The Living Company Dave Risi Hesham Elkurdy Kailee Stobart Mark Neufeld Nazran Dawn

The Living Company

Dave Risi Hesham Elkurdy Kailee Stobart Mark Neufeld Nazran Dawn

The Living Company MGT 3080 2

Introduction

Conservatism in financing Sensitivity to the world around them Awareness of their identity Tolerance of new ideas Valuing people, Not assets Loosening, Steering, and Control Organizing for learning Shaping the human community

The Living Company MGT 3080 3

Intro. Cont’d

High Corporate Mortality Gap: Avg life span

Max / potential life span Sumitomo & Stora

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Conservatism of Finance

Little risk of capital Spare cash in the kitty

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Sensitivity to World Around Them

Adapt to changes Keep attuned to surroundings

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Awareness of Their Identities

Creating a sense of community Employee unification

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Tolerance of new Ideas

The world is always changing You need to change with it New ideas make change possible New ideas come from anywhere and

anyone Having new ideas and being able to

implement them

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Valuing People, Not Assets

The business is only as good as its people Assets help the company survive Assets are not the reason for the company They are only a way to earn a living People are the reason for the company People are not a companies most

important asset

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Loosening Steering and Control When people have new ideas they need

the freedom to follow through with them

People need room to move in new directions

To explore new possibilities This is how business are able to change

and adapt to the changing environment

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Organizing for Learning

Why it is necessary New technologies Market segmentation Competitor advantage

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How does an organization learn?

The members must have and use the ability to move around

Have the potential to invent new behaviours – new skills

Transmitting the skill from the individual to the entire community

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Management development programs

Covers Key Skills Necessary for Success Explore Leadership Institutional Values and Integrity Diversity and Community

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Shaping the Human Community Living community

Managers decide how to position human element in their companies

Pay attention to human development above all other considerations

Wealth based company Trade time and expertise for money Does not inspire people to give their all or to

feel loyalty to the company People work with the idea of eventual exit

Puddle vs. River analogy

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Creating a Community

Shared Values Trust Enter/Exit flow

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Shared Values

Employees know what they value They know it is shared with other

members Pulls together most diverse members of

the company

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Trust Essence of underlying contract is

mutual trust Companies help develop potential Money is not a positive motivator Know community is interested in them

as individuals Employee is interested in the face of the

enterprise

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Entry/Exit Flow

Entry Employees must fit with companies

values Fulfill technical requirements Know they are there to develop

potential, not a life contract

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Entry/Exit Flow cntd

Exit Difference in values Not pulling weight Come to a certain age

Stewardship Pass baton onto someone else as it was

passed to you Legacy at a company depends on how

well you carried your stewardship

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Conclusion Conservatism of Finance Sensitivity to World Around Them Awareness of Their Identities Tolerance of New Ideas Valuing People Not Assets Loosing Steering and Control Organizing For Learning Shaping The Human Community

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Question ?

Thank you