Intrapreneur Curriculum - co-started in the The Economist 1982

[chris macrae]

the original 1982  survey is here or   We are all intrapreneur.doc, 74 KB or at this link; followed by survey in 1985 on 25 suggestions for making Britain Intrapreneurial

 

Below we welcome help in sampling guided tours of the 32 year timeline of curriculum of intrapreneurial now -action learning questions welcomed [e-mail]

 

1995 how to charter the world's most purposeful organisations including citizen indicators that their government is destroying future of the pace (aka youth's 21st c curriculum of peacemaking)

 

2014 Zappo tests Holacracy as a new way to end bossing in a brilliant service organisation -other H-users rumored to include Twitter

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Related Open Sources

• 1962's  Consider Japan:as humanity's most open economy of 3rd quarter of century
• 1972's Next 40 Years ;
• 1975 Consider why whole planet needs Pacific Century (to raise 2 billion as yet underproductive people's but potentially rapidly developing livelihoods) - Norman's last update of this curriculum 2008 Consider Bangladesh- download brochure used by The Economist at his remembrance parties
• 1976's Coming Entrepreneurial Revolution;

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THE OPEN SOURCE

We're All Intrapreneurial Now - 17th April 1982, The Economist

Norman Macrae Family Foundation http://normanmacrae.ning.com/  , J Gifford Pinchot and The Economist assert Intrapreneur  as a Youth Economics Curriculum for commons use but family open source editing - queries [e-mail] Washington DC hotline [phone]

CURRICULUM PURPOSE : TO FACILITATE MASSIVE QUESTIONING OF: WILL YOUTH ECONOMICS OF  THE COMING NET GENERATION's POST_INDUSTRIAL REVOLUTION SUCCEED IN PEACEFULLY ENDING TOP-DOWN MACROECONOMICS IN TIME?

In a survey called "The coming entrepreneurial revolution" in The Economist of December 25, 1976, Norman Macrae argued that "methods of operation in business are going to change radically in the next few decades, in a direction opposite to that which most businessmen and nearly all politicians expect". The survey aroused enthusiasm and infuriation in almost equal measure, with invitations to lecture in more than 20 countries. Today Macrae updates his views on management methods that can make even lousy businesses profitable, and those that are driving tighter organizations to the wall....

Congress 2009. .

The Economist Boardroom 2010 ...

New York Youth Jan 2008..

[chris macrae]

2014 updates include holocracy 

http://www.washingtonpost.com/blogs/on-leadership/wp/2014/01/03/zap...

According to Zappos executives, the move is an effort to keep the 1,500-person company from becoming too rigid, too unwieldy and too bureaucratic as it grows.

“As we scaled, we noticed that the bureaucracy we were all used to was getting in the way of adaptability,” says Zappos’s John Bunch, who is helping lead the transition to the new structure. The company has become a force in online shopping as it expanded beyond shoes into apparel, housewares and cosmetics. Amazon, which acquired it in 2009 for $1.2 billion but allows it to be run as a mostly independent unit, does not break out sales for Zappos.

The holacracy concept is the brainchild of management consultant Brian Robertson, a serial software entrepreneur who says he launched the idea after realizing he was “more interested in how we worked together” than in his own job. The concept has a couple of high-profile devotees — Twitter cofounder Evan Williams uses it at his new company,Medium, and time management guru David Allen uses it run his firm — but Zappos is by far the largest company to adopt the idea.

At its core, a holacracy aims to organize a company around the work that needs to be done instead of around the people who do it. As a result, employees do not have job titles. They are typically assigned to several roles that have explicit expectations. Rather than working on a single team, employees are usually part of multiple circles that each perform certain functions.

In addition, there are no managers in the classically defined sense. Instead, there are people known as “lead links” who have the ability to assign employees to roles or remove them from them, but who are not in a position to actually tell people what to do. Decisions about what each role entails and how various teams should function are instead made by a governing process of people from each circle. Bunch does note, however, that at Zappos the broadest circles can to some extent tell sub-groups what they’re accountable for doing.

[chris macrae]

BRAND CHARTERING CURRICULUM FOUNDED 1995

Valuetrue Intangibles Crisis Union "trillion dollar audit" founded 1999

sources include the Economist Intelligence Unit co-published Brand Chartering - how the most purposefully branded organisations in the world learn living scripts

 

idea:actioning and valuing unique purposes's reality of co-worker passion, and communal pride

what question in addition to what would the world uniquely miss if we ceased to exist - do all employees have an equal right to discuss on the homepage ; how does a market of do nows get shared across disciplines and beyond any hierarchy? what are the internal entrepreneurial rewards and commiserations if someone volunteers to fast test how to implement a do-now? does a company that charters its most purposeful brand want to see its most sustainable partners charters too? how can seamless service only evolve with context specific goodwill audits; if intangibles are the largest compound driver of your sector, is the goodwill audit led with the same frequency as any other financial audit?

 

questions welcome [e-mail] world class brands founding partner of brand chartering

 

purposeful capitalism movements include : Conscious Capitalism - 20 citizen chapters as at end 2013

 

goodwill auditing offers ways to unite all intangibes approack to capital including human , social and intellectaul capital - core references of conflict resolution of intangiobles valuation with the tangible monoply imposed by big 5 include unseen wealth; eu prism research;

.Case of Bosses who lose all -in 2000 I advised Abderson that goodwill auditing's simplest difference is it is based on value multiplication not value addition- take the case of a boardroom that is rapidly increasing value oif busienss stakeholders by billions of dollars a year whiloe reducing value to socdiety to nothing; tangible accounting in non transparent places uses addition whereas intagible accounting uses multiplcation - the different bfuture condequences - if addition is correct organistions increases its multibillion dolalar busienss valuation even as it destroys its purspoe for society; if multiplicatiuon is correct , when society lses all trust in the organsiatiuon it zeroises its brand- Anderson didnt belive in the maths of multiplication and thuse destroyed the whole firm once valued to be hi-tech corpotaions leading auditor and general managey consultant..

 goodwill auditing can also be applied as a public game where citizens massively and openly value their nation's future in specific trillion dollar market sectors - its action learning mode also offers a simple literacy curriculum used wherever schooling systems consider introducing entrepreneurship from K to 12 in order to maximise job creation and youth livelihood celebrations

reference to chaos caused by professional monopolies that devalue youth's futures-a top 4 indicator to citizens that their government will destroy the place's economy