Anyone else noticed the number of brands jumping on the “good” bandwagon?
“Good” power, “good” homes, “good” juice, “good” this and “good” that – so what is this “good” stuff all about?
Let’s start by thinking – who defines “good”?
In today’s information age, increased transparency has dramatically reduced the gap between conventional “stakeholder” groups.
Messages spread fast, people express their opinions more and the truth always comes out.
Whilst this presents some perceived challenges, it all also presents the leader of an organisation with an opportunity to align stakeholder groups like never before.
Consider for a moment the stereotypical drivers of typical stakeholder groups within a capitalist economy:
- Customers – want a good product at a good price
- Staff – want a good job with a good salary
- Investors – want good profits
- Leaders – wants good customers, good staff and good investors
Fundamentally, under this model, what is good in the eyes of one stakeholder group may not be so good in the eyes of another.
What “good” means to a particular organisation is inherently different to the definition of “good” in another – at least it should be, or we’re all selling commodities!
The challenge here is defining “good”.
If we think about the fundamental role of a leader, this definition of “good” fits squarely within their camp – i.e. defining the purpose of the organisation, why the organisation exists in the first place. A clearly articulated and authentic purpose and clear communication have become increasingly paramount to success.