January 2014 Archives

Here's an interesting classification or segmentation of change makers (from Deloitte) along with some advice on how to make a difference via collaboration >>

Steady Supplier: Combine your contextual knowledge with the Public Value Innovators to create new value

Multirational Multinational: Engage with Citizen Changemakers to gain local insights and ideas

Investors: Connect Wavemakers to amplify impact

Public Value Innovator: Leverage the reach of the Multinationals to reach more communities

Citizen Changemaker: provide feedback to all in order to get to root issues

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MIT Sloan

This is going to be a central theme in business going forward: what is our purpose?

Here’s William Cohen talking about Peter Drucker’s perspective:

“…until Drucker came along most everyone believed the basic “fact” that the purpose of a business was to make money. That is, to make a profit. This belief leads to a corollary, another myth, believed by all—that is, that the goal of any business is profit maximization. Another words, whatever your business, your goal should be to make as much profit as possible. If you accept making a profit as a business’s purpose, the second part just follows naturally. This might even seem worthy to many. To quote Michael Douglas’s famous (or infamous) statement in his role as Gordon Gekko in the 1987 movieWall Street: “Greed is good.” Even today many “know” greed, or profit maximization to be the correct prescription for business success, even if it is amoral or shouldn’t be “good” from a moral perspective. Not so fast, Gordon. As Drucker so often said, whatever everyone knows is usually wrong, Hollywood films not excepted. Drucker told us first that profit is not the purpose of business and that the concept of profit maximization is not only meaningless, but dangerous.”

Now Ratan Tata and gang (myself included) have a similar message

The problem with industrial capitalism today is not the profit motive; the problem is how the profit motive is usually framed. There is a persistent myth in the contemporary business world that the ultimate purpose of a business is to maximize profit for the company’s investors. However, the maximization of profit is not a purpose; instead, it is an outcome. We argue that the best way to maximize profits over the long term is to not make them the primary goal.

So what is to be done?  

What is your company doing to create purpose beyond profits? The future of our planet depends on your answer.

Read: Why Making Money is Not Enough

Ever wondered what makes a video go viral?  

In an age when far too many folks are spending their time at work watching cat videos on YouTube, the research is giving us some insights into what we suspected all along: emotions trump everything.  Positive or negative, doesn’t matter. The emotional nature of the content spreads virally, infecting viewers with “emotional contagion.”

Of course there are cultural issues as well. Here’s an example of an ad that went viral in India:

There are several societal norms challenged in the video. The ad celebrates the second marriage of a woman and includes her daughter. And secondly, the woman is dark-skinned. In a society obsessed with fair complexion, the ad breaks an unwritten rule of Indian advertising. The emotional impact of the ad made it a viral hit, with politicians, citizens, and film stars talking it up on their social media accounts.

Arun Iyer, the creative director, says: “This is the thinking that most progressive people have. They may not be going through the same thing in their life, but the ad makes a bold, progressive, statement and people like to be associated with brands that make such statements.”

The company behind the ad is Tanishq, the largest retail jewelry brand (part of the forward-thinking TATA Group) in India with over 156 stores in 86 cities.

In the US, and specifically in Texas, we have slightly different reasons for emotional contagion: toilet humor.

About this Archive

This page is an archive of entries from January 2014 listed from newest to oldest.

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