The Fruitless Pursuit of Organizational Self-Interest
Are you only seeing yourself?
I am amazed at the ingenuity of companies borne from the vision of a shared economy. Homes, cars, clothes, specialized equipment, bicycles and toys are just a few of the possessions that have morphed from sole ownership to group use. In the recent past, it was unthinkable for us to share our homes with strangers who were just ‘travelling through’.
Just a decade ago, Microsoft’s proprietary encyclopedic platform called “Encarta” tanked, superseded by the open-sourced Wikipedia (tagline free encyclopedia). My family members would make fun of me when I quoted my source as Wikipedia (others also thought to make fun, see here ). Now it is a respected resource on the web.
Open source has won out and collaboration is the preferred business model. Are we learning from this?
Organizations benefit from participating in a shared economy. A true approach would not be the result of the latest round of downsizing, or mergers….cost saving measures that don’t speak to an organic strategy. The culture that spawns innovation is different.
Organizations need to begin to think about their success in terms of others’ successes.
About a year ago, I was invited to a “Bring Your Parents To Work Day” at Amazon, and was treated to a day-long experience of multiple educational workshops in which representatives of various divisions shared the mission and passion of Amazon. Among other ideas, what sticks with me is how open the company is to collaboration with their customers and even with their competitors.
For sure, companies and organizations need to perpetuate themselves, but even Amazon’s Founder and CEO, Jeff Bezos said “One day Amazon will fail” however employees need to postpone that eventuality by “obsessing over customers” and not worrying about its own survival: “If we start to focus on ourselves, instead of focusing on our customers, that will be the beginning of the end…..we have to try and delay that day for as long as possible.”
Even Apple has ventured into these waters. CEO Tim Cook speaks about the key traits of employees who are oriented to collaboration and not attached to personal recognition. (For sure, there is still a long way to go, even there).
I would love to see more examples in the Jewish community of true collaborative models. Often, there is a tendency to put up even more barriers, in an attempt to save whatever constituencies there are from falling away. I often have a hard time making distinctions between the nuanced missions of organizations who seem to have similar goals.
It just makes sense, in an era of diminishing resources, to be nimble and humble enough to actively seek partnerships. The willingness to share derives from an organizational culture that supports it, not as puffy words in a mission statement, but as a core part of the organization’s strategy and direction. Not simply as a survival mechanism, but because working together ultimately makes the most sense. Rather than duplicating resources, organizations can exponentially expand their reach if they buddy-up.
This take more up-front work, more of a focus on long term vision than short terms gains. This concept is already noted in our tradition:
“One time I was walking along the path, and I saw a young boy sitting at the crossroads. And I said to him: On which path shall we we walk in order to get to the city? He said to me: ‘This path is short and long, and that path is long and short.” Talmud Eruvin 53b
Meaning, sometimes the most expedient way takes more up front time and effort. Ultimately, the choice is ours.
Do we want to take shortcuts that might put the goal even further away? Do we focus on the here an now, the short-term results and worry about the consequences later? Do we busy ourselves with the everyday so we can’t focus on strategies that make sense for the long-term?
We need to take the longer road, but doing that takes patience and commitment. It also assures us that we will arrive where we want to and be successful once we get there.