During a deep and meaningful conversation recently, my interlocutor declared:
Our goal is to become a social business but how do we get the revolution started?
This post addresses two problems integral to this statement.
A means not an end
Social business is a fairly fuzzy concept at the best of times. Some consider it synonymous with terms such as Enterprise 2.0, Agile Business, Responsive Organization, and Future Work, whereas others more deeply invested in any one may argue the differences. For the record, I describe social business by way of the following challenge:
Do you help all the individuals associated with your organization (employees, customers, partners, suppliers, shareholders, etc.) build worthwhile relationships with each other and others, coalescing by need and desire, knowledge and capability and shared values, to create shared value?
Some pundits prefer to talk about shared purpose rather than shared values, and I think this may well be akin to Stowe Boyd differentiating between collaboration and cooperation with shared purpose relating to collaboration and shared values relating to cooperation. In his words: Continue reading