<?xml version="1.0" encoding="utf-8" standalone="yes"?><rss version="2.0" xmlns:atom="http://www.w3.org/2005/Atom" xmlns:content="http://purl.org/rss/1.0/modules/content/"><channel><title>Emergence on Philip Sheldrake</title><link>https://philipsheldrake.com/tags/emergence/</link><description>Recent content in Emergence on Philip Sheldrake</description><generator>Hugo</generator><language>en-gb</language><lastBuildDate>Fri, 15 May 2015 00:00:00 +0000</lastBuildDate><atom:link href="https://philipsheldrake.com/tags/emergence/index.xml" rel="self" type="application/rss+xml"/><item><title>Talking garbage and the purpose of business</title><link>https://philipsheldrake.com/2015/05/talking-garbage-and-the-purpose-of-business/</link><pubDate>Fri, 15 May 2015 00:00:00 +0000</pubDate><guid>https://philipsheldrake.com/2015/05/talking-garbage-and-the-purpose-of-business/</guid><description>&lt;p>&lt;img alt="garbage" loading="lazy" src="https://philipsheldrake.com/images/garbage_can.jpg">&lt;/p>
&lt;p>The third in a series on the topic of the purpose of business. Follows:&lt;/p>
&lt;ol>
&lt;li>&lt;a href="https://philipsheldrake.com/wp/2015/04/what-exactly-is-the-purpose-of-business-an-answer-post-drucker/">What, exactly, is the purpose of business? An answer post-Drucker&lt;/a>
&lt;/li>
&lt;li>&lt;a href="https://philipsheldrake.com/wp/2015/05/debating-the-purpose-of-business/">Debating the purpose of business&lt;/a>
&lt;/li>
&lt;/ol>
&lt;hr>
&lt;p>Business exists to establish and drive mutual value creation. &lt;a href="http://www.stevedenning.com/" class="external-link" target="_blank" rel="noopener noreferrer">Steve Denning&lt;/a>
challenged this statement, preferring Drucker&amp;rsquo;s assertion that the purpose of business is to create and keep a customer. I responded, and he has challenged my response:&lt;/p>
&lt;blockquote>
&lt;p>we may be talking about different things: theoretical purpose of a firm and how to run it&lt;/p>
&lt;p>&amp;ldquo;satisfying all the stakeholders&amp;rdquo; isn&amp;rsquo;t a viable heuristic to run a firm. See &lt;a href="https://hbr.org/2013/06/making-management-as-simple-as" class="external-link" target="_blank" rel="noopener noreferrer">&lt;em>Making Management as Simple as Frisbee&lt;/em>&lt;/a>
&lt;/p>
&lt;p>“satisfying all the stakeholders” was tried in mid20thC. It led to Garbage Can firms.&lt;/p>&lt;/blockquote>
&lt;p>[&lt;a href="https://twitter.com/stevedenning/status/597361384758841344" class="external-link" target="_blank" rel="noopener noreferrer">tweet&lt;/a>
 &lt;a href="https://twitter.com/stevedenning/status/597362842900267008" class="external-link" target="_blank" rel="noopener noreferrer">tweet&lt;/a>
&lt;a href="https://twitter.com/stevedenning/status/597385555282939904" class="external-link" target="_blank" rel="noopener noreferrer">tweet&lt;/a>
]&lt;/p>
&lt;h3 id="garbage">Garbage&lt;/h3>
&lt;p>Steve refers to &amp;ldquo;garbage can firms&amp;rdquo; in his Forbes article, &lt;a href="http://www.forbes.com/sites/stevedenning/2012/08/29/is-the-hegemony-of-shareholder-value-finally-ending/" class="external-link" target="_blank" rel="noopener noreferrer">&lt;em>Is The Tyranny Of Shareholder Value Finally Ending?&lt;/em>&lt;/a>
, an eloquent take down of prioritizing the pursuit of shareholder value. When it comes to garbage it quotes a trio of academics – &lt;a href="http://www.jstor.org/discover/10.2307/2392088?uid=3738032&amp;amp;uid=2&amp;amp;uid=4&amp;amp;sid=21106376261501" class="external-link" target="_blank" rel="noopener noreferrer">Cohen, March and Olsen&lt;/a>
– who in 1972 explained:&lt;/p></description></item><item><title>The Future of Organization – a video presentation on the major themes and some new provocations</title><link>https://philipsheldrake.com/2014/05/future-organization-video-presentation-major-themes-new-provocations/</link><pubDate>Fri, 23 May 2014 00:00:00 +0000</pubDate><guid>https://philipsheldrake.com/2014/05/future-organization-video-presentation-major-themes-new-provocations/</guid><description>&lt;p>&lt;img alt="Office building in New York" loading="lazy" src="https://philipsheldrake.com/images/office_building_newyork.jpg">&lt;/p>
&lt;p>There&amp;rsquo;s a lot to think about when it comes to the future of organization, and plenty to be optimistic about. Saying that, like any and all topics worth grappling with, it takes a bit of time to get up to speed on the depth and breadth of things. As a member of the &lt;a href="http://www.futureofwork.co/post/79984106877/future-of-work-advisory-council" class="external-link" target="_blank" rel="noopener noreferrer">advisory council&lt;/a>
for the &lt;a href="http://futureofwork.co/" class="external-link" target="_blank" rel="noopener noreferrer">Future of Work&lt;/a>
community, and part of the steering group for &lt;a href="http://theresponsiveorg.com" class="external-link" target="_blank" rel="noopener noreferrer">The Responsive Organization&lt;/a>
community, I know I&amp;rsquo;m not the only one looking to communicate these ideas effectively.&lt;/p>
&lt;p>&lt;a href="http://twitter.com/mgrafham" class="external-link" target="_blank" rel="noopener noreferrer">Mike Grafham&lt;/a>
and I talked about compiling a three-minute explanatory video, and I failed woefully at such brevity. This 42-minute video presentation aims to provide a relatively speedy immersion in some of the main themes, spanning human rights, complexity science, the death of heuristics, the six influence flows, personal knowledge mastery, social physics, trust, the digital nervous system, Web 3.0, performance and learning, public relations, collective intelligence, sociocracy, Holacracy, podularity, wirearchy, emergent civilzation, self-organization, organized self, socioveillance, the middleware corporate, Bread incorporated, distributed autonomous corporates, and the Mozilla manifesto.&lt;/p>
&lt;p>[embed width=&amp;ldquo;960&amp;rdquo;]http://www.vimeo.com/96201589[/embed]&lt;/p></description></item></channel></rss>