12.14 What do your stakeholders say?

    26

    The “crude” delivery of a service or product is no longer good enough. Stakeholders want much, much more: they want a complete and meaningful experience, which will transform them.

    Stakeholders want an increasingly richer user experience or brand perception during all moments of contact with their supplier. They have to feel that the product, the service, the employees, and the production processes are authentic, and are made just for them. This is tricky, because, all things considered, not a single product or service is authentic. After all, these products and services are made to be sold. So, it is important that consumers and stakeholders experience a sense of authenticity. Involvement, transparency, honesty, responsibility, openness, and sustainability in all sections make an organization very authentic.

    Stakeholders want to be increasingly involved with the realization of services and products. This contributes to a special user experience. Every experience of co-creation strengthens the feeling that you are a part of it, and co-creation has the added advantage of yielding a vastly improved product or service. It improves so much that the ultimate selling price, whether it be actual money or social capital, will become subordinate as a standard of choice for doing business, purchasing, or collaborating.

    In order to give the stakeholders a sense of authenticity, and in order to co-create with them, the organization will have to connect with them and start a dialogue. In short, an organization has to form its own Mesh, create engagement by starting a dialogue, be transparent, and start a co-creation value process.

    To gain access to an entire network of stakeholders, the Organization 3.0 has to plan and execute a social media strategy. The basic principle is that all moments of communication, or touch points, take place immediately and directly between the stakeholder and the person directly responsible for that service or product. This requires resilient, dynamic and flexible internal processes, a high degree of freedom of movement, and decision-making power for the people involved.

    The network of inter-human contacts creates a permanent solidarity between the organization, its people, and its other stakeholders. This social exchange of information and knowledge leads into co-creation, and ultimately results in “doing business” with each other in these value networks. On one hand, “new organizing” comprises a social relationship with the stakeholders; on the other hand, it comprises a business relationship. These relationships are not necessarily the same.

    If you really want to claim your position in the clusters of new value networks as an organization on the road to tomorrow, in the global Mesh, then you will have to operate with minimal standardization and an informal company culture based on trust and with open communication. Only then can you make a serious appeal to autonomy and entrepreneurship in order to excel both internally and externally within such a dynamic environment.