...that is if you want to build a company suited inside multi-stakeholder economies.
Moving from one era to the next era is never a clean hand-off. For example, the past few decades still had companies obsessed with elevating pools of professional managers and scale to achieve leadership. Yet the true winners were laser-focused on growing shareholder value by removing non-core, sleepy assets and unlocking hidden value (i.e., defining and empowering core assets).
Multi-stakeholder economics is still emergent and faces many challenges at present but must prevail to sustain the private enterprise's role as the bedrock of society. We see this transition from professional managerial positions to newly defined mission-critical roles inside a company. Leadership inside a corporate might feel like a venture capitalist who looks at 100x-ing an existing product or creating new markets. Or a leader may act like a partner in a professional services firm that mobilizes teams to tackle specific mission-critical challenges.
Workflows of future-proofed firms are moving towards being project-based, design-centric, and focused on the "jobs to be done" for all stakeholders in the company's ecosystem. James Root, Chairman of Bain Futures, does great conceptual work defining the "future-proofed" firm and put it into clear words back in 2017.
My innovation expert partner in Singapore Sebastian Mueller also put it into clear words early this year.
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