Office vs. remote work: Navigating the future of work

2024-09-01, by Johan Hildingson (formerly Lagerström) - Type: Focused insight - Depth and reflection: Medium - Reading time: ~15 min

Background

The COVID-19 pandemic drastically altered the work landscape, making remote work the norm for millions worldwide. This shift brought both expected and unexpected outcomes, prompting companies to rethink traditional models of collaboration and communication. As we gradually return to a more "normal" work environment, a crucial question arises: What is the best work model for the future? Should we return to offices, or should we continue to embrace remote work? This article delves into the pros and cons of these work models and explores how companies can strike a balance that benefits both productivity and employee well-being.

Google admits its mistake

Google, a company that previously pushed for employees to return to the office, has recently admitted that they may have been wrong. Sundar Pichai, Google's CEO, acknowledged that it was premature to assume that a return to traditional office work would boost productivity. This reflection mirrors a broader uncertainty about what truly works best in our new work reality (Google Blog, 2023).

Adding to this, Eric Schmidt, former CEO of Google, recently confessed in an interview with Fortune that he had underestimated the effectiveness of remote work. Schmidt initially doubted that remote work could maintain the same productivity levels as office work, but time has proven him wrong (Fortune, 2024, >>>). This marks a significant shift in how some of the world's most influential tech companies view the workplace and the future of work.

The traditional Communication Model

In organizational communication, the so-called "communication ladder" (Stanford University, 2022) has long been a benchmark. This model emphasizes different levels of communication depending on the need for proximity and directness:

1. Everyone in the same room with a whiteboard:
   For maximum creativity and brainstorming. Ideas can be quickly formed, discussed, and challenged in real-time.
   
   

2. Everyone in the same room for discussion:
   For direct and dynamic dialogue where misunderstandings can be avoided and nuances quickly captured.
   
   

3. Everyone remote but in simultaneous video meetings:
   To maintain closeness despite physical distance and ensure everyone is involved in real-time.
   
   

4. One-on-one discussions:
   For resolving specific problems or handling sensitive issues where larger groups are not needed.
   
   

5. Communication via email:
   For documentation and more formal communication that needs traceability.
   
   

6. Phone calls:
   For quick, informal conversations when other methods are unavailable or inappropriate.
   
   

7. Some in the room, others remote:
   This scenario is particularly challenging as it often creates an "us versus them" feeling. Research shows that this mix of physically present and remote participants can lead to isolated islands where the remote group often feels left out.
   
   

Traditionally, this model has been considered the most effective for ensuring clear and efficient communication within organizations. However, in today’s work environment, it may no longer be sufficient. Research suggests that too rigid an application of this ladder can be ineffective and even harmful to creativity and innovation (Harvard Business Review, 2020).

Advantages of remote work

Remote work offers several unique advantages for organizing effective workshops, particularly regarding flexibility and participant engagement. A skilled workshop facilitator can leverage the digital tools that remote meetings provide. Research from MIT Sloan Management Review highlights that remote meetings often offer a fairer representation of participants' contributions since it's easier to identify who is active and who needs encouragement to participate ("Virtual Meetings: A New Tool for Equality" - MIT Sloan Management Review, 2022).

In digital workshops, facilitators can easily create breakout rooms for small group exercises, allowing for agile adjustments based on the situation's needs and the participants' engagement. This is a significant advantage over physical meetings where adjustments can be more time-consuming and logistically complex. Additionally, technical issues commonly associated with physical meetings, such as booking rooms or handling presentation equipment, are minimized. Remote meetings also allow for a smoother transition between different activities and the use of digital tools that can facilitate collaboration (Deloitte Insights, 2023).

A study by Gartner showed that 68% of employees feel that remote tools improve meeting efficiency compared to traditional meetings ("Reimagining the Future of Work" - Gartner, 2022). This is partly because digital meetings are often more structured and goal-oriented, leading to fewer interruptions and a clearer agenda.

Remote work also offers the advantage that meetings can be concluded more quickly if they prove unnecessary. This makes it easier to switch between meetings or act swiftly when other tasks demand attention. However, a downside is that this flexibility sometimes leads to last-minute cancellations, which can signal a lack of respect for others' time. Research indicates that this can cause employees to feel undervalued and less engaged (Forbes, 2021).

It’s also important to highlight that remote work can be advantageous in workshops by allowing participants to work both individually and in groups. As discussed in a previous article, it’s crucial that a workshop not only divides participants into groups to work towards a solution but also creates space for individuals to think independently. By combining these two approaches, solutions can be well-founded, and all perspectives considered, reducing the risk that one or a few voices dominate and negatively impact the outcome (David JP Phillips, 2022).

Downsides of remote work

Despite the many advantages of remote work, significant downsides must be considered. One of the most prominent issues is the feeling of isolation and loneliness that can arise when employees work from home for extended periods. A study by the American Psychological Association (APA) found that employees working from home during the pandemic were 30% more likely to develop depression compared to those working in an office ("Remote Work and Mental Health" - APA, 2021). The study, conducted with over 3,000 participants, found that the lack of daily social interaction and support from colleagues was a major cause of these negative effects.

Another study by Microsoft revealed that remote work often leads to longer workdays, with an average increase of 1.5 hours per day ("The Effects of Remote Work on Productivity and Well-being" - Microsoft, 2022). This increase in work time often occurs because the boundary between work and personal life becomes blurred, making it harder for employees to relax and recover. This phenomenon is particularly concerning as it can lead to long-term health problems that negatively affect both the individual’s well-being and the company’s productivity.

Research from Worklytics identifies the top five leading indicators of stress and burnout among remote and hybrid employees. This research underscores the importance of monitoring employee well-being and taking action to prevent burnout, especially when remote work becomes prolonged ("Top 5 Leading Indicators of Stress and Burnout in Remote/Hybrid Employees" - Worklytics, 2024).

From a psychological perspective, the negative effects of remote work can be understood through Maslow's hierarchy of needs. Maslow's theory emphasizes the importance of social relationships and belonging as fundamental human needs. When these needs are not met, which is often the case with prolonged remote work, it can lead to decreased engagement and reduced job performance ("The Theory of Human Motivation" - Maslow, 1943). 

Philosophical and psychological perspectives

The debate over whether office work or remote work is superior delves into both practical and philosophical dimensions, with various thinkers shedding light on these complex issues.

In discussing the balance between freedom and structure in remote work, it is crucial to recognize how these concepts apply in this context. Erich Fromm’s ideas on "freedom from" and "freedom to" highlight that while remote work offers freedom from traditional office constraints, it also risks leading to isolation and a sense of meaninglessness if not properly managed ("Escape from Freedom" - Fromm, 1941). This perspective underscores the need for a structured approach to remote work to maintain a sense of purpose and prevent disconnection.

