Enterprise Engagement Textbook: From the Public Policy Perspective
Enterprise Engagement is a new field that responds to the growing outcry for a more humane form of capitalism, while remaining true to capitalism’s goal of maximizing profits, because it proves that the two are not only compatible but are actually better for shareholders over the long term.
This is the first in a series of blogs announcing the launch of the EEA’s Enterprise Engagement: The Textbook and Engagement University Online explaining what we feel to be the potential impact of Enterprise Engagement from the perspective of public policy, general management, marketing, human resources and work/life perspective. Enterprise Engagement: The Textbook will be formally launched April 6-8 at Engagement University in Nashville, TN.
Developed with the support of Ernst & Young LLP and other leading companies, Enterprise Engagement focuses on achieving key organizational goals through the proactive involvement of all of the people critical to success. This field marks the transition to a more virtuous capitalism that seeks to improve the bottom line through a strategic focus on people rather than the traditional emphasis on process that often puts people second.
Enterprise Engagement takes the concept of Corporate Social Responsibility to the next level by starting with the people most important to business – keeping promises to customers, distribution partners, vendors, employees at all levels and the communities in which these companies operate. Enterprise Engagement is about creating a culture that inspires people to be loyal and contribute to the sustained extra effort that distinguishes great organizations from good ones.
Enterprise Engagement isn’t just about doing good; it’s about good business. The quest for a virtuous capitalism focusing on profitability through people will become an essential business strategy to organizations in the era of social media, in which customers and talented employees increasingly dictate the terms.
Organizations focused on people outperform their competitors in the 3-6 year period by up to 300% in terms of share price performance and earnings.
Why isn’t every company run this way? Because research indicates that companies with low engagement can outperform everyone in the near term (1-3 years) – until the real costs of those short-term strategies come home to roost.
In the world of Enterprise Engagement, the issue of new minimum wage laws is barely a concern, because most of these companies already see their employees as part of their brand and offer pay and benefits packages more generous than their competitors.
“Despite over 20 years of research and the wisdom of dozens of best-selling authors, most organizations continue to overlook the long-term competitive edge that comes from having a fully engaged audience of customers, distribution partners, employees, vendors and communities,” says Curt Coffman, Chief Science Officer of The Coffman Organization and co-author of the book, First, Break All the Rules, one of the all-time business best sellers.
Enterprise Engagement: The Textbook and Engagement University Online are based on extensive research spanning 20 years and input from by dozens of experts in general management, academia, marketing, sales and data management. It provides a concrete game plan for translating ideas into action and results.