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Uploaded: 2021-11-12
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Description: Towards Society 5.0 era: organisational empowerment of the sustainable future Vesna Tornjanski, Mladen Čudanov Faculty of Organizational Sciences, University of Belgrade.

Towards Society 5.0 era: organisational empowerment of the sustainable future Vesna Tornjanski, Mladen Čudanov Faculty of Organizational Sciences, University of Belgrade. 

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Towards Society 5.0 era: organisational empowerment of the sustainable future Vesna Tornjanski, Mladen Čudanov Faculty of Organizational Sciences, University of Belgrade

Presentation framework. 2. Introduction Motivation The aim and purpose of the study Literature review The art of organisation in contemporary society Going beyond Industry 4.0: Society 5.0 overview Research results Early thoughts on a sustainable organisation: towards Society 5.0 context A sustainable organisation in the context of Society 5.0 Organisational contribution to the collective intelligent ecosystem Future organisational forms that fit the Society 5.0 Conclusion. 

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Introduction Motivation The aim and purpose of the study Literature review The art of organisation in contemporary society Going beyond Industry 4.0: Society 5.0 overview Research results Early thoughts on a sustainable organisation: towards Society 5.0 context A sustainable organisation in the context of Society 5.0 Organisational contribution to the collective intelligent ecosystem Future organisational forms that fit the Society 5.0 Conclusion

Introduction. 3. A sharp transformation that occurs every couple of hundred years in societies S ustainability as a fundamental issue to future business success T he birth of 4th industrial revolution Covid-19 era. 

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A  sharp transformation  that  occurs every couple of hundred years in societies S ustainability  as  a fundamental issue to future business success  T he birth of  4th  industrial  revolution Covid-19 era

The aim Sustainable  solution for "future organisation“ , The purpose A new aspect of a smart, human-centric and noble future to strengthen the long-term well-being and prosperity of organisations, economies, and societies. O rganisational contribution to the collective intelligent ecosystem

Source:  Drucker ,  1992 ;  Lacy et al., 2010; Edmonds, 2011; Hurn, 2012; Lu, 2017 ;  Čudanov et al., 2019; Tornjanski et al., 2020; Sundaram et al., 2020;  Aquilani et al., 2020;  Sia, 2021 ;  Tornjanski et al., 2021 .

Literature review: The art of organisation in contemporary society. 

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Literature review:  The art of organisation in contemporary society

Continuous changes in contermporary society K nowledge-based society  a s    a future society Long-life learning as a norm of sustainability K nowledge  as a  primary resource

Changes of how  organisations perceive and value the competencies of human resources C ontemporary organisation  is recognied  in well-qualified and knowledgeable people T he dynamics of knowledge implies the building of change management into its very structure A  foundation for the development and achievement of an organisation's competitive advantage : K nowledge management  development, Empowerement of a mbidextrous entrepreneurial intensity and performance , Perfect harmonization  between  sustainable dynamic capabilities to innovate, sustainable business model innovation and adequate  organisational design .

Source:  Drucker ,  1992 ;  Teece et al., 1997;  Fjelstad & Snow ,  2018 ;  Bocken et al., 2020 ;  Santoro et al., 2021 .

Literature review: Going beyond Industry 4.0: Society 5.0 overview. 

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Literature review:  Going beyond Industry 4.0: Society 5.0 overview

According to Keidanren,  Society 5.0  is defined as:  A  sustainable future  in the context of Society 5.0  can be defined as:  " A human-centred society that balances economic advancement with the resolution of social problems by a system that highly integrates cyberspace and physical space “  . (Keidanren, 2016, p. 5 ) “ A n innovative approach that encompasses and encourages simultaneous development and growth of both, economies and societies by introducing a concept of deep integration of humans' and smart machines' cognitive and emotional intelligence and open innovation, thus by empowering collective intelligence for the long-term well-being and prosperity of different stakeholder groups in the ecosystem“  . (Tornjanski et al., 2020a,  p. 134)

Literature review: Going beyond Industry 4.0 – overview of Society 5.0 context. 

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Literature review:  Going beyond Industry 4.0  –   overview of  Society 5.0  context

The collective intelligence ecosystem concept

Innovation Flexibility Knowledge Agility Adaptability Dynamic transformative capability

Organizational development and growth Economic development and growth of the country Economic development and growth of the region

New business models New operating models New learning paradigms New management practices New leadership styles New job patterns New strategies

Open innovation Humans’ cognitive and emotional intelligence Artificial cognitive and emotional intelligence

L T  well-being L T  prosperity Sustainable society

Initiation – Design – Development – Implementation – Adaption – Adoption – Continuous improvement

Research results: Early thoughts on a sustainable organisation: towards Society 5.0 context. 