Similarly, the limitations of remote work on learning and development are significant. Albert Bandura’s Social Learning Theory highlights how traditional office environments facilitate learning through everyday interactions with colleagues. Informal conversations at the coffee machine or impromptu problem-solving discussions in the hallway often contribute to skill acquisition and knowledge transfer. Remote work, however, diminishes these spontaneous learning opportunities ("Social Learning Theory" - Bandura, 1977). For instance, a junior employee may miss out on the informal mentoring and immediate feedback that typically occurs in an office setting, which can impact their professional growth and team cohesion. Furthermore, Carl Jung’s theory of individuation emphasizes that personal growth is closely tied to direct engagement with others and the external environment ("The Archetypes and The Collective Unconscious" - Jung, 1954). The physical separation inherent in remote work can disrupt this developmental process. For example, an employee who thrives on face-to-face brainstorming sessions may struggle to achieve the same level of creativity and personal insight in virtual meetings. This underscores the need for strategies that support skill-building and collaboration in remote settings, such as virtual workshops or scheduled team-building activities, to maintain employees' professional identities and foster their personal development.

On the other hand, the advantages of remote work are profound and transformative. Research highlights that remote work dramatically enhances work-life balance by allowing employees to integrate their personal and professional lives more seamlessly ("The Future of Work: Trends and Insights" - Deloitte, 2023). This flexibility not only reduces stress but also significantly boosts job satisfaction and overall well-being, as individuals can tailor their work environment to better suit their needs and preferences.

Moreover, remote work has been shown to significantly boost productivity. Studies reveal that employees often experience fewer distractions and interruptions compared to traditional office settings, leading to heightened focus and efficiency ("Remote Work and Productivity: An Empirical Analysis" - Harvard Business Review, 2022). This environment enables individuals to achieve better performance outcomes and engage more deeply with their tasks, underscoring the substantial benefits of remote work.

Remote work also supports a broader range of talents and skills by removing geographical barriers to employment. This inclusivity not only diversifies teams but also enhances creativity and innovation within organizations. As remote work continues to evolve, companies can leverage this flexibility to attract top talent from across the globe, further enhancing their competitive edge.

These perspectives collectively illustrate that while remote work presents challenges related to social interaction, personal growth, and overall satisfaction, it also offers transformative benefits such as improved work-life balance, increased productivity, and access to a wider talent pool. Balancing these benefits with strategies to maintain meaningful connections and support employee development is essential for creating a sustainable and fulfilling remote work environment.

Personality types and work environments

Different personality types can thrive in various work environments. According to the Myers-Briggs Type Indicator (MBTI), introverts often prefer remote work due to the quieter, less stimulating environment it provides. This setting allows them to concentrate deeply and avoid the stress of constant social interactions, which can be overwhelming (Myers & Briggs Foundation, 2022). Introverts may find that remote work aligns well with their preference for solitude and structured individual tasks.

Extroverts often find office settings more energizing due to the social interactions they facilitate. The collaborative energy of office environments, with opportunities for spontaneous discussions and networking, can be highly motivating for extroverts. This setting supports their need for external stimulation and social engagement, which can enhance their productivity and job satisfaction (Myers & Briggs Foundation, 2022).

The Big Five personality traits provide a comprehensive framework for understanding how different individuals might adapt to various work environments. This model includes five major dimensions: openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism (Costa & McCrae, 1992).

1. Openness to experience:
   Individuals high in openness often thrive in environments that offer flexibility and autonomy. Remote work can cater to their preference for varied and novel experiences, allowing them to explore new ideas and methods without the constraints of a traditional office setting. This trait is linked to creativity and adaptability, making remote work a fitting choice for those who value independence and innovation (McCrae & Costa, 1997).
   
   

2. Conscientiousness:
   Those high in conscientiousness tend to excel in structured environments where clear schedules and expectations are set. Such individuals are often organized, reliable, and attentive to detail. Office environments, which provide a structured routine and clear organizational frameworks, can help conscientious employees maintain focus and effectively manage their tasks (Barrick & Mount, 1991).
   
   

3. Extraversion:
   Extraverts, characterized by their sociability and enthusiasm, may find office environments more satisfying due to the constant social interaction and collaborative opportunities. The dynamic nature of office settings aligns with their need for external stimulation and frequent engagement with others (Judge & Bono, 2001).
   
   

4. Agreeableness:
   Individuals high in agreeableness tend to prefer supportive and cooperative environments. These traits are beneficial in both remote and office settings, as they facilitate teamwork and a positive work atmosphere. A supportive environment, whether remote or in-person, helps agreeable individuals feel valued and engaged (Graziano & Tobin, 2009).
   
   

5. Neuroticism:
   High neuroticism, associated with emotional instability, might lead individuals to seek out stable and supportive work environments to help manage stress. Remote work can provide a controlled and predictable setting, while a structured office environment might offer additional support through regular interactions and a consistent routine (Costa & McCrae, 1992).

The distribution of the Big Five personality traits varies among individuals, with some traits being more commonly exhibited than others. Neuroticism is notably prevalent, with many individuals demonstrating higher levels of emotional instability compared to other traits; indeed, it is often considered one of the most common traits. Openness and conscientiousness tend to be more evenly distributed, with a broad range of moderate levels observed. Extraversion varies widely, spanning from highly extroverted to introverted individuals. Agreeableness generally follows a normal distribution, with most people displaying moderate levels. This variation influences preferences for different work environments and overall work behavior. (McCrae & Costa, 1997) (Costa & McCrae, 1992)

Research supports the idea that allowing employees to choose their preferred work environment leads to greater job satisfaction and productivity. A study by Buffer found that employees who could choose between remote and office work were 32% more satisfied with their work arrangements compared to those who were required to follow a set model ("State of Remote Work" - Buffer, 2023). This flexibility allows individuals to work in an environment that best suits their personality and working style, leading to improved well-being and effectiveness.

The evolution of office environments also reflects changing work needs and preferences. Traditionally, offices featured private rooms and fixed desks, but these have evolved to open-plan layouts with flexible seating arrangements. This shift was driven by the need to maximize space and reduce costs. Recent trends have seen a rise in hybrid models, which blend remote work with occasional office use, further highlighting the growing recognition of individual preferences in optimizing work arrangements. Adapting to these changes, while considering personality traits, can enhance both employee satisfaction and organizational efficiency.

Summary

The ideal work environment is one that allows employees to choose the work model that best suits their personal needs and preferences. Remote work offers significant flexibility and the opportunity to create a tailored workspace, while office settings provide valuable face-to-face interactions and immediate problem-solving. Empowering employees to decide between working from home or in the office can lead to increased job satisfaction and productivity. This approach respects individual preferences and allows each person to optimize their work environment for their own effectiveness and well-being ("The Future of Hybrid Work" - McKinsey, 2023). 

However, it's important to consider that social interactions and team cohesion remain crucial for a successful work environment. These interactions don’t necessarily have to occur in a physical office but should be incorporated into the work model in ways that foster connection and collaboration. Companies can support this flexibility by investing in technology, establishing clear communication strategies, and being responsive to employee needs. By balancing individual choice with effective virtual social interactions, organizations can enhance overall productivity, improve morale, and promote a healthier work-life balance.

As we navigate the future of work, remember the words of Steve Jobs: "The only way to do great work is to love what you do." By embracing the flexibility to choose the work model that best suits our individual needs, we can create environments where everyone thrives and achieves their highest potential.

My top pro tips

1. Leverage technology wisely:
   Use digital tools to enhance communication and collaboration. Communication platforms for meetings (e.g., Slack, Teams, Google Meet, Zoom, etc.) are essential for staying connected with your team. However, it is crucial to use them effectively to avoid over-communication and burnout. Set guidelines for when to use each tool and consider asynchronous communication methods to reduce constant interruptions and allow for more thoughtful responses.
   
