Emergent
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Johnson Stephen Scott. Emergent
About the author
Gratitudes
Foreword
Introduction
Moving from ‘seek and destroy’ to co-creation
Part I. Innovation
Chapter 1. Challenging the fear and fatigue of change
Changing capitalism
Committing to change and community
Chapter 2. Navigating workplace complexity
Social capital and community
The connection crisis
Your leadership imperative
Moving from toxic to Emergent
The romance of movements
Chapter 3. Naked and extraordinary
Stripping away pretence and persuasion
An interdependent model
Embrace uncertainty
Part II. Transformation
Chapter 4. From institutional to collective power
Old power versus new power
See it, feel it, believe it
Challenging organisational stereotypes
Chapter 5. Corporate social responsibility is dead
Philanthropy in crisis
Give and you will receive
Creating a framework for advocacy and support
Chapter 6. Conscious leadership and culture
The dampening field of consumption
The conscious leadership paradigm
Finding a higher-purpose strategy
Empathic understanding
Part III. Evolution
Chapter 7. A culture for engagement
The X-factor
The Culture Quadrant
Cultural resonance
OurSay.org
Chapter 8. Co-creation: Test. Fail. Learn. Adapt
A powerful engine for innovation
A business imperative
Embracing co-creation
Blood, beer, sweat and tears
Free the love
Celebrate failure
The ‘magic 4’ of innovation
The Synergy of Huddle
Chapter 9. The sacred geometry of higher purpose
Embracing complexity and chaos
Dynamic system soufflé
The CATALYST Engagement System in action
Conclusion … or is it really the beginning?
Appendix
Engagement Toolbox
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Stephen Scott Johnson is a culture change expert who helps organisations catalyse engagement and innovation. An industry veteran with two decades of experience in global business, he is a highly sought after international mentor and keynote speaker in enterprise co-creation, crowdsourcing and movements.
Stephen has worked with hundreds of people and organisations to transform their impact. He is featured in BRW, Fast Company, Huffington Post, National Marketing Mag, MICENET and PRWeb. Stephen’s clients include Unilever, Sanofi-Aventis, Victoria Envi-ronment Protection Authority, Momentum Energy and ecostore, just to name a few. His contribution to industry is critically acclaimed with accolades including Cannes Lion, AIMIA and Webby.
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Interestingly, while these initiatives varied in quest and scope, their remit was always the same – mobilise a critical mass of awareness, engagement and advocacy to catalyse donor support.
Sustaining involvement in any change agenda is no mean feat and requires more than a lacklustre campaign devoid of vitality, force and conviction. Having spent more than a decade in the global advertising industry, I have witnessed the launch of hundreds of these campaigns. It was in this context that I began to realise something was inherently wrong with mainstream brand marketing, and that, by extension, institutional philanthropy and corporate social responsibility were also in trouble. The seek-and-destroy approach of targeting consumers statistically and without context, is like launching a rocket with a faulty guidance system.
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