Can you figure out what you believe, as if you were an owner?
Can you act on those beliefs?
Do you act in a way that adds value to someone else: a customer, a client, a colleague, or a community? Do you take responsibility for the positive and negative impact of your actions on others?
These elements are not a function of your formal position in an organization. They are not a function of title, power, or wealth, although these factors can certainly be helpful in enabling you to act like an owner. These elements are about what you do. They are about taking ownership of your convictions, actions, and impact on others. In my experience, great organizations are made up of executives who focus specifically on these elements and work to empower their employees to think and act in this way.
Source: What You're Really Meant To Do, 2013, p. 22-23
Neuromancer (1984)
Context: Wintermute was hive mind, decision maker, effecting change in the world outside. Neuromancer was personality. Neuromancer was immortality. Marie-France must have built something into Wintermute, the compulsion that had driven the thing to free itself, to unite with Neuromancer.
Ackoff’s (1994) The Democratic Corporation: A Radical Prescription for Recreating Corporate America and Rediscovering Success. p. 117 cited in: Stuart A. Umpleby and Eric B. Dent. (1999) "The Origins and Purposes of Several Traditions. in Systems Theory and Cybernetics". in Cybernetics and Systems: An International Journal, Vol 30. pp. 79-103.
1990s
Michael C. Jensen and William H. Meckling. "Specific and general knowledge and organizational structure." (1992).
Source: Business Leadership in the Large Corporation (1945), p. 24, footnote 20; as cited in: Marco Becht et al. Corporate Governance and Control, 2005. p. 61
Truman Library address (2006)
Context: Governments must be accountable for their actions in the international arena, as well as in the domestic one.
— Today, the actions of one State can often have a decisive effect on the lives of people in other States. So does it not owe some account to those other States and their citizens, as well as to its own? I believe it does.
— As things stand, accountability between States is highly skewed. Poor and weak countries are easily held to account, because they need foreign assistance. But large and powerful States, whose actions have the greatest impact on others, can be constrained only by their own people, working through their domestic institutions.
— That gives the people and institutions of such powerful States a special responsibility to take account of global views and interests, as well as national ones. And today they need to take into account also the views of what, in UN jargon, we call “non-State actors”. I mean commercial corporations, charities and pressure groups, labor unions, philanthropic foundations, universities and think tanks — all the myriad forms in which people come together voluntarily to think about, or try to change, the world.
— None of these should be allowed to substitute itself for the State, or for the democratic process by which citizens choose their Governments and decide policy. But, they all have the capacity to influence political processes, on the international as well as the national level. States that try to ignore this are hiding their heads in the sand.
Escudero, F. [Francis]. (2014, February 18). Retrieved from Official Facebook Page of Francis Escudero https://www.facebook.com/senchizescudero/posts/10152256768810610/
2014, Facebook
Speech to Finchley Conservatives (31 January 1976) http://www.margaretthatcher.org/document/102947
Leader of the Opposition
Source: The Christian Agnostic (1965), p.61, [ellipsis added]
The Problem of Peace (1954)