   

2. Prioritize mental health:
   Regularly check in with your team regarding their mental well-being. The flexibility of remote work can contribute positively to mental health by allowing employees to work in environments that best suit their needs.
   
   

3. Create social rituals and a coherance:
   Even in a remote setting, establishing regular social interactions is key to maintaining team cohesion. Virtual coffee breaks, team lunches, or casual chat channels can help replicate the informal interactions that naturally occur in an office. These rituals foster a sense of belonging and camaraderie among team members, which is important regardless of physical location.
   
   Research underscores the importance of social context in enhancing well-being and job satisfaction. Studies have shown that regular social interactions, even in virtual formats, contribute significantly to a sense of belonging and emotional support (Baumeister & Leary, 1995). Gallup research also emphasizes that employee engagement is closely linked to social interactions and a supportive work environment ("State of the Global Workplace," Gallup, 2022). Furthermore, Antonovsky's Sense of Coherence (SOC) theory, which I have mentioned in previous articles, highlights that a strong sense of coherence—comprising comprehensibility, manageability, and meaningfulness—can significantly influence an individual's ability to cope with stress and maintain well-being, making social interactions and supportive networks crucial for remote workers (Antonovsky, 1987).
   
   

4. Adapt communication to the task:
   Choose the right communication medium based on the type of task. For in-depth discussions or complex projects, opt for video meetings or in-person sessions when feasible. For quick updates or simple tasks, a message or email might suffice. Tailoring your communication approach ensures clarity and efficiency, reducing misunderstandings and improving workflow.
   
   It’s crucial to recognize that each communication medium serves a distinct purpose, and selecting the appropriate one can significantly enhance the effectiveness of your interactions. Video meetings or in-person sessions are particularly advantageous for complex discussions or projects requiring deep collaboration. These formats facilitate real-time interaction and allow participants to pick up on non-verbal cues like body language and tone, which are essential for nuanced understanding and immediate feedback (Mehrabian, 1971).
   
   On the other hand, asynchronous communication methods such as emails or written messages are well-suited for simpler tasks or updates where immediacy isn’t as critical. Email, for instance, offers a formal record of communication and provides a more extended timeframe for responses, which can be beneficial for thoughtful consideration. This approach contrasts with the immediacy often expected in messaging apps, which are better suited for quick clarifications and real-time collaboration. Understanding and leveraging these differences helps in adapting your communication strategy effectively, ensuring that each method is used to its fullest potential. By aligning the medium with the task, you can enhance workflow and communication efficiency, reflecting the adaptability and benefits of modern remote work environments.
   
   

5. Be proactive in professional development:
   Encourage continuous learning and development, even in a remote setting. Online courses, webinars, and virtual workshops can help keep skills sharp and allow employees to grow within their roles. This proactive approach not only enhances employee engagement but also ensures that your team remains competitive and adaptable in a rapidly changing work environment. Remote work offers ample opportunities for professional growth through digital learning platforms, aligning with the trend of continuous self-improvement.
   
   

6. Embrace digital meetings as a natural extension of your already existing digital workflow:
   As we manage most of our work processes through digital tools (e.g., Confluence, Jira, Google Drive, SharePoint, tec.), holding meetings digitally is a natural and efficient extension of this approach. Utilizing communication platforms for meetings (e.g., Slack, Teams, Google Meet, Zoom, etc.) allows for seamless integration with these tools, ensuring that meeting discussions, notes, and action items are directly linked to ongoing projects and documentation. This not only streamlines communication but also ensures that all relevant information is centralized and accessible, reducing the need for additional follow-ups. According to Gartner, integrating digital meetings with other digital workflows enhances efficiency and cohesion in remote and hybrid work environments ("The Future of Work: Remote and Hybrid Work," Gartner, 2023).
   
   

7. Leverage the benefits of large remote meetings:
   For large, international, or geographically dispersed teams, remote meetings are often more effective than in-person gatherings. Remote platforms allow for better accessibility, enabling participants to join from anywhere in the world. Large meetings can be more efficient remotely, as they offer features like chat functions where participants can ask questions or provide input without interrupting the flow of the meeting—something that can be intimidating in a room with many people. This functionality ensures that everyone has a voice, fostering inclusivity and engagement.
   
   

8. Consider the evolving role of physical office space:
   Offices have evolved significantly over time, from private rooms to open-plan layouts with fixed desks, to flexible spaces with shared areas, and now to hybrid models incorporating remote work. Office spaces have always represented a significant cost for companies. The shift towards remote work and flexible office solutions reflects a broader trend in reducing these costs while still maintaining essential aspects of team cohesion and productivity. Understanding this evolution helps companies make smarter decisions about their office space and adapt to modern work trends.

Business purpose vs. business value – Finding a direction in a complex reality

2023-12-28, by Johan Hildingson (formerly Lagerström) - Type: Focused insight - Depth and reflection: High - Reading time: ~25 min

Background

In a business world characterized by shifting markets and endless possibilities, distinguishing between business purpose and true business value is crucial. However, this distinction is not always clear. Business strategy, tactics, goals, and purpose interact in a complex pyramid structure where boundaries are fluid and often subject to debate. This is where methods (e.g. goal modeling), established models (e.g. UML) and discussions (e.g. workshops) etc. become essential, acting as a compass in a world of relative values and multifaceted ambitions.

Business purpose vs Business value

Let's begin by exploring the definitions of "Business Purpose" and "Business Value". Further, these two words are stipulative definitions, meaning we as humans have assigned them a meaning (i.e. through a biased definition). Nonetheless, among the definitions that exist, the following is a summarized common description:

1. Business Purpose:

   • Definition:
     The business purpose refers to the fundamental reason for a company's existence beyond just making a profit. It encompasses the organization's mission, the specific needs it seeks to address, and the unique way it aims to benefit its customers, employees, and the broader community. This purpose serves as a guiding principle, influencing the company's strategies, decisions, and overall direction. It answers the question, "Why does this business exist?" and often reflects the company's core values and long-term objectives.

   • Examples:

     1. Providing quality products or services:
        A business may have the purpose of delivering high-quality products or services that meet customer needs. For example, a technology company's purpose might be to create innovative software solutions that improve business efficiency.

     2. Solving specific problems:
        Many businesses are founded to address specific challenges or problems in the market. For example, a healthcare startup might focus on developing treatments for rare diseases.

     3. Fulfilling social responsibility:
        Some businesses define their purpose in terms of social impact, such as reducing environmental footprint, contributing to community development, or promoting social justice.
        
        

2. Business Value:

   • Definition:
     Business value, on the other hand, encompasses the various forms of worth that a company provides to its stakeholders, including shareholders, employees, customers, and even society at large. It's a broader concept that includes not only financial value, such as revenue and profit, but also other forms of value like customer satisfaction, brand reputation, employee engagement, innovation, and social responsibility. Business value is often used to measure the company's overall health and success, indicating how effectively it is achieving its goals and fulfilling its purpose.

   • Examples:

     1. Revenue growth:
        An essential value for most businesses is increasing revenue. This can be achieved through expanding the customer base, entering new markets, or introducing new products or services.

     2. Brand recognition and reputation:
        Building a strong brand and maintaining a positive reputation can be invaluable. This often leads to customer loyalty and can be a significant competitive advantage.

