New attributes of “social enterprise”

In just a few years, the concept of “social enterprise” has changed. From the original mission of taking into account revenue and respect, supporting the environment and stakeholders, it has now turned this novel idea into a commercial reality. The driving force for accelerating the development of “social enterprises” is also continuing to promote social transformation, becoming more concerned with empowerment and advocating employment relationships.

The following three major transformations represent a series of brand-new characteristics, depicting what it means to truly become a “social enterprise”:

Mission: The organization no longer talks about mission, but embeds its value into all aspects of daily work;

Potential: Design and build an organization that can allow humans to maximize their unique thinking, creativity and action in a mechanized environment;

Outlook: To encourage and embrace the future, organizations must not only limit themselves to optimizing the status quo, but also pursue the creation of future value.

Mission: A sense of belonging in personalization

Technology has created a world where everything can be personalized, but humans still long for a sense of collective belonging. 79% of respondents said that “creating a sense of belonging in the work environment” is important or critical to the success of the organization in the next 12 to 18 months. Think about it, if personalization is not about creating differences, but bringing together a variety of unique and complementary capabilities in the process of achieving a common goal, then does personalization become a source of strength? To do this, the organization needs to connect employees with each other with a common mission (Purpose) at work, and enhance the strength of individual employees.

Organizations that enable employees to use their respective advantages to serve the same goal will benefit from this diversity and achieve better performance. There are three ways to help organizations transform individual characteristics into collective values: fostering a sense of belonging through employee accomplishment; enhancing employee happiness through thoughtful work design; and formulating labor strategies based on a full understanding of people’s attitudes and values.

Potential: Establish a sense of security in corporate remodeling

Technology has created the need for people to constantly reshape themselves, but humans still desire a sense of security. 53% of respondents said that in the next three years, more than half of their employees will need to change their existing skills and abilities. If remodeling is no longer seen as a threat, can it be an effective means to seek a sense of security in a constantly changing environment? To do this, organizations need to use remodeling to increase their employees’ potential for long-term success at work.

An organization that can help employees find a sense of security through remodeling can gain an advantage by virtue of its ability to embrace benign change. The three areas where organizations can effectively use change are: integrating artificial intelligence (AI) into work teams and super teams; transforming knowledge management through technology; and cultivating and investing in flexible labor.

Outlook: Dare to face uncertainty

Technology makes people feel that everything will change, but humans still long for a certainty that can support them to move forward bravely. Many organizations are uncertain about their ability to manage rapid change: 90% of respondents said that the need for large-scale and rapid changes in their organizations is accelerating, which is critical to their success in the next decade; but only 55% Of respondents believe that their organization has reached the scale and speed requirements of organizational change. If uncertainty does not lead to hesitation, can it bring about a whole new possibility: decisive action to transform future opportunities? To do this, organizations need to transform uncertainty into a more informed perspective to help them confidently navigate their future work.

Those organizations that see uncertainty as an opportunity rather than a threat have already taken decisive action to start shaping the future. In order to build a future that takes into account the healthy development of all stakeholders, organizations should boldly move forward in these three areas: compensation, adopting the principle of “people-oriented” can help organizations deal with new challenges; labor governance strategies, raising and answering new questions , Can help guide better strategic decision-making; ethics and future work models, organizations should examine the potential impact of their behavior on the ethical level to ensure that they maintain a place in an increasingly transparent world.

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