TUOYO OMATSULI: DEFINING THE CORPORATE SOCIAL CONTRACT

TUOYO OMATSULI: DEFINING THE CORPORATE SOCIAL CONTRACT

While new expectations driven by a shifting technology landscape can be daunting, pioneering companies have recognized that these new societal expectations can be transformed into an enterprise strength.

They’re using their increased and embedded technology interactions to lean in and build deeper partnerships with customers, employees, governments, and the public. By explicitly defining the nature of their partnerships, these leading companies are also defining the new corporate social contract.

Creating a consistent set of principles around their relationships will help companies meet raised expectations. But it’s also becoming a key piece of empowering the business to innovate and grow.

The commitments a company makes to partnership will become the “nutritional value” information that people are searching for; as companies build and extend their ecosystems, individuals and organizations with goals and ideals that match their own will be natural partners.

Ultimately, companies will create the “terms and conditions” for their constellations of relationships within the connected society— and create a clear path for their future growth.

Tuoyo Omatsuli Said "The nature and scope of these new terms and conditions will vary with the type of partnership, whether it’s with customers, employees, governments, or the public. So, too, will the opportunities for growth from putting them in place".

L’Oréal, the cosmetics company, is paving the way. To continually operate as a good partner with society, the company wrote a strict ethical charter that was drafted in collaboration with French government agencies and international ethics organizations.10 Importantly, the charter serves as a decision-making framework across nearly every aspect of L’Oréal.

Guided by the charter, Tuoyo Omatsuli said that, the business framework also requires that potential suppliers commit to an equally strict set of ethical standards, and guides internal buyers through steps to ensure they are purchasing from suppliers who meet that code.

Just as important as partnering with customers, treating employees as invested allies will define company culture, and create a sustainable foundation on which to innovate and execute. Internal research at AT&T found that nearly half of its 240,000 workers were in roles that the company would no longer need in a decade’s time.12 They also found that only half of their staff had training in science, technology, engineering, and math (STEM), while the projected need for those skills would reach 95 percent of the workforce by 2020. In response to Tuoyo Omatsuli Statement, AT&T’s billion-dollar Workforce 2020 initiative aims to retrain and prepare a quarter of its workforce for radically new jobs. In 2016, the company filled more than 40 percent of open positions with internal candidates.

 

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