“In an evolution of our founding objectives the Enlightedned Enterprise Academy we will seek to support the rebalancing of society by fostering enlightened approaches to enterprise in all sectors - private, public, and plural - plus greater cooperation and collaboration between all three.
I like that idea of the plural sector / civil society and its importance in terms of checks and balances. It reminds me of the book „Crowdocracy - The End of Politics“ by Alan Watkins & Iman Stratenus, which proposes that government systems are going through a kind of evolution and democracy will not be the end of this process. There will be further stages of evolution which are better suited for the conditions of today‘s complex world with all its messes and wicked problems. One possibility might be „crowdocracy“ a decentral, self-organized way of decision-making like we already see in examples like Wikipedia.
I don't know that book, but it sounds interesting. I will add it to the reading list. I think I understand the concept they are talking about, but not in detail.
I am very pleased that you find the focus inspiring and exciting. I think there are quite a lot of examples in history, and in various parts of the world that we can learn from. But I hope we also inspire new cases.
For me the starting point is to bring representatives of the sectors together to establish a shared narrative about why it is essential we learn to collaborate across the sectors more effectively if we are to address the challenges we face. That will help establish a share understanding and support new ways of behaving / getting things done.
I do know of one recent example of the kind of approach I have in mind that I want to see become a case study. It is a very successful and enduring project, quite large in scale, that became a national reference for Brazil. There is much we can learn from it.
Thank you Paul for this framing. I have worked in the public sector and private sector for decades, individually, but mostly together in a public-private mission orientation. All that work has been in use-inspired basic research and R&D to assess and assist human health and performance in challenging conditions. Volunteer activities in the community had always been compartmentalized from that professional work of mine until 2020.
Since 2020, my experience with value delivery outside of the public and private sectors increasingly has dominated my systems thinking and action. That work has focused on programs of research and their transition to practice in healthcare at home and in the community; that is, outside of institutional settings. I have a lot of personal experience with managing the plurality of caregiving at home and associated services in the community. My friendship with Bill Queale, a primary care physician and scholar, has helped me become better grounded in the professional and business realities of caring for patients in their journeys through healthcare systems.
Soon after 2020, with the de facto learning accelerator of the pandemic, I concluded that the most neglected pain point of patients and their families is coordinating care across organizational boundaries. In community-based care, services range from significant financial compensation (and exposure) of healthcare professionals and the influence of third-party payers to low-paid caregivers in the home, volunteer activities of family and friends, and adjacent services such as health clubs and transportation that increases life-space mobility.
Beyond my own tireless work as a kind of navigator across organizational boundaries, I haven't made much progress in terms of associated social enterprise models or even scholarship outside of science & technology. Thus, I have been heartened by what you are calling the "three pillars" and the broad shoulders of scholarship to which you have led me. I have only dipped my toes in that water so far. Given the profundity of what I have read so far, though, I am struck by what seems like a lack of impact and elaboration in scholarship and enterprise innovation.
I will be excited to explore practical scholarship ("pracademics") with you and others in EEA about value network models across the three pillars (e.g., multi-stakeholder capitalism). If we can "crack this nut," it will be quite the differentiator for EEA. In any case, it seems like a worthy raison d'être for EEA. I would love to hear about any cases for coordinated three-pillar value delivery that anyone knows about whether or not that has been captured in a rigorous way. Cases need not be in healthcare because, I think like you, I am interested in theory and practices that can apply across sectors.
I like that idea of the plural sector / civil society and its importance in terms of checks and balances. It reminds me of the book „Crowdocracy - The End of Politics“ by Alan Watkins & Iman Stratenus, which proposes that government systems are going through a kind of evolution and democracy will not be the end of this process. There will be further stages of evolution which are better suited for the conditions of today‘s complex world with all its messes and wicked problems. One possibility might be „crowdocracy“ a decentral, self-organized way of decision-making like we already see in examples like Wikipedia.
I don't know that book, but it sounds interesting. I will add it to the reading list. I think I understand the concept they are talking about, but not in detail.
I am very pleased that you find the focus inspiring and exciting. I think there are quite a lot of examples in history, and in various parts of the world that we can learn from. But I hope we also inspire new cases.
For me the starting point is to bring representatives of the sectors together to establish a shared narrative about why it is essential we learn to collaborate across the sectors more effectively if we are to address the challenges we face. That will help establish a share understanding and support new ways of behaving / getting things done.
I do know of one recent example of the kind of approach I have in mind that I want to see become a case study. It is a very successful and enduring project, quite large in scale, that became a national reference for Brazil. There is much we can learn from it.
Thank you Paul for this framing. I have worked in the public sector and private sector for decades, individually, but mostly together in a public-private mission orientation. All that work has been in use-inspired basic research and R&D to assess and assist human health and performance in challenging conditions. Volunteer activities in the community had always been compartmentalized from that professional work of mine until 2020.
Since 2020, my experience with value delivery outside of the public and private sectors increasingly has dominated my systems thinking and action. That work has focused on programs of research and their transition to practice in healthcare at home and in the community; that is, outside of institutional settings. I have a lot of personal experience with managing the plurality of caregiving at home and associated services in the community. My friendship with Bill Queale, a primary care physician and scholar, has helped me become better grounded in the professional and business realities of caring for patients in their journeys through healthcare systems.
Soon after 2020, with the de facto learning accelerator of the pandemic, I concluded that the most neglected pain point of patients and their families is coordinating care across organizational boundaries. In community-based care, services range from significant financial compensation (and exposure) of healthcare professionals and the influence of third-party payers to low-paid caregivers in the home, volunteer activities of family and friends, and adjacent services such as health clubs and transportation that increases life-space mobility.
Beyond my own tireless work as a kind of navigator across organizational boundaries, I haven't made much progress in terms of associated social enterprise models or even scholarship outside of science & technology. Thus, I have been heartened by what you are calling the "three pillars" and the broad shoulders of scholarship to which you have led me. I have only dipped my toes in that water so far. Given the profundity of what I have read so far, though, I am struck by what seems like a lack of impact and elaboration in scholarship and enterprise innovation.
I will be excited to explore practical scholarship ("pracademics") with you and others in EEA about value network models across the three pillars (e.g., multi-stakeholder capitalism). If we can "crack this nut," it will be quite the differentiator for EEA. In any case, it seems like a worthy raison d'être for EEA. I would love to hear about any cases for coordinated three-pillar value delivery that anyone knows about whether or not that has been captured in a rigorous way. Cases need not be in healthcare because, I think like you, I am interested in theory and practices that can apply across sectors.