Story:
Is this a Social Issue, a Management Issue or a Personal Issue?

We define management belief as the values and governing principles that motivate management to set strategies, polices, systems and goals. In the past, a closed-loop, hierarchal management strategy was the norm. The value system was rigid and unyielding. Innovation was limited to the top executives and information traveled in one direction. Those on the lower rungs of this structure were expected to blindly follow and very little thought was given to internal or external community. The focus was the bottom line and little else. Today, the social explosion of the Web is changing the way people view management. The Web has brought to light the amazing power of social consciousness and the wisdom of crowds. We now realize that great ideas do not only come from leaders but can also rise from a collaborative effort that includes all levels of staff. We also realize that a blind devotion to the bottom line is not the best path to success. These kinds of ideologies and strategies are clearly evident in the managerial design of Web companies like Google, Apple and Microsoft. These organizations encourage all levels of employees to share ideas and collaborate, fostering a culture of equality and respect that has proven to be immensely successful. That’s not to say that we have to throw out what we have learned in the past. Conventional management innovations -- performance appraisal, divisionalization, project management, outside-inside strategy, inside-outside strategy -- are still fundamentally sound ideas. In fact many organizations have the same management systems in place as drive the Web. But today they must be integrated with new vision and leadership. Terms like information sharing, interoperability, collaboration, non-hierarchical, social network, open-source, mash-up, remix and user-generated content need to enter our vocabulary and drive the way we think and interact. At Validity, we have taken the integration with Web 2.0 to an even higher level. We not only believe in the need to level hierarchy and encourage innovation and collaboration at all levels. But we also believe that, like the Web 2.0, companies are social organisms that need to interact and build community not only internally but also with the world around them. We believe socially conscious principles such as: “Do to others as you would have them do to you” and “You gain only as much as you give” are fundamental management principles that connect us to the world around us. This holistic approach to business recognizes that in this world we are not isolated but are part of an enormous Web of humanity -- Web 2.0 if you will.

MOONSHOTS
o Do to others as you would have them do to you
o Organizations need to put as much energy into employees, clients, community, investors and shareholders, as they do profits. Just as the Web touches, interacts and changes all users, so should business.
o We are raised to believe bettering oneself with a focus on individualistic goals is the key to success. The Web has taught us the opposite, that community, giving and collaboration are key -- the many are much more powerful than the one.
o We live in a social Web. No matter how much wealth and power a person has, true inner joy and happiness does not come from the things we gain, but from our innate need for positive interactions with the communities that surround us.
o You gain only as much as you give
o Rewards, such as raises, promotions a new office, can bring brief external happiness, but we believe true lasting joy comes from giving. There’s a basic human need to give. That’s why we raise families. But why should this joy stop at the door of our homes. We believe the joy can extend to work and the community and world around us. One of the key’s of Web 2.0 is it’s essentially a free medium, shared without prejudice across nations, religions, cultures and sexes.

SOLUTION

Phase One-Identifying Organization Social Need & Operational Need
o The first step is identifying and highlighting the organizations’ physical, social, emotional, physiological, spiritual, and mental needs. This analytical process is best conducted on a departmental basis as that helps us conduct a case-by-case analysis and identify the needs on a more accurate basis.
o The second, and equally essential, step is identifying and highlighting the operational needs that require improvement by analyzing systems, processes, procedures, policies, and structures.

Phase Two-Integrating Social Innovation into the Operational Need
The second phase involves integrating the two components of Phase One through a systematic process that encourages both dialogue and innovation from the entire organization. The essential elements of this process are: Do to others what you would have them do to you, and, you only gain as much as you give. In this sense we ask all employees to integrate community action into their daily work. We ask that they identify both internal and external targets for these actions. In order for this strategy to be effective, management and employees must embrace and practice these concepts. It’s this process that turns both belief into action and action into belief as it spreads through the entire organization. By encouraging all to not only talk the talk, but also to walk the walk, we transform the management belief of the entire organization.