From the innovation economy to the transparent economy. Organizational counterculture as a driver of business effectiveness
DOI:
https://doi.org/10.31637/epsir-2024-1818Keywords:
counterculture, transparent economy, reinvention of strategy, benefits and results, innovation, human motivations, leadership, resultsAbstract
Introduction: Humanity faces unexpected events, from geopolitical conflicts to a lack of leadership in organisations. This highlights the need to develop new strategic models that address current and future challenges. Methodology: The research reviews business leaders' perspectives on strategy and innovation, noting that, although they are seen as critical, many managers do not feel empowered to implement them effectively. It examines the importance of creating an organisational culture that values value creation and not just short-term efficiency. Results: The study identifies that isolated management plans may enable a company to survive, but do not foster sustainable growth. The lack of a holistic approach in organisational culture limits the capacity for innovation. Discussion: ‘Counterculture’ emerges as a key element for this new strategic model. This counter-culture places talented individuals, with strong values, creativity and innovation, at the centre of organisations, driving the adoption of new technologies and the focus on social outcomes. Conclusions: The proposed model, based on a renewed organisational culture and the ‘transparent economy’, fosters innovation and social value creation, transforming business strategy.
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