Over the last decades, information technology has revolutionised the way people communicate and interact, creating a New Economy. The Internet has made information widely available and accessible to everyone, empowering curiosity and influence. Now, curious minds can be limitless and free, regardless of their origin, age or gender. However, organisational models have largely stayed the same.
This New Economy has brought the need to tap people’s curiosity, quest for knowledge and understanding in order to develop a sustainable society. Knowing that organisations are at the core of our society, the creation of a transparent, accessible, dynamic and meritocratic organisation model can generate sustainable organisations and, as a result, a sustainable society.
The Sustainable Organisation Model
The following diagram illustrates the Sustainable Organisation Model. On the left, the four pillars that characterise the model from the Old Economy; in the middle, the 16 drivers of change towards sustainability; on the right, the four pillars that characterise the Sustainable Organisation – deeply enrooted in cooperation, recognition, meritocracy and fair rewards to attain full sustainability.
To instil evolution – or revolution, depending on the organisation – from a typical to a sustainable organisation, these 16 drivers are the essential tools of change. All of them can, and must, be monitored through specific Key Performance Indicators (KPI).
First of all, Trust. This is an essential driver in the creation of a sustainable organisation, as SAS Institute and Google has demonstrated so well. When associated with merit, transparency and accountability, trust creates fairness and develops meritocratic cultures further. Similarly to what happens in any human relation, trust comes first as a driver for engagement, commitment, belief and vision. We have found the SAS Institute to come as a recognised beacon when it comes to demonstrating the power of trust and people in the development of the organisation. Read more about Sustainable Organisation Model …