What we can be | Julian Stdd learning blog

It is certainly true that many things are by train Social ageto the inheritance of the pandemic on our structures of power and control, until the radical disruption of AI GenerativeAll pushes us to become something new.

But what we become will be moderate in different ways: partly judged by market forces, seeing how we lose, partly by innovation and competitive advantage, seeing how we have finished and judged partly socially, a judgment on what we become.

The industrial era has rewarded the common characteristics: collectivismSystem and process of efficiency, replicability and scale and globalization. Social age will reward part of this, but moreover other factors, such as the goal that our organizations serve in society.

This seems dangerously vulnerable, because it relates to the question of what our organizations are, for what purpose they serve.

For a long time, organizations acted within (or on) society as their own value arbitrators – they “are”. But the scale and size of our transnationals have distorted the landscape. In places, the imprint of our organizations dominates our geographically local communities and dominates our cultural landscapes worldwide. But this happened without authorization.

We may have to ask not just what we want our organizations to realize, but also how we want them to calibrate their behavior (unless we only think market forces do this calibration).

So not the “success at all costs”, with this cost often imposed on individuals and companies, but rather on “success at the right cost”, where this cost is at least partially negotiated and agreed in advance.

This would contain our organizations – in particular their leadership – responsible not only for objective and profit, but also for impact, and in particular the local impact.

We operate on a global scale today with a relative impunity, capable of surfing between labor markets and regulatory environments, but when things change, it has a disproportionate impact by the “local”, with gains made as a nod to this impact. But what happens if we demand more: a more quantified and longer term investment in infrastructure and social good? The community as an audience or accounting.

The generative AI changes the way our organizations develop and evolve: where historically “larger” meant greater staff and imprints, our organizations can today be financially important, but small in terms of striking, and this even removes the most basic element of the “local”, where pay checks and tax lands locally. Most likely, we will need new fair and creative ways to take this into account, without killing the growth and progress we are looking for.

Left without hindrance, we have created growth of the planetary scale with costs strongly imposed on our natural resources, our local communities and our individual well-being. While we reclaim and reinvent our structures of innovation, growth and scale, we may want to recalibrate the referees and moderators of value and success.