Generative Organisations

Progressive management theorists have been talking for years about the shifts in society that will profoundly change the way businesses operate. Those changes have already happened.

Community attitudes that were considered marginal during the 1990′s are now mainstream. ‘Consumers believe that companies are concerned only about profits, do not care about employees, pay CEO’s too much and do not do enough for communities.’ In fact, 79% of Australians believe they can make a difference to the way businesses behave, by refusing to buy products from or work for companies that do the wrong thing.
Eye on Australia Survey – as reported in BRW, May 4-10, 2006

Corporate Social Responsibility (CSR) and Triple Bottom Line (TBL) reporting have been important developments that have already affected many industries and businesses. However the groundswell from these cultural shifts has given rise to a new kind of company that has changed at its core – generative organisations. These are businesses whose CSR and TBL are not bolted on, but instead are part of the internal and external ‘inputs and throughputs’ of business. These have become businesses that are driven by ‘doing good’ and whose operations are shaped by ‘being good’. Generative organisations are about synthesis and worth translating to each and every stakeholder, and even the bottom line.

There are two dimensions to a generative organisation. Firstly it is generative because it energises the people involved in it . It provides a healthy environment where people are able to contribute out of their core competencies with people who treat each other with respect and fairness. It is a place where people are doing more than just a job that they bare, only so they can do their real living elsewhere. It is a context for living at its peak. It is what we call a vocational community.

The second dimension to a generative organisation is within the context of the marketplace and the community. That is its products and services are designed and its people are enabled to meet real needs and contribute genuine value.

There have always been generative organisations to some extent. However, what will change is the place of business in this current industrial revolution where people and the environment are being understood (economically) correctly as ‘capital’ to be cultivated, rather than human and natural resources to be ‘consumed.’

Ergo exists to cultivate generative organisations – that is organisations that are transformational for the internal and external stakeholders: employees, customers, suppliers, the environment, the community and shareholders.

As a consultancy, Ergo harnesses our people’s experience and competence in concert with specialised tools to work with organisations to: assess their generativity, build generative capacity, cultivate transformational leadership and develop generative products and services.

Engagements of this type, always involve a deep consultative process using conversations with teams and leadership groups. Strategies to increase generativity are formulated through workshops with all stakeholders and are followed through with coaching and resourcing as needed.