12.16 The Organization 3.0 model

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    The Organization 3.0, comprised of the formal organizations as well as the informal pop-up organizations or Social Economic Entities, organizes its activities around four crucial starting points that I have named as follows: leadership, culture, transactional business concepting, and social business concepting.

    – The culture of the organization is based on trust. Key words are openness, self-responsibility, and self-management.

    – Leadership is, and will remain, extremely important to the organization. The new leaders are no longer “the boss,” but they interpret, give direction, and form a source of inspiration for the stakeholders.

    – The transactional concept bears upon the business model of the organization: what we do, for whom, and how we ensure the co-creation of a sustainable company, product, and/or service.

    – The social concept points to the organization of stakeholder communication and interaction to achieve a permanent stakeholder engagement.

    Event-driven communication streams will be the binding activities between these four main ingredients, internally as well as externally. As far as it is possible to talk of a structure within the vision-driven organization, it is mainly a communication structure that is meant to facilitate the conversations around the aforementioned starting points with and between all internal and external stakeholders. Tasks have been replaced by roles; these are not clear-cut, but rather a tool to facilitate the internal communication, feedback loops, and the work itself. Someone can hold several roles, even in more than one organization. The management strategy is aimed at drawing on the inspiring force of talents. That is how there is no longer a substantial distinction between talents of internal or external stakeholders.

    At first sight, the migration to an Organization 3.0 is quite a challenge. It is indeed. This migration is really more than the shift from one organizational structure to the next in an attempt to hold the grip on the surrounding dynamics. It is a shift from the old paradigm to a cyberdigm approach, a much more open and fluid attempt to create a position in the chaordic world of the Organization 3.0. It is no longer sufficient to do an appeal on the economical productivity of human talents. Society 3.0 can only flourish if it is founded on the chaordic mesh of organizations collaborating with their interconnected stakeholders, daring to use the complete human capability of feeling, thinking, and self-steering.

    So, lets have a more in-depth look at leadership, culture, transactional business concept, and social business concept in the next chapters.