     3. Innovation and market leadership:
        Businesses that consistently innovate tend to create significant value. This can be seen in companies that lead in their market segments due to their innovative products or business models.

     4. Employee satisfaction and talent attraction:
        Companies that invest in their employees often see high levels of staff satisfaction, which can lead to improved productivity and the ability to attract top talent.

     5. Employee satisfaction and talent Attraction:
        Companies that invest in their employees often see high levels of staff satisfaction, which can lead to improved productivity and the ability to attract top talent.

     6. Customer satisfaction:
        Ensuring high levels of customer satisfaction is crucial for long-term business success. Satisfied customers often become repeat buyers and brand advocates, leading to increased customer loyalty and positive word-of-mouth referrals. This can result in sustained revenue growth and a solid market position.
        
        

The exact delineation between the concepts of business purpose and business value is not always clear, possibly because it's challenging to entirely separate the meanings of the two terms. However, common to the definitions that exist is the following understanding:

• Both business purpose and business value are foundational to the strategic and operational direction of a company.

• Business purpose tends to focus on the "why" of a business – its reason for existing, its mission, and the broader impact it seeks to make beyond profit.

• Business value, meanwhile, encompasses the tangible and intangible benefits the business delivers, including financial performance, customer satisfaction, brand strength, and social contributions.

• There is an interplay between these concepts, where a well-articulated business purpose can drive the creation of business value, and in turn, realized business value can reinforce and give credibility to the stated business purpose.

• Both concepts are dynamic and may evolve as the business grows and market conditions change.

(Digital Leadership, 2023) (Invensis Learning, 2023) (BVOP, 2023)

Below are some examples based on well-known companies:

• Apple Inc.

  • Description:
    Apple Inc. is an American multinational technology company known for its innovative consumer electronics, software, and online services. It achieves its goals through products and services like iPhones, Macs, iPads, Apple Watch, Apple TV, and software applications, along with services like the App Store, Apple Music, and iCloud.

  • Business purpose:
    Apple's purpose is to innovate by creating products that combine technology and design, making advanced technology accessible to the average user. Their vision is to create products that enrich people's daily lives, and their mission is to bring the best personal computing experience to students, educators, creative professionals, and consumers around the world through innovative hardware, software, and Internet offerings.

  • Business value:
    Apple's true business value lies in its exceptional blend of technology and design, leading to high-quality products that have established a loyal customer base and a strong market presence.

  • How:
    Apple achieves this through continuous innovation in design and technology, a focus on user-friendly interfaces, and maintaining a robust ecosystem of software and services that complement their hardware products.
    
    

• Tesla, Inc.

  • Description:
    Tesla, Inc. is an American electric vehicle and clean energy company founded by Elon Musk. It implements its goals by producing electric vehicles, developing sustainable energy solutions like solar panels and energy storage systems, and building a worldwide network of charging stations.

  • Business purpose:
    Tesla's purpose is to accelerate the world's transition to sustainable energy by offering electric vehicles and renewable energy technologies. Their vision is to create a sustainable energy future, and their mission is to ensure electric vehicles become accessible and affordable to as many people as possible.

  • Business value:
    Tesla's true business value is evident in its pioneering role in the electric vehicle market, reshaping the automotive industry, and influencing global trends towards sustainable transportation.

  • How:
    Tesla achieves this through cutting-edge research and development in electric vehicles, battery technology, and renewable energy solutions, combined with direct-to-consumer sales and a global network of superchargers.
    
    

• Patagonia

  • Description:
    Patagonia is an American outdoor clothing company known for its commitment to environmental sustainability and ethical manufacturing practices. It implements its goals by creating high-quality outdoor clothing and gear using environmentally friendly materials, engaging in environmental activism, and operating its business in a responsible and transparent manner.

  • Business purpose:
    Patagonia's purpose is to use business to inspire and implement solutions to the environmental crisis. Their vision is to build the best product without causing unnecessary harm, and their mission is to implement and advocate for environmental solutions.

  • Business value:
    Patagonia's true business value stems from its unwavering commitment to sustainability, fostering a strong brand identity and customer loyalty.

  • How:
    Patagonia fulfills this by using sustainable materials, transparent supply chain practices, and dedicating a portion of its profits to environmental causes and conservation efforts.
    
    

• IKEA

  • Description:
    IKEA is a multinational conglomerate that designs and sells ready-to-assemble furniture, kitchen appliances, and home accessories. It implements its goals by designing cost-effective, functional, and well-designed furniture and home products, offering a unique shopping experience that combines self-service with inspiring showrooms, and maintaining a strong online presence.

  • Business purpose:
    IKEA's purpose is to create a better everyday life for many people by offering affordable, well-designed furniture and home decor products. Their vision is to create a better everyday life for the many people, and their mission is to offer a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them.

  • Business value:
    IKEA's true business value lies in its innovative approach to design and affordability, revolutionizing the furniture market and resonating with customers globally.

  • How:
    IKEA accomplishes this through efficient design and manufacturing processes, a global supply chain, and a unique in-store and online customer experience that emphasizes self-service.

In summary, while the business purpose provides the fundamental reason for a company's existence and guides its mission and values, business value represents the quantifiable and qualitative benefits that a company delivers to its stakeholders, reflecting its overall health and success.

The importance of a coherence

In every business context, there's a diversity of values, often leading to conflicts. A parallel can be drawn to how Quran burnings can lead to riots, illustrating how an action in one context can evoke strong and unpredictable reactions in another. This dynamic is equally relevant in the business world.

In "Existentialism is a Humanism", Jean-Paul Sartre emphasizes that there is no predetermined purpose for humanity, advocating instead that individuals have the responsibility and freedom to choose their own paths, thereby defining what it means to be human through their actions and decisions. Sartres view aligns with Antonovsky's "Sense of Coherence" (SOC) theory. Like Sartre's existentialism, SOC emphasizes the importance of comprehending, managing, and finding meaning in our environment, reinforcing the idea that personal understanding and choice are crucial in defining our existence. This perspective also resonates with the "Johari Window" model. This model highlights the value of open communication (i.e. in the "open window") in establishing common understanding, suggesting that our self-awareness and interactions with others are key in shaping our identity and understanding of the world.

Complicated and complex - Choose your reality

Leadership plays a crucial role in navigating these complex waters. The contrast between strong individual leaders and collective community can be likened to influencers versus traditional TV channels. We choose what to follow and believe in, as somethings is too complicated to explain - that's why we choose based on our feelings.

In this context, the Cynefin (pronounced "kuh-nev-in") framework is relevant. The Cynefin framework is a conceptual framework used to facilitate decision making. It was created in 1999 by Dave Snowden, while working for IBM Global Services, and has been described as a "sense-making device". The framework emphasize the difference between complicated and complex environments. In a complex world, we can't always grasp all aspects; sometimes, we must simply accept certain elements as they are. 

The complex world is also discussed in the theory called "the Munchausen trilemma". The theory presents three "deadlocks" in knowledge validation: circular reasoning, infinite regression, and dogmatism.

• Circular validation: A is because of B. B is because of A.

• Infinite regression: 1 is because of 2. 2 is because of 3. 3 is because of 4. And so on to infinty.

• Dogmatism: Something high and ultimate that one chooses to see as a fact, e.g. "God".

