Today, I had an enlightening conversation with my good friend and Chair of the Advisory Board, Henk Koopmans, that reshaped my perspective on organizational collaboration.
We discussed months ago how organizations’ traditional hierarchical and legal frameworks often hinder true innovation and shared responsibility. This realization led me to develop the Consent-Driven Organizational Model, centered around a concept I called Consentricity. The model incorporates a central roundtable of stakeholders functioning as an advisory board to the executive leadership team.
However, a significant challenge arises: the current legal framework doesn’t accommodate such a stakeholder advisory board, and worse, it could deem stakeholders liable. So, how do we address this challenge?
The Challenge
In typical corporate structures, decision-making is often concentrated within executive boards legally responsible for the outcomes. This legal framework can create barriers to inclusive, open dialogue among diverse stakeholders. The challenge, then, is how to organize these “roundtables” so that stakeholders can freely contribute ideas without the burden of legal accountability.
A New Approach
Imagine a network where stakeholders—from businesses, communities, educational institutions, and even governments—come together voluntarily to offer advice and insights to drive positive change. These so-called Shared Value Networks would operate outside traditional legal frameworks, focusing instead on relationship-building and collective impact. The idea is to create a space where stakeholders can represent their unique perspectives and collaborate on solutions prioritizing impact over legal formalities.
Beyond Value Chains
Unlike traditional value chains prioritizing economic gain, Shared Value Networks (SVNs) focus on maximizing impact and minimizing adverse effects. They are dynamic, flexible, and adaptive, capable of representing various interests such as community benefits, environmental sustainability, or educational advancement. Participants can belong to multiple SVNs, each aligned with different goals, thus creating a web of interconnected impact-driven initiatives.
The Vision
These networks form a “constellation of networks,” where each node, or Value Actor, is a part of a larger ecosystem striving for shared value. This approach is cross-company, encouraging holistic systems thinking. It moves from linear processes towards cyclical, adaptive collaboration, focusing on shared value creation. We argue that SVNs offer benefits similar to those of a stakeholder advisory board without putting people at risk of liability. So, instead of introducing a new body at the core of the existing organizational structure, we propose to build stakeholder engagement platforms at the company’s edge. Here, we collaborate with other Value Actors, essentially becoming Shared Value Actors, to increase our impact.
This approach extends beyond the organization’s boundaries, fostering collaboration and shared value creation without challenging the existing legal framework. It’s about strategically positioning the company alongside others in a shared effort to amplify impact.
We’ve created an image to explain the difference between the original and the updated concept:
Defining Impact: The Foundation of Purpose
Every organization must address the critical question: What impact do we want to increase or prevent?
This is not a one-time discussion but an ongoing, evolving conversation that includes all voices within the organization and beyond, making each participant feel involved and valued. It requires honesty, openness, and a willingness to challenge assumptions.
Who Do We Want to Be?
This question drives the essence of an organization’s identity and purpose. It’s about more than just the products or services we offer; it’s about the organization’s character and ethos. Do we want to be seen as sustainability leaders, innovation champions, or community welfare guardians? This vision should guide all strategic decisions and align with the impact we aim to create. Defining who we want to be helps establish a clear and consistent narrative that resonates with stakeholders and guides organizational behavior.How Do We Want to Be Seen?
This goes beyond branding or reputation management. It’s about defining the legacy and narrative we want to create. Are we known as innovators, champions of sustainability, protectors of communities, or drivers of equitable growth? Our desired impact should shape how others perceive us and talk about us.Who Do We Care For?
Understanding who we serve is fundamental. These aren’t just customers or clients, employees, partners, communities, and the environment. This broader stakeholder approach aligns with the principles of systems thinking, emphasizing that every action has a ripple effect. Knowing who we care for helps us prioritize our efforts and resources effectively.What Can We Do For Them?
Identifying actionable ways to support and uplift our stakeholders is where impact becomes tangible. Whether through innovative products, sustainable practices, equitable partnerships, or community engagement, every organization needs a clear action roadmap that drives the desired impact.
The Role of an Impact Coordinator
Once the impact goals are clear, the next step is appointing an Impact Coordinator—a dedicated role focusing on building and nurturing the networks necessary to achieve these goals (Impact Coordinator = Value Network Architect, Impact Engagement Director, or Sustainable Impact Liaison).
Mapping the Stakeholder Landscape: The Impact Coordinator explores who we need to talk to, identifying stakeholders that share our values and vision. This could include other businesses, NGOs, community leaders, or policymakers.
Facilitating the Conversation: The Coordinator initiates and sustains dialogue. This involves creating open channels for communication where ideas can be exchanged freely, and partnerships can be forged based on shared beliefs and mutual benefits.
Aligning Values and Actions: These networks are primarily relational and built on shared values. The Coordinator ensures that every stakeholder understands and is aligned with the impact goals, fostering a shared purpose.
Building Networks
This approach shifts the focus from linear supply chains to a Network of Shared Value Actors—people and organizations that share a commitment to the impact we want to achieve. It’s not about managing resources or optimizing logistics; it’s about cultivating relationships that amplify our collective ability to make a difference.
- Shared Beliefs as the Unifying Force: The strength of these networks lies in a shared belief system. Whether it’s a commitment to sustainability, a passion for innovation, or a dedication to social justice, these shared values become the glue that holds the network together, fostering collaboration and unity.
- Amplifying Positive Impact, Mitigating Negative Effects: The network’s primary function is to enhance positive outcomes and prevent negative ones. It acts as a safeguard against adverse effects and a multiplier for good.
- Cultural Convergence: As organizations start to participate in these Shared Value Networks, a unique dynamic emerges where the cultures of the participating organizations—what we refer to as Value Actors—begin to mix and influence each other. This blending of cultures can foster new synergies, drive collective learning, and create a shared sense of identity that transcends individual organizational boundaries.
The Path Forward
Organizations must maintain an all-inclusive, open, and honest conversation about impact to build these networks effectively. This is not just the job of the Impact Coordinator but a collective responsibility. It requires a culture that values transparency, continuous learning, and adaptability.
By focusing on shared value networks, we can redefine how organizations interact with the world, creating ecosystems that are resilient, adaptive, and deeply aligned with the purpose and impact they seek to achieve.
Next Steps
- Conceptual Development: Further develop this idea into a clear framework that others can adopt and apply. Understanding the operational and legal boundaries will be crucial.
- Pilot Projects: Test the concept with small-scale projects to refine and validate the approach. Real-world applications will help identify challenges and opportunities.
- Stakeholder Engagement: Early involvement of potential stakeholders will be key to gaining feedback and building momentum. It’s about co-creating the future of these networks together.
- Storytelling and Communication: Use storytelling to convey the potential and benefits of Shared Value Networks. Inspiring others to join this movement will be critical to its success.
As we continue to explore and refine this concept, the goal remains clear: to foster collaboration that transcends traditional boundaries and drives true, sustainable impact.
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