher purpose

"We need companies that feel like movements."

Most companies strive to maximize shareholder wealth—a goal that is inadequate in many respects. As an emotional catalyst, wealth maximization lacks the power to fully mobilize human energies. It’s an insufficient defense when people question the legitimacy of corporate power. And it’s not specific or compelling enough to spur renewal. Individuals need a compelling answer to the question, “What’s worth my life?” And organizations must offer a compelling case for why what they do matters—an original and persuasive blueprint for where their industry could and should be going. Going forward, management practices must focus on the achievement of socially significant and noble goals.

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Create a public event series where organisations can safely experiment with future of work concepts and crowd source solutions to meaningful problems with the community 
Hack by Simon Waller on January 17, 2011
Our basic leadership strategy today can be summarized in five words: “Do This, Don’t Do That.” And nearly every management innovation today is nothing but a variation of that fundamentally flawed stra
Hack by Aman Motwane on October 1, 2010
For 43 years, the Center for Creative Leadership has dedicated itself to the research and teaching of leadership across the world.
Story by Stephen Remedios on June 11, 2013
Fundamental infrastructure innovations must overcome a steeper than normal entry barrier. The market-place considers them an avoidable adventure regardless of need. Early adopters are rare.
Story by Raj Kumar on September 5, 2010

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