These frameworks, models, and theories all emphasize the importance of accepting complex things as they are, because we humans can't fully understand complex reality. This acceptance is crucial, not just in navigating the complexities of the business world but also in recognizing our cognitive limitations.

This understanding of complexity and the limitations in our knowledge resonates deeply with Thomas Kuhn's concept of paradigm shifts in The Structure of Scientific Revolutions (Kuhn, 1962). Kuhn’s theory illustrates that scientific progress is not linear but occurs through revolutionary changes in paradigms—frameworks that dictate the accepted norms and practices within a field. Similarly, businesses must recognize when existing paradigms no longer serve them and be prepared to undergo transformative shifts in thinking. This readiness to embrace new paradigms allows organizations to adapt and thrive in an ever-changing environment, much like how scientific communities evolve through paradigm shifts.

Our failure to fully grasp the complexity of a full reality, shaped by our cognitive limitations, manifests in a tendency to repeat historical mistakes. This cycle of repetition, particularly evident in the persistence of wars, highlights a profound challenge in human society. As discussed in "Global Affairs Explained": "Human nature has not changed. Although civilization has softened some aspects of the human condition... fighting and conflict are still natural ways for people to resolve their differences.". The article underlines the critical need for resilience and adaptability in leadership and societal structures. (GLA, 2020)

But what, then, is the meaning of it all, if we, as humans, cannot fully comprehend the complex reality and are doomed to repeat the same mistakes over and over again? This question leads us to crucial insights from Robert Sapolsky, an American neuroendocrinologist and author, and whom I consider to be one of the most intelligent and motivating individuals I am aware of. Reflecting on life's essence through the lens of dopamine, Robert Sapolsky once shared a thought-provoking insight:

“Be very careful about what you strive for in life. What is realistic, and what are you willing to sacrifice to achieve it? Perhaps this is the key to understanding dopamine. It's about motivated anticipation. It's not about pleasure. It's not about the pursuit of happiness, but about the happiness in the pursuit.”
(Robert Sapolsky, 2021)

Dopamine is one of the brain's most potent neurotransmitters. It activates our drive to accomplish tasks and experience rewards, motivating us in life. Sapolsky encapsulates the concept of a complex world, emphasizing that the journey often holds more value than the actual goal itself. This insight is especially pertinent in the business world, e.g. when considering the interplay between strategy and tactics. The business is a complex phenomena and in this context, each step taken towards a goal can be as crucial and meaningful as the goal itself - if not more.

An example of a complicated model for a complex reality

I was recently at a client meeting with a large insurance company, at the lunch break I discussed models with one of their actuaries. I mentioned that there are no complete models; they are merely simplifications of a complex reality - that's why they are called "models". The actuary quickly countered, citing mathematics as an example of a complete model. To illustrate my point, I brought up the Collatz Conjecture, demonstrating how even fundamental mathematical concepts can embody profound complexity.

The Collatz Conjecture is a mathematical puzzle that starts with any positive integer. If the number is even, it's halved; if odd, it's tripled and one is added. Repeating this process, the conjecture states that you will eventually reach the number 1, regardless of which number you start with.

This simple yet unsolved phenomenon, which cannot be fully explained by scientists, underscores the limitations of our mathematical models in capturing the complexities of reality. As we engage with such challenges to understand complexity, we humans fulfill our need to comprehend and find order, a pursuit that is inherently valuable. Our interpretations of the world are shaped by these models, reflecting our choice of perceived reality. 

This quest for knowledge and our desire to make sense of the world is evident in our reliance on models. In exploring puzzles like the Collatz Conjecture or phenomena in physics, we find purpose and a sense of belonging. Models such as Bohr's atomic theory, quantum mechanics, and string theory, each developed from a unique perspective, aim to simplify the complexities of reality but only capture a fraction of it. For example, Bohr's model laid the groundwork, quantum mechanics offered a deeper understanding, and string theory introduced the concept of one-dimensional "strings". Yet, all these models, despite their advancements, are incomplete, illustrating that our understanding of reality, influenced by our perceptions, is an ongoing approximation of a much broader and intricate reality.

In acknowledging that models are not reality but simplifications designed to make complex reality more comprehensible, we recognize their value in our endeavor to understand the world. These models, with their inherent limitations, remind us that our knowledge, while constantly expanding, is shaped by the simplifications we create. The models serve as a tool to help us understand reality a little better. So, does the simplification by the models diminish our drive? Personally, I don't think so. Instead, it motivates us, fueling our enthusiasm for life and prompting us to acknowledge the inherent limitations in our representations of reality.

Exploring the depths of mathematical paradoxes

One might think 0.3333... × 3 should equal 0.9999..., which seems different from 1. This might lead one to believe that 0.9999... is infinitely close to 1 but not quite equal to it. However, let's break it down mathematically:

1. Let x = 0.3333....

2. Multiply both sides by 3:
   3x = 3 × 0.3333... = 0.9999....

3. Since 0.3333... is 1/3:
   3 × 1/3 = 1

Therefore, 0.9999... = 1

To further illustrate, consider the division: 0.3333... / 0.9999... = 1/3 This reinforces that 0.3333... multiplied by 3 equals 1, confirming that 0.9999... is indeed 1. (Tao, 2006)

The equivalence of 0.9999... and 1 shows how different representations can lead to the same value. Decimal representations can be misleading, but mathematically, 0.9999... is exactly 1. This reflects how infinite series operate and challenges our intuitive understanding. (Jones, 2018)

Mathematics, as a formal system, relies on axioms and derivation rules. A key insight into the limits of such systems comes from Gödel's incompleteness theorems, which demonstrate that in any sufficiently powerful formal system, there will always be true statements that cannot be proven within the system itself. Gödel’s work, first introduced in 1931, fundamentally challenged the belief that mathematics could be a complete and consistent system. This highlights not only the inherent complexity in mathematical theories but also the limitations of even the most rigorous logical frameworks. (Gödel, 1931)

• Imaginary numbers: Introduced to solve equations like x^2 + 1 = 0, imaginary numbers extend our number system and have practical applications in physics and engineering. They don't indicate "noise" but rather enhance our mathematical framework, allowing for more complex solutions and applications (Brown, 2015).
  
  

• The Banach-Tarski paradox: This theorem in set-theoretic geometry states that a solid ball can be divided into a finite number of non-overlapping pieces, which can then be reassembled into two identical balls of the same size as the original. The key lies in the use of the Axiom of Choice, which allows for the selection of points in such a way that the pieces are not "constructively" describable. Essentially, the pieces are rearranged using rotations and translations in three-dimensional space. This paradox challenges our intuition about volume and space, demonstrating that our basic concepts of geometry can lead to counterintuitive results when extended to higher dimensions (Wagon, 1993).
  
  

• The Monty hall problem: A probability puzzle based on a game show scenario, where a contestant is asked to choose one of three doors. Behind one door is a car, and behind the others are goats. After the contestant picks a door, the host, who knows what’s behind each door, opens one of the remaining doors to reveal a goat. The contestant is then given the choice to stick with their original pick or switch to the other unopened door. Counterintuitively, switching doors doubles the probability of winning the car, from 1/3 to 2/3 (vos Savant, 1990).
  