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Research results:  Early thoughts on a sustainable organisation: towards Society 5.0 context

S ophisticated concept to effectively fit into the digital transformation journey

Business model  and  dynamic capabilities

C alls for the development of soft-based skills and effective leadership approaches

S hared and servant leadership style that energises and reveals people's potentials and passions to bring the best value to stakeholders

Source:  Luftman et al., 1999; Tan & Gallupe, 2006; Chan & Reich, 2007;  Dulanović & Jaško, 2009;  Mekawy et al., 2009;  Janićijević, 2011;  Charoensuk et al., 2014; Tornjanski et al., 2015a; Tornjanski et al., 2015b; Tornjanski et al., 2016 ;  Čudanov et al., 2019;  McKinsey & Company, 2019 ;  Tornjanski et al., 2020; Sia et al., 2021 ;  McKinsey & Company ,  2021 .

Taking a stance on purpose Sharpening value agenda Using culture as a secret sauce Treating talents as scarcer than capital Fast decision making Taking an ecosystem perspective Building data-reach tech platforms Accelerating organisational learning Radically flatten the structure

Visionary  role Architect  role Coach  role Catalyst  role

Structural reorganisation Digital leadership Technology revamp Process redesign Incentive realignment Cultural renewal

8. Source: Goleman, 1998; Tornjanski et al., 2015a ; Tornjanski & Milosavljević, 2016; Fukuyama, 2018; Wilson & Daugherty, 2018 ; Mirčetić, 2018; Mirčetić, 2019 ; Adizes, 2019 ; Bocken et al., 2020; Tornjanski et al., 2020; Tornjanski et al., 2020a .. 

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Source:  Goleman, 1998;   Tornjanski et al., 2015a ;  Tornjanski & Milosavljević, 2016; Fukuyama, 2018; Wilson & Daugherty, 2018 ;  Mirčetić, 2018; Mirčetić, 2019 ;  Adizes, 2019 ;  Bocken et al., 2020;   Tornjanski et al., 2020; Tornjanski et al., 2020a .

Research results:  A sustainable organisation in the context of Society 5.0

The purpose of a sustainable organisation in the context of Society 5.0

A  vision of an innovative organisation that simultaneously : Harmonise operational efficiency with strategic effectiveness Satisfies tangible and intangible organisation's and stakeholders' needs Sustains human-centricity by : Creating a noble environment Strongly enabling and supporting work-health-personal life balance

H uman-centricity paradigm in which knowledge economy and humans' needs come to the fore

Perfect harmonization between: Effective sustainable business model innovation Strong dynamic capabilities to innovate Organisational design that easily fits into the vision of contemporary organisation and society viewed in the context of Society 5.0 Leadership and management approaches: Innovation management Capability to empower people Developed emotional intelligence Leading by heart paradigm Fusion skills Creativity Talents recognition and valuation as the most valuable asset Human-centric organizational culture development: Soft-based skills development and empowerment through the entire organisation Operating model for the future founded on: S ynergetic effects of deeply integrated collaboration between smart machines   with incorporated cognitive and emotional intelligence  and humans

Research results: Organisational contribution to the collective intelligent ecosystem. 

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Research results:  Organisational contribution to the collective intelligent ecosystem

Source:  Adizes, 1979; Dulanović & Jaško, 2009; Janićijević, 2011;  Morioka et al., 2016;  Tornjanski et al. 2020a;  Tornjanski et al., 2021.

An organization is both: An open system that continuously evolves Subsystem in a business ecosystem

Organisational contribution to the sustainable future viewed in the context of Society 5.0 Development the purpose and the concept of sustainable organisation in the context of Society 5.0 at a collective level Shifting focus on ecosystem instead of an organisation as an entity Integration of technologies that constitute Industry 5.0 into an ecosystem Shifting focus from shareholder value to stakeholder value Development and integration of key components that build collective intelligence ecosystem at all levels

An extended collaborative network that exceeds the organisation's boundaries Doing business in a vacuum

Multidisciplinary knowledge continuous development Strategic change leadership knowledge and skills A culture that can effectively support Society 5.0 concept and context Strong security and privacy Pull-based security ecosystem development and integration into collective intelligent ecosystem

Research results: Future organisational forms that fit the Society 5.0. 

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Research results:  Future organisational forms that fit the Society 5.0

Key organisational research directions for Society 5.0 can be categorized as follows: Networked organisation Self-management teams and organisation Digitally transformed organisation IT transformed organisation Agile organisation

Source:   Adizes, 1971; Hackman & Oldham, 1973;  Miles & Snow, 1986; Powell, 1990; Moore, 1993; Mintzberg, 1993;  Hammer & Champy, 1993;  Cohen et al., 1996; Groth, 1999; Berg, 2001; Sharma & Yetton, 2003; Andal-Ancion et al., 2003; Larsen, 2003; Berman, 2012; Laloux, 2014; Matt et al., 2015; Kane et al., 2015; Homburg, 2017; Hohl et al., 2017;  Hobbs & Petit, 2017; Lindlöf & Furuhjelm, 2018;  Anguelov, 2019;  Beerbaum, 2021;  McKinsey & Company, 2021 .

11. Instead of c onclusion. Think big Dream big Beleive big. 

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