Het antwoord op het waarom van de Social Enterprise:
*[...] leaders have realized they need to shape highly creative, agile, and flexible organizations. To achieve real-time strategic responsiveness, organizations need to push responsibilities “down and out” to the periphery, to those who are closer to the dynamics of the market. With responsibility goes accountability. Therefore, in this world of constant flux, virtually every employee must become an empowered leader who can act successfully in the logic of network relationships, which have become so typical for today’s value creation processes. This requires a more “horizontal” leadership culture which fosters cross-boundary dialogue, participation, and collaboration among internal and external stakeholders. It is obvious that the traditional management model of the 20th century, with its emphasis on linear processes and vertical command and control, is ill fitted to meet these challenges; it tends to create silos, slack, and bureaucracy.*
En op het waarom van Harmonics:
"The double impact of social technologies on organizations – as drivers of change as well as the solution to some of those very change imperatives – makes them key levers for the much needed transformation of our outdated management and leadership models."