Future Corporate Culture and Profits
Conscious capitalism has become a global brand for corporate leaders and stakeholders to rethink their roles and contribute their economic gains to both corporate and societal perspectives and interests. In the original values and practices, Conscious capitalism has explained four fundamental values - (a) higher purpose, (b) stakeholder orientation, (c) conscious leadership, and (d) conscious culture - are promoted and cultivated from top-management levels to bottom lines. Everyone is assigned to specific tasks, understanding how to fulfill such roles. Why do sustainable corporations need to cultivate values of conscious capitalism in today's business environments from the west to the east? The most matching answers are - (a) matching up earning incomes among stakeholders to minimize a gap of incomes, (b) harmonizing extreme business decisions for more neutralized and rational decision-making processes, (c) building socially connecting corporate culture with more engagement, contribution and sharing knowledge, (d) empowering participants and employees for skills, knowledge, confidence, creativity, innovation and performance, and (e) reinforcing mutual relations and trust among stakeholders. Creative and innovative powers are not only from top-management positions, but also other levels and in-range stakeholders. Risk exposure is minimized under such trustful and engaged communication and executive processes.
A future corporation can position its brand in a domestic market and overseas markets because business leaders can decode consumers' needs and integrate relevant technologies and business trends in order to offer right products and services. Customers can welcome such products and services based on prices, embedded features, newly created materials and iconic designs, environmental and consumer friendly values. Universal and open ecosystems are not exclusively created by internal workforce, but also external contributors (supply chain partners and subcontractors). One used-to-be-pioneer-and-leading tech company can become a follower behind other fast-catching-up and innovative companies. When technologies are invented, upgraded and retooled by fresh start, back-engineering and collaborative works, new technologies are not static brands, but dynamic ones. Samsung, Apple, Google, LG, HTC, Blackberry, Nokia, and Lenovo can define their manufacturing, R&D and marketing strategies in such revolving stages and switching statuses. HP and Dell have learned a big lesson from IBM to understand how to serve markets with static and dynamic values. IBM has unplugged the PC division by selling it to China-based Lenovo, and focused on corporate services and business intelligent segments. Lenovo has remade and renovated the acquired PC brand "Thinkpad" with new flavors and added values. Apple has emerged from the on-edge-bankruptcy situation to become the world's largest consumer electronic maker with iconic brands - Macbook, iPod, iPhone, and iPad. Samsung has joined in later, but quickly defined its market position to challenge Apple and other top-performance brands like Sony, Nokia, Motorola, Sharp, Panasonic and Toshiba. The future corporation can learn experience and lessons from Apple, Samsung, IBM, Nokia, Sony and HP. Quantity of sold units is counted, but marginal profits are also counted to raise up share prices and market capitalization.
Profits are a vital component for a corporation to win trust on stakeholders. Today's corporate values are translated into different categories - (a) customers' satisfaction, (b) embedded relevant technologies, (c) employees' satisfaction and sharing knowledge culture, (d) social responsibility, (e) quantity of patents, know-how and innovative values, and (f) environmental friendly principles. Innovators, creators and pioneering engineers are employed to fulfill key positions that can unlock unexploited resources and motivate corporate talent workforce. Profits are also recycling assets besides paid-out dividends, business operation costs and tax duties for R&D, business expansion and market penetration.
