kubrick habituate: What If Companies Had Belongers Rather Than Employees ...

on March 7, 2012 by Nikos Chatzis in Business, News, Comments (0)

( Virgin Atlantic / Richard Branson? / Airline Pictures /)

By Richard Branson / entrepreneur.com

I am incredibly lucky to be able to live in theBritish Virgin Islands, one of the most beautiful spots on the planet. My family?s home is onNeckerIsland, which is both our home and a luxury resort. Here, I?m much more likely to do my thinking in an office hammock rather than an office chair.
Seeing guests exploring the beach reminded me that one of the first charming things visitors to the BVIs see are signs in the airport arrivals area that designate the immigration channels. Unlike the rest of the English-speaking world, here the signs read ?Belongers? and ?Non-Belongers,? rather than ?Residents? and ?Nonresidents.?
Since I became a resident, I?ve come to find the term ?belonger? amazingly powerful. When a nation embraces its own as ?belonging here? as opposed to just living there, it breeds a different form of loyalty. It reminds us that this is where we belong, and so our efforts are not just on our own behalf, but also to benefit the community. / Richard Branson /

This made me think about how such little, seemingly semantic, details apply in the business world: What if companies had belongers rather than employees? Does what we call each other make a difference in other contexts?
Many millions of people proudly claim the title ?entrepreneur.? On the other hand, a title that hasn?t gotten nearly the amount of attention it deserves is entrepreneur?s little brother, ?intrapreneur?: ?an employee who is given freedom and financial support to create new products, services and systems, who does not have to follow the company?s usual routines or protocols.? While it?s true that every company needs an entrepreneur to get it under way, healthy growth requires a smattering of intrapreneurs who drive new projects and explore new and unexpected directions for business development.
Virgin could never have grown into the group of more than 200 companies it is now, were it not for a steady stream of intrapreneurs who looked for and developed opportunities, often leading efforts that went against the grain. / Richard Branson /

One example that springs to mind was at Virgin Atlantic, about 10 years ago. None of the big expensive seat design firms seemed able to solve the design problems posed by our specifications for our Upper Class cabin, but a young designer, Joe Ferry, volunteered (insistently) to give the project a go.
We set him loose, and the herringbone-configured private sleeper suites that resulted from his ?outside the box? creativity put us years ahead of the pack and made for millions of very happy horizontal fliers.
How to unleash the power of intrapreneurs like Joe? The key is to enable them to pursue their vision. But people don?t always think of leaders within a company ? the managers, executives, and the chief executive officer ? as people who enable others. As I learned back when I was starting up Student magazine, ?The chief executive officer of a major corporation might only make a couple of decisions a year, but those decisions can affect the lives of millions.? What a terrible way to run a company! / Richard Branson /

So, since this seems to be true throughout the business world, clearly it?s time for a major shake-up in the nomenclature of business. What if CEO stood for ?chief enabling officer?? What if that CEO?s primary role were to nurture a breed of intrapreneurs who would grow into tomorrow?s entrepreneurs?
We inadvertently developed this role at Virgin by virtue of the fact that when we?ve chosen to jump into a business about which we have little or no real knowledge, we?ve had to enable a few carefully selected people who do know which end is up.
When Virgin moved into the mobile phone industry we had no experience, so we looked for our rivals? best managers, hired them away, took off their ties and gave them the freedom to set up their own ventures within the Virgin Group. Tom Alexander in theU.K., Dan Schulman in theU.S.and Andrew Black inCanadahave all done this with great success, aggressively taking Virgin companies in new and unexpected directions.
Perhaps the greatest thing about this form of enabled intrapreneurship is that often everyone becomes so immersed in what they?re doing that they feel like they own their companies. They don?t feel like employees working for someone else, they feel much more like ? well, I think the only word to describe it is ?belongers.? ?/ Richard Branson /

globalnewspointer.net: In times of economic crisis earning money is not enough to be the given no 1 priority for successful businesses.
Every day business practice proves that our days is the exact time for taking advantage of intrapreneurs based on their vision and creative approaches for moving forward? But, how can we recognize them?
Finally, the simplest way is to create business conditions that make them feel ?belongers? to their business environment. If they feel that they just not ?work? but they ?belong? then, they will unleash their creative power? / Richard Branson /

Tags: Business Innovation, Richard Branson

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