The evolution of business administration towards a sustainable corporate governance has been increasingly evident throughout the world and will be even more so in the immediate future. Its importance goes beyond the simple administration of resources.
The first thing that comes to mind when we think of governance is ‘Power.’
All Power, however, is diluted or counter-productive when it is not governed with transparency and moral authority.
It is precisely the need to govern with transparency, integrity, and moral authority that the increasing power of companies such as Google and Facebook could change the course of humanity as we know it and has been evidenced throughout the planet.
It is indisputable that along with power there must also be self-control of this power. And it is here, in the self-control of power, that the problems for the rulers begin.
The causes are obviously multiple, but the two main problems are: 1) The lack of integrity and moral authority; 2) The lack of an organizational structure that not only allows for the self-control of power but also for its development and distribution.
If power is not developed and distributed, it turns against itself and self-destroys.
It is clear that the vast majority of companies have a serious governance problem due to their restrictive structures, precisely because of their lack of transparency, integrity, and moral authority.
Given the increasing complexity of our environment, only an enhancive and tropophilic organizational structure, that is to say, an structure that potentializes the individual and therefore collective capabilities of the company, will allow the success and sustainability of the organization.
The best way to empower individual capabilities in a company is to ensure that each individual is responsible for their work based on the company’s common vision and mission.
The most obvious example of this, literally, is the work done by the formula one teams at the pits. Each individual is the absolute responsible for his work as a function of the common vision, namely, the triumph of their team.
To achieve this teamwork, knowledge and development of the Open Systems Design Principles is fundamental. These principles have been created and developed for more than half a century by social scientists such as Frederick Edmund Emery and his wife Merrelyn. After six decades, the Emerys developed a two-phase process called The Search Conference & Participative Design Workshop that allows any company or organization to develop an enhancive organizational structure that catalyzes individual capabilities creating unprecedented synergies and allowing for optimal governance and efficiency of the company.
When the parts are greater than the whole the result is a restrictive and tropophobic bureaucracy.
When the whole is greater than the sum of its parts, the result is an enhancive, synergic, and tropophilic system.
JC Wandemberg Ph.D.
President & Founder
About the author: Dr. Wandemberg is an international consultant and stocks trader, keynote speaker, published author, professor, and analyst of economic, environmental, social, managerial, marketing, and political issues. For the past 30 years Dr. Wandemberg has collaborated with corporations, communities, and organizations to integrate sustainability through self-transformation processes and Open Systems Design Principles, thus, catalyzing a Culture of Trust, Transparency, and Integrity.