This concludes the overview of new business models. These models have an optimal balance between “doing business” and the “social interaction” with stakeholders. Of course, we continue to monitor the information about our business with the customer, and, if applicable, his/her organization. However, this needs to be enriched with social information. This new way of doing business, in a nutshell, is done in the Interdependent Economy of Society30 within the social value networks of the Mesh, using informal organizational structures, as a new form of co-operation.
At the moment you are reading this, undoubtedly other new versions are in development or are maybe even already active. The connecting factor of all these models is that they are 3.0, and that they assume the possibility to make connections with anyone or anything. And suddenly, there is an abundance of opportunities to surprise every customer with services that connect with all facets at the highest expectation, or even beyond that…
“The idea that you have ‘your’ clients is completely passé.”
– Daniel Ropers, CEO, Bol.com
Many books have been written about how to become a better producer of stuff, how to be more efficient, how to organize your organization, how to motivate staff, or how to enhance your process quality. Or how to manage your cash flow, how to organize your database, and how to optimize your Customer Relation Management. I will not repeat those publications in this book. However we have to realize that we have to get used to the idea that traditional organizations are no longer required to create value. Learning does not have to be done in a school building, manufacturing does not have to be done in a factory, and working is no longer done exclusively in office buildings. Cars no longer need drivers. Moreover, we need fewer cars and other stuff as we swap, rent, lease, or share our goods. Building stuff doesn’t need bricklayers, carpenters, administrators, or bookkeepers. Consumers and organizations no longer need banks, insurance companies, or other financial institutions. Everybody today can be a publisher, a manufacturer, a banker, and so on.
As I mentioned before, in my companies, we no longer employ sales-, marketing-, PR-, reservations- staff and managers. These jobs have been taken over in the form of roles done by the community. To make things work is not always easy, and it is often beyond your span of control. Still, we co-create great, meaningful value every day. We need less cash flow than traditional companies, and throughout our Mesh, less money circulates as we have found a new balance between social- and financial capital to operate.
Having said that, this chapter on the transactional business concepting is one of the shortest of this book. Transaction focus is something from the old days. There is much more going on around the value creation process than just making stuff in the most efficient way. I hope this much is clear. As a result of this, organizations have to learn to interact differently with their stakeholders. Remember: you don’t own them, they are no longer “your clients.” You don’t have a market share. You don’t own the communities around your organization. Rethink your relationship with your stakeholders, otherwise they will work around you. Knowing this, please read the chapters again in which I describe the Social Economic Entities or pop-up organizations. Please do yourself a favor and think in depth about co-creation in the Mesh, value networks, and stakeholder engagement.