The current paper has given a comprehensive overview of three intermingled topics highly relevant to the success of any company considering to shift from normal business and explore market
expansion through being a socially innovative organization. Aspects on leadership models, behaviors, traits liked to MNCs, NGOs and SMEs usage have been shared. The paper also discusses the trends of new career paths for talents and cautions organizations to stay relevant with an action plan in creating a high potential system (HPS), discusses the concerns and strategies in change management and gives practical steps to implementing Situational Leadership II language in an organization, in order to generate consistency in leadership behaviors to foster a socially innovative environment.
Finally, it is important to be aware that titling this paper ‘Rethinking Human Resourcing for Social Innovation in Business’ signifies that all organizational stakeholders must shift their mindset that strategic partnering between human resource professionals and business leaders must exist, as different groups need to work with common values and goals in order to generate a successful HPS stemming from purpose instead of needs of the organization. HPS is not the sole responsibility of HR departments, but rather the ownership of all business leaders, since its success will generate the bread and butter for the organization and social impact in a sustainable and long term manner.
The purpose of this paper was to offer a kick start process of ideation towards a sustainable go-to-market for organizations by thinking social impact with ROI in mind, via a HPS frame of thought, a change process and a leadership language playbook, that would support internal organizational stakeholders to collaborate towards the same aim, in order to capture buy-in and sustainable transformation. For success in the transformation from one business model to another, many elements in knowledge management must be considered, including: organizational leadership, learning and in a more complex way, culture – comparing and contrasting fits and misfits with the stakeholders dealt with in the tri-party arena of for profit, non-profit and government when it comes to social impact business direction.
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