By Jesus P. Estanislao
A few select teams from within the enterprise may focus on internal process “skunk works,” by which out-of-the-box solutions can be thrown at “business-as-usual” problems and challenges. Most other teams may be called upon to focus only on one priority in the enterprise’s transformation road map; they would then be encouraged to volunteer to share their own experiences through undertaking outreach initiatives to their respective families, and even in the immediate vicinity where their families live.
A few other select teams—outside of those focused on core process “skunk works”—may also be oriented towards the enterprise’s broad interest in leaving a positive socio-economic impact on the wider area, region, or even on the entire nation (depending on the scale of the enterprise’s operations). In undertaking this outreach initiative for broader socio-economic impact, the enterprise may well consider the following governance orientation:
- The socio-economic impact on any given area does vary widely from one area to another. Given the many common challenges of many areas of our country, however, the common strategic outcomes from governance outreach initiatives would revolve around the following oft-repeated priority areas: “Food, education, health, housing, environmental protection and improvement of environmental quality, respect for and further enrichment of local culture.” Very broad guidelines from the very top of the national leadership have already been given in this regard; it is up to each local area to specify concrete governance activities by which these guidelines can be followed.
- The enterprise and its few select volunteer teams that would take on governance outreach initiatives for wider area development should be very clear about their role: They play second fiddle; they facilitate; they share their experience; and they help ensure that genuine outcomes (not just mere activities) are delivered. This means having to work with other teams and outside groups that can take on the primary role; more often than not, these other teams and groups come from civil society organizations and local government units from within the area.
- Where the enterprise’s select volunteer teams can make a substantive and probably significant difference is in the sharing of the governance lessons they have learned from acting as the ultimate delivery units of performance within the enterprise. Chief among these lessons are those drawn from the observance of team work and solidarity within teams and between different working teams. The challenge in sharing these lessons stems from the lack of a common governance culture among these outside groups for area development. This challenge needs to be faced head on, and there are many different creative ways by which to do so. These many ways may need to revolve around a common strategic objective for the area’s development, i.e. the inculcation and nurturing of the spirit of enterprise in putting up and sustaining social enterprises appropriate to the area.
Many different small, working teams moving with autonomy and deep sense of responsibility for the enterprise’s strategic priorities; each of these teams undertaking an outreach initiative to the families of their individual members and to neighbourhood associations, which those families may enliven and develop; a few select teams focused on core process “skunk works,” and a few others of these may be working with outside groups for wider area development: all these would provide the enterprise with many useful lessons (both successes and failures). For any enterprise committed to sustaining a governance and transformation program, it is absolutely necessary to step back, review, and assess what useful lessons can be learned from this manifold and very different experiences in team work and solidarity. It would then keep renewing, updating, and enriching the enterprise’s own governance code for team work and solidarity.
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