Leading the shift from survive to thrive
Redesigning jobs should be viewed not as an end goal, but as a process that enables work itself to be redefined so that the workforce creates new value.
FROM THE DELOITTE CENTER FOR THE EDGE | THIS ARTICLE WAS ORIGINALLY PUBLISHED BY MIT SLOAN MANAGEMENT REVIEW
IN JUST A few short years, the concept of the social enterprise an organization whose mission combines revenue growth and profit-making with the need to respect and support its environment and stakeholder network—has grown from an intriguing new idea into a concrete business reality. BlackRock Chairman and CEO Larry Fink made headlines in 2018 when, in his annual letter to CEOs, he asserted that “society is demanding that companies, both public and private, serve a social purpose.”1 Barely two years later, the Business Roundtable, in a letter initially signed by the CEOs of 181 of the world’s largest companies that has continued to gain signatures since, redefined the purpose of a corporation as serving all stakeholders, not just shareholders.2 And at the 2020 World Economic Forum, purpose and ethics were central themes on the agenda.3 In fact, 50 percent of respondents in this year’s Global Human Capital Trends survey, which polled nearly 9,000 business and HR leaders in 119 countries, categorized their organization’s purpose as broadening extensively to include all stakeholders, including the communities they serve and society at large….