Prediction: Metrics that evaluate how organizations balance profit with purpose will gain influence

Posted by Peter DeBellis, Christina Rasieleski, and Geetika Dang on December 3, 2019.

Over the past few years, we’ve talked about the rise of the social enterprise—an organization that combines a focus on revenue growth and profit-making with the need to respect and support its environment and stakeholders. This is no longer a matter of choosing one or the other, but rather of balancing both. Progressively sophisticated and vocal stakeholder groups (e.g., customers, employees, communities, investors) continue to drive this change, rewarding organizations that choose to move beyond mission statements and generic community involvement efforts, learning to lead as a social enterprise, and reinventing themselves around a human focus—both internally and externally. Some subsets of these groups are even organizing coalitions to address major social and environmental issues like wealth inequality, climate change, affordable housing, discrimination, and privacy breaches.
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The Adaptable Organization Series

Part 5: The Ecosystem

Posted by Don Miller and Tiffany McDowell on September 6, 2019.

Through our past four blog posts on the Adaptable Organization (The Individual, The Leader, The Team, and The Organization), we explored ways companies can successfully align their organizational structure, team environment, and leadership to bring out the best in its individuals. However, all these efforts can fall short if the organization does not fully study the ecosystem it exists in.
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How purpose became the new “it” term and let companies off the hook in the process

Posted by Erica Volini on April 25, 2019.

Let me get this out of the way…purpose in organizations is important. In fact, some would argue that over the past few years, it’s become paramount and on par with the need to deliver profits. And organizations that have embraced this view have proven that it doesn’t have to be one or the other, but that both are possible with the right focus, brand, and leadership. But that’s not what I’m writing about. Because the issue I see is not whether purpose is relevant, it’s whether purpose has inadvertently made the other aspects of what matters in the workplace irrelevant.

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Evolving leadership in the social enterprise

Developing social entrepreneurs

Posted by Stacey Philpot on March 13, 2019.

The relationship of the organization to its communities has moved beyond a social responsibility program or a marketing initiative to become a CEO-level business strategy—defining the organization’s very identity. We characterize this shift as the rise of the social enterprise about which we have published a comprehensive discussion in the 2018 Deloitte Global Human Capital Trends report. The social enterprise is a product of the impact of technology and evolving talent models that are leading companies to redesign their workplaces, their workforces, and work itself. The social enterprise requires leaders who can manage the daily needs of the organization while recognizing and embracing change. These women and men need to become, in short, social entrepreneurs. An important element of this new leadership is understanding the role of succession planning as an integral component of the workforce of the future.

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Live long and prosper?

Sure, but first we need to reinvent 21st-century careers for century-long lives


Posted by Jeff Schwartz, David Mallon, on February 8, 2019.

Of all the trends and topics we talk with organizations about, there’s one that consistently causes an almost visceral response: careers. The way careers are changing, the evolving relationship between workers and employers, and what it even means to have a career today are causing people a lot of anxiety, both in the business context of managing a workforce and personally, as individuals managing their own work life. Is all the angst warranted? There’s no doubt careers have changed and will keep changing, and with change comes uneasiness. But there’s also great opportunity for reimagining and reinventing rewarding careers.

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The rise of the social enterprise: Now it’s personal


Posted by Jeff Schwartz and David Mallon on January 29, 2019.

It’s impossible to be a social enterprise—a company that serves both a social and business purpose—without respecting the newfound power of the individual. Individuals are one of the three key macro forces driving the rise of the social enterprise, alongside expectations that businesses will step in to lead on society’s biggest issues and the impact of rapid technological change. From social media likes to in-person protests and everything in between, the individuals that make up today’s workforce wield more power and influence than ever before. Stopping this movement is not an option, so organizations should consider joining it.

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Notes from Nudgeapalooza: Behavior Change for Good

Posted by Melissa Cavanaugh on December 17, 2018.

Capital H’s first dispatch from Nudgeapalooza looked at the ways in which behavioral nudges can make a difference in influencing consumers, employees, and citizens—and where their impact might fall short. In the second keynote of the day, Katherine L. Milkman, professor at The Wharton School of the University of Pennsylvania, illuminated how her research is testing various ways to help people make positive choices and make them stick.

Milkman’s research focuses on the ways in which interventions can create lasting change in individuals’ behavior around health, financial wellbeing, and education. But the findings also have implications for organizations that hope to encourage particular behaviors in their workforce.

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Notes from Nudgeapalooza: Are nudges enough?

Have you ever seen your retirement savings rate increase without actively making that choice? Have you chosen a salad at a restaurant after seeing the calorie count for the cheeseburger? Have you decreased your energy use at home after getting a letter about how much your neighbors use? If so—you’ve been nudged.
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