  

• Collatz conjecture: As discussed in the previous chapter, the Collatz conjecture is a simple-to-state yet unresolved problem in mathematics. Its unpredictable nature illustrates the deep complexity within seemingly straightforward mathematical processes (Lagarias, 2010).

Mathematical models are abstractions, not reality itself. When a model appears flawed, it often means the model needs refinement or our understanding has reached its limits. The statement 0.9999... = 1 underscores how mathematics uses limits and infinities to represent numbers accurately, emphasizing the necessity of understanding formal definitions to avoid misconceptions (Tao, 2006).

This intricate yet precise nature of mathematical proofs and representations reveals the complexity within our complicated models of a complex reality. Mathematics, while powerful, is an evolving tool that models but does not equate to reality itself. This reminds us that sometimes, we must accept the limits of our understanding.

The complex phenomenon of the coherence "Business"

What does this mean for the business world? Well, it means that there is no absolute right or wrong way to define a company's purpose or value. It's about the choices we make within the frameworks in which we operate. The classic problem of distinguishing between purpose and goal, strategy and tactic, is less about their objective definitions and more about the subjective interpretations and choices made within an organization. The important thing is not what these elements are in themselves, but rather how they are perceived and how they interact to create a common purpose that adds value. A sense of coherence in a complex phenomenon.

This challenge is also reflected in the distinction between concepts like vision and mission, as well as frameworks like Simon Sinek’s "Why, How, and What". Sinek emphasizes that starting with "Why" drives purpose and engagement, but others might propose different orders or interpretations. (Sinek, 2009)

Therefore, it's important to define the purpose based on the value you want to create, making it comprehensible, manageable, and meaningful for all involved. This creates a sense of coherence - essential for all successful businesses. The Munchausen trilemma illustrates the challenges we face in this process, but it's also a reminder of the importance of accepting that some things cannot be "solved" in a traditional way.

Finally, it's important that we as individuals and as organizations acknowledge that our success is not solely defined by external circumstances or concrete goals. It's a continuous process of self-reflection, adaptation, and development. By focusing on our inner value and purpose, we can create a meaningful and sustainable path forward, both for ourselves and for the organizations we are part of.

Embracing the Journey: Extracting Business Insights from "The Boy, the Mole, the Fox, and the Horse"

In Charlie Mackesy's "The Boy, the Mole, the Fox, and the Horse", a profound narrative unfolds within a mysterious forest, where a young boy embarks on an extraordinary journey alongside a wise horse, a curious mole, and a kind-hearted fox. As they navigate through the forest's challenges, the boy grapples with uncertainties about the path ahead.

The transformative moment in this tale arises when, feeling overwhelmed and lost, the boy turns to the horse for guidance. With wisdom and compassion, the horse imparts a valuable lesson:

"Can you see the next step? If you can, then take it."

This statement encourages the boy to shift his focus from the entirety of the unknown journey or the distant destination to the immediate next step. It underscores the courage required to take that step, even when the path ahead seems unclear.

In the business context, where organizations frequently encounter unpredictable challenges and opportunities, this message resonates profoundly. It encourages professionals to shift their perspective and understand that genuine business value isn't exclusively attained by achieving distant objectives or striving to become something they are not. It also involves appreciating and finding value in their present circumstances while focusing on each step of the journey. The forest, symbolizing the ever-evolving business landscape, parallels the experiences of individuals and organizations navigating the intricacies of the corporate world, characterized by moments of uncertainty, wonder, and exploration.

Summary

So, what can we learn from this? Perhaps it's that the relationship between business purpose and true business value, while often viewed as distinct, are actually deeply intertwined. These concepts, shaped by the choices and interpretations within an organization, complement each other in a nuanced interplay. Purpose steers a company's direction, shaping the type of value it aims to create. Yet, the path towards clear goals and purposes is often meandering and influenced by our perceptions. 

Embracing these fluctuations, challenges, and shifts is essential for fostering growth, learning, and reevaluation. Ultimately, success in the business world hinges on understanding that it's not just about achieving external milestones, but also about nurturing an internal sense of coherence, adaptability, and sustainable development that aligns purpose with value.  And, achieving enduring and meaningful business success hinges on seamlessly integrating purpose and value, recognizing their intrinsic interdependence, while humbly acknowledging the inherent complexity of the reality. 

As we navigate this intricate landscape, it often becomes clear that the journey itself is where we find the profound essence of purpose and value. This realization brings to light that, in many cases, the path we tread is even more valuable than the destination we aim for. It's on this journey that we uncover lessons, insights, opportunities, and transformations that are indispensable. These experiences remind us that the process is just as important, if not more so, than the end goal. Perhaps, in this revelation, we discover that the true purpose is embedded not just in reaching our destination (i.e. goals and values), but also in the journey towards it.

My top pro tips

1. Purpose is essential:
   Purpose is crucial as it creates meaningfulness. There's no universal answer to what the purpose is; it's defined by those within the context. Decide based on the value you want to create, making it comprehensible, manageable, and meaningful. This creates a sense of coherence and provides the purpose you need.
   
   

2. Embrace humility:
   There's no universal answer to what the purpose is. No purpose is better or worse. They simply exist. It's the group that defines and values the purpose. A facilitator's role is to guide people to find this valuable purpose, not to choose it for them.
   
   

3. Relinquish credit as a consultant:
   As an external consultant or facilitator, be sure to give credit for achievements to the group. If you take credit, the outcome becomes yours, risking its continuity when you leave. Instead, make it the group's victory and step back, letting the group become ambassadors to carry the message forward.
   
   

4. There are several good articles in this domain. Below are five specific reports that highlights the importance of balancing business purpose with true business value. These reports and studies highlight the critical importance of integrating purpose and value into business strategy, impacting everything from revenue and market value to employee engagement and customer loyalty.

   • EY's "Purpose-Led Transformation Report" (2019): This study revealed that companies with a clear purpose experienced higher growth rates. They found that businesses with an "integrated purpose" grew at an annual rate of 9.85%, compared to the average annual growth rate of 2.4% for companies in the S&P 500 during the same period.

   • Deloitte's "Global Human Capital Trends" (2020): According to this report, 93% of business leaders believed that companies focused on purpose are more successful in recruiting and retaining talent, highlighting the importance of purpose for workforce engagement and loyalty.

   • Nielsen's "Global Corporate Sustainability Report" (2015): The report showed that 66% of consumers are willing to spend more on a product from a sustainable brand. For Millennials, the figure was even higher, at 73% preferring to shop from companies that demonstrate social responsibility.

   • McKinsey & Company's Report on "The Business Value of Design" (2018): The research indicated that companies placing design and user experience at the core of their strategy had 32% higher revenue and 56% higher total return to shareholders compared to their competitors.

   • Harvard Business Review's "The Impact of Corporate Sustainability on Organizational Processes and Performance" (2015): This study found that companies voluntarily adopting sustainability practices were more profitable and had higher market values than those that did not. These firms also saw improvements in operational performance and increased long-term survivability.
     
     

5. Involve customers in your processes:
   Numerous reports (e.g. above mentioned) emphasize the significance of involving customers in the process. It's crucial to align your purpose with the needs and preferences of your existing customers, and more importantly, those you aim to attract. Remember, the process doesn't merely begin with receiving an order; it starts much earlier, with understanding and catering to the customer's needs. This customer-centric approach is integral to your strategy, ensuring you attract and retain the clientele you desire.
   
