V3 Corporate Philosophy
Second-wave companies are built for growth, with a "more of the same" attitude and no appreciation for change. They generally lack flexibility, creativity, and innovation. V3 must adopt the traits of a third-wave company. The source of V3's strength lies in change - in the ability to transform its products and organization in response to changes in the economy, in social habits, and in customer interests.
V3 cannot become trapped in trying to capture market share, but instead it must create market share.
Due to its size and attitude, V3 must resist a hierarchy and create a network. Organization should be a process rather than a structure and modular groups should be established to take on specific tasks. Leaders in third-wave companies still set the agenda. They decide what's going to be important and decide where resources will go. The leader's job is to empower the network, and to establish and inspire powerful think groups. Traditional organization becomes sub-networks of the company. Resultant output