“Insurgents accomplish their goals by identifying like-minded allies in key functional positions and persuading them that it is in their own interest to take action by demonstrating the value in sustainability,” says Unruh.
The key ingredient is “social intelligence.” Social intelligence involves the embedding of social and environmental responsibility into every level of decision-making. And it can be a valuable corporate asset. For example, “knowledge of the Millennial Generation’s greater expectations about social responsibility can be key in attracting, motivating and retaining the next generation of employees. Understanding activist and shareholder demands for transparency in political contributions can avoid damaging revelations about your company’s lobbying policies.”
What a great articulation of the value of social intrapraneurship.
The proposition that I’m least convinced of in this article is the idea that “once line managers know the personal and business value” then change and implementation will happen quickly. The questions for me are:
- How much value needs to be demonstrated? 20% more? 10%? Measured in what way?
- What leading indicators of line manager capacity and interest are there to understand when execution will happen, and when it will get stalled/hung-up?
- What if the new business practice is an innovation that the line manager either will mess up in the implementation (i.e. not achieve social or business value) or not be able to get started because it requires skills or ways of thinking outside of his/her capabilities?
Also, if you’re interested in this stuff, check out EWB’s intrapraneurship fellowship: http://pivot.ewb.ca