   

6. Address perception before facts in your communication:
   Ralph Keyes, a respected cultural commentator, shows in The Post-Truth Era (Keyes, 2004) that we now live in a world where emotions and beliefs often override facts. Keyes argues this shift makes it harder for businesses to build trust. Leaders must understand that people tend to believe what feels right, even if it contradicts evidence. Gleb Tsipursky adds that addressing emotions first is key to building trust before introducing facts (Tsipursky, 2019). After all, as discussed earlier in my articles, humans are emotional beings. So, by focusing on clear communication and promoting critical thinking, businesses can better navigate a world where perception often comes before truth.
   
   

7. Explore purpose with the "Why?" question:
   Yes, I have mentioned the method several times in my articles... To uncover your true purpose, ask "Why?" at least six times in a row. Delve into your motivations and beliefs to reveal a more meaningful purpose at the heart of your actions and ambitions.
   
   Example:
   1. Why take this course? Improve my skills.
   2. Why is that important? I want to stay competitive.
   3. Why competitiveness matters? Career growth.
   4. Why value career growth? Financial stability.
   5. Why is financial stability significant? Freedom to pursue passions and live life on my terms.
   6. Why is that important? I want to find my own meaningfulness.
   
   This method, as advocated by Sir Ken Robinson, often reveals purposes such as:
   - Meaningfulness
   - Autonomy / Self-governance
   - Mastery / Skill enhancement
   - Creativity
   - Belonging
   - Manageability / Comprehensibility
   
   Sir Ken Robinson, an esteemed advocate for creativity in education until his passing in August 2020, emphasized the transformative power of asking "Why?" to uncover deeper motivations and life's purposes. He famously highlighted how many creative individuals underestimate their talents due to societal undervaluation, stressing the importance of recognizing and nurturing individual potential. Awarded a Knighthood in 2003 for his contributions, Sir Ken's legacy continues to inspire a deeper search for meaning in both personal and professional realms. Personally, I'm a big fan of his work and the profound impact he has had on education and creativity.
   
   

8. Be authentic about your purpose:
   A gap between your stated purpose and actions can be damaging. Customers and employees often see through inauthenticity. Purpose isn’t just about motivating your team – it’s also about creating a real connection with customers who value authenticity. Research shows we’re emotionally driven, so a fake purpose can backfire (Aaker, 2016). Even if your business is seen as profit-driven or controversial, like a fast-food chain criticized for unhealthy products, there’s often a genuine intent, like providing affordable meals that bring people together. Some companies, however, have purposes that are neither ethical nor inspiring. Honesty about your true drive is essential. See also the article where I discuss the "Organizational Needs Ladder".
   
   

9. As Albert Camus once wisely wisely said, "Life is the sum of all your choices"...
   This is especially true in the business world, where companies are continually shaped by the choices they make, pursuing their defined purposes and values. The importance of setting clear goals is paramount, yet their relevance in day-to-day operations is what truly brings purpose to the business - it’s first then the value is created.
   
   In this way, the essence of a business is not just shaped by its long-term objectives, but also by the meaningfulness found in its daily activities. This principle, while vital in the corporate world, transcends beyond it. The paths we choose in our professional endeavors mirror our broader existence. The true essence of who we become is not only determined by distant goals, but also by the paths we choose and take each day. This isn’t just a perspective in business; it's a fundamental approach to life itself. ♥

The Organizational needs ladder - How to understand the phases of an organization 

2022-08-10, by Johan Hildingson (formerly Lagerström) - Type: Focused insight - Depth and reflection: Medium - Reading time: ~10 min

Background

Maslow's hierarchy of needs (Maslow, 1943) is a theory of motivation which states that five categories of human needs dictate an individual's behavior. The theory was published 1943 under the title "A Theory of Human Motivation" in the journal Psychological Review. 

Today the model is often used when describing the current state of humans in different society contexts. The hierarchy of needs is a psychological idea and also an assessment tool, particularly used in education, healthcare and social work (Poston, 2009). The hierarchy is also a popular framework in sociology research, including management training and higher education (Freitas et. al., 2011). Even though psychology isn't a science subject, this model is well-established and widely accepted.

The Organizational needs ladder

In the model below, which I call the "Organizational needs ladder", I have interpreted Maslow's hierarchy of needs and translated it into the corporate world. The purpose of this model is to describe the typical phases an organization can go through. I often use the model when I quickly try to familiarize myself with an organization and its situation, and by doing so, roughly understand what their needs may be. It also gives me a hint of what challenges the organization faces and what they want to strive for and move towards.

1. Profitability focused organization (Basic needs/survival)
   Money. Everything does not have to be perfect, the important thing is that the business works. Often small or young companies that try several different product ideas in order to find where they are needed and how can make money.
   
   

2. Solution focused organization (Up and running/safe)
   We have solutions (often IT), some of which the customer uses. Errors and problems are handled, it must work and feel safe in terms of operation. Our service must work. Often small to medium-sized businesses that are about to grow and scale up.
   
   

3. Manageability focused organization (Business development/efficiency)
   Our core business and operations must work. Therefore, we have to make the processes of our work good and efficient. Our collaboration within the company must work well. Often medium-sized to large companies with ingrained, undocumented or inadequate processes, rule sets and routines that want to change their focus to this step.
   
   

4. Customer focused organization (Business needs/benefits)
   The customer must appreciate what we do and get value from it. We must know that we are doing the right things that brings real value to our customers. Often large companies with a large legacy of old systems, deeply ingrained old processes and inadequate routines that want to change their focus to this step.
   
   

5. Commonality focused organization (area: Self-fulfillment/socially important)
   If "customer-focused" is about giving the customer the value she is asking for, then the "commonality focused" is about giving the customer what she really needs. The customer doesn't always know what she needs, here the company can help her. In addition, we should not know everything about our customer, we should only know what concerns us in the relation to the customer - we have nothing to do with her private sphere. The customer doesn't always even know that she is a customer, and we as organization can have several customers - we can even be each other's customers and have different roles in different situations. We (WE = organization + customer) can instead contribute to something bigger and more important in a common arena (what we have a common interest in). A purpose with real value, e.g. societal value. The value is often harvested where the service or product is used, therefore our processes are bigger than just between the interfaces to the "customer" (e.g. not only between orders coming in ---> handing over to "customer"). The process must also include what the "customer" does with our product and how she uses it and not least how her initial needs arise. Here the boundaries between customer, company and organization are blurred, we create a chain with shared and real value. Solutions, organization units, stake holders are just different phases, resources or parts in a chain - a chain that jointly creates real value for everyone. Here we have the example of the difference between, what I call, "digitization" (e.g. cassette tape to CD) and "digification" (e.g. CD to Spotify).

When you are about to shop at your grocery store, you probably write a shopping list (a todo list) and you say "I have an errand in town". But the shopping list is not the valuable thing, you can write it on a post-it, you can write in a notes app of your mobile phone, or you can memorize it... The real value is what the written words means (i.e. the information) and that you buy it (i.e. process and actors), with the goal of being able cook dinner at home (i.e. goals) and by that fulfilling the purpose of being able to survive (i.e. the purpose). If you were to say to your partner that "I have an errand" and wave the note, she/he may be annoyed...

- Well, what errand?!
- Yes, an errand!
- Yeah?!

Instead, you probably usually say something like...
- I was thinking of buying food for tonight at the grocery store, I was thinking Swedish meatballs - what do you think? Do we need anything else?

So, in our private life we are often (not always!) at step 4 or 5, trying to fulfill ourselves in a coherence and take care of our joint values.

Summary

In closing, in this article I try to put forward the idea that organizations may progress much like individuals, evolving from focusing on basic survival to ultimately contributing to society. This concept invites reflection on the broader role of businesses in our communities. How does your organization, or one you're familiar with, navigate this journey? Where does it currently stand on this "ladder", and what steps could it take towards greater societal impact? Your insights and experiences are valuable in enriching this discussion and understanding the diverse paths organizations take in their quest for growth and purpose. Consider sharing your thoughts and observations with others, fostering a wider dialogue about the transformative journey of organizations.

My top pro tips

1. Dare to ask the question "why" at least six times, preferably until someone has had enough. Then you know you've found the real value (i.e. the true purpose).
   
   

2. In your organization, look at whole process and see if there are several actors in it that jointly create value - who are they (the actors - not the roles!) and what do you do (the activities), as well as how (the work steps), to achieve which value (purpose and goal)? Is it valuable to say "customer" then, or is it the case that we all actually receive value and are "customers" - this as we are all part of a common chain that creates value together?
   
   

3. Is it the "case" in "case management" that is the valuable bringing thing, or is it just a means/medium/tool to deal with a need? Is it perhaps more valuable to focus on the joint value (i.e. the goals and purposes) and then see how we achieve these (through actors, processes, information, governance, tools, etc.)?
   
   

4. Remember that you can be at different steps in the ladder depending on situation, contexts or time. Just because you have reached step five once in one given context, it doesn't mean that you going to stay there forever or by default reach that level in all contexts. The work of contentious improvements and reflection is always needed - it is by that we enrich and develop ourselves, and create a valuable purpose.
   
   

5. In short: dare to skip words like customer, case, order, organization unit etc... Because it is not always valuable to scratch your head baldly at these phenomena in the hope of reaching a clear definition (because the concepts often lack process value in themselves), it is (in my opinion) only valuable in cases where you are too solution-focused (step 2) and need to move towards the next step in the ladder. So always find out where you are at the ladder and where you want to go…

Bonus - The consultant ladder

And yes... Of course, I have a model that explains the consulting world as well. After all, I've been working as a consultant for 20 years. This article introduces the Trust-Driven Consultant Ladder, a conceptual framework drawing upon Maslow's Hierarchy of Needs and the insights of David H. Maister, Charles H. Green, and Robert M. Galford in "The Trusted Advisor" (Maslow, 1943) (Maister, Green, & Galford, 2000). The model synthesizes these profound insights with my two decades of professional experience, offering a unique perspective on the evolution of client-consultant relationships.

1. Foundational trust-building
   At this stage, the consulting firm focuses on establishing a stable financial base and a reliable market presence. Consultants prioritize job security while providing fundamental services to address basic operational needs

   • Consultant's Perspective: Consultants are primarily concerned with job security and meeting basic job requirements.

   • Client's Perspective: Clients receive essential services to address their fundamental operational needs.

   • Consulting Firm's Perspective: The firm's primary focus is on building financial stability and market presence.
     
     

2. Reliability and assurance
   In this stage, the consulting firm's objective is to create a safe and dependable operational environment, fostering trust in the market. Individual consultants emphasize reliability and trustworthiness, resulting in clients benefiting from consistent and dependable services that contribute to operational stability.

   • Consultant's Perspective: Consultants emphasize reliability and trustworthiness in their work.

   • Client's Perspective: Clients value the consistency and dependability of the services provided, enhancing their operational stability.

   • Consulting Firm's Perspective: The firm works diligently to create a secure and reliable operational environment, reinforcing trust within the market.
     
     

3. Collaborative synergy
   At this stage, the consulting firm optimizes internal processes and nurtures a collaborative culture, with a focus on collective success. Consultants actively work towards aligning with the client’s goals, fostering a partnership approach, and providing collaborative solutions. Clients benefit from solutions closely aligned with their objectives, enhancing business efficiency and success.

   • Consultant's Perspective: Consultants strive to align their work with the client's goals and foster a partnership approach.

   • Client's Perspective: Clients appreciate collaborative solutions that enhance their business efficiency.

   • Consulting Firm's Perspective: The firm fosters a collaborative culture, streamlining internal processes for collective success.
     
     

4. Client-centric excellence
   In this stage, the consulting firm becomes deeply client-centric, with a strong focus on delivering significant value and building a distinguished reputation. Consultants are highly engaged in making meaningful contributions to clients, striving to inspire and elevate the client's business. Clients receive high-value, strategic insights, and services that are pivotal to their growth and success.

   • Consultant's Perspective: Consultants aim to inspire and uplift the client's business, delivering high-value services.

   • Client's Perspective: Clients receive high-value strategic insights, crucial to their growth.

   • Consulting Firm's Perspective: The firm is committed to delivering significant value and building a distinguished reputation.
     
     

5. Transformative partnership
   In this apex stage, the consulting firm transcends conventional business objectives, striving for significant societal impact. The individual consultant assumes the role of a catalyst and partner, deeply integrated within the client's organization. They collaborate closely with clients to co-create solutions that advance not only business goals but also contribute meaningfully to societal challenges. This stage embodies a shared vision of achieving a higher purpose – one that goes beyond immediate business concerns and addresses broader societal needs. At this pinnacle, the value delivered to the client is transformative, combining business success with a tangible contribution to societal well-being. This holistic approach defines the essence of contemporary consultancy, where the goal is not only to succeed in business but also to make a lasting, positive mark on the world.

   • Consultant's Perspective: Consultants become catalysts for positive change, aiming for significant societal impact.

   • Client's Perspective: Clients collaborate on solutions that contribute to both business and societal well-being.

   • Consulting Firm's Perspective: The firm focuses on achieving a higher purpose and making a lasting, positive societal impact.

The Consultant Ladder", informed by insights from "The trusted advisor" and my own consulting experiences, is designed to offer guidance and reflection in the consulting field. It integrates essential aspects such as credibility, reliability, intimacy, and a balanced self-orientation, presenting them as key components for a consultant's journey rather than strict rules.

• Credibility: This aspect underscores the importance of a consultant's knowledge and expertise, aiming to bolster the client's trust in their advice.

• Reliability: It emphasizes the need for consultants to align their actions with their words, thus building a reputation of dependability.

• Intimacy: This factor focuses on creating a safe environment for clients to share information, essential for deepening personal connections.

• Self-orientation: Aimed at ensuring the consultant prioritizes the client's interests, this element enhances trust by showcasing genuine care and attention.

By sharing this ladder I hope to contribute to the broader dialogue in the consulting industry. This model is a personal narrative, combining foundational trust principles with practical experiences, and is shared with the aspiration of encouraging others in the field to find their unique paths and create significant, positive change in their professional and broader community engagements. 

And remember... The true measure of any model's worth is its ability to resonate with and enrich your personal experiences and aspirations. Ultimately, it's about discovering your unique contribution, that intersection where your skills and passions align with the world's needs (i.e. "Ikigai") - a powerful insight that can redefine not just your career, but your impact on the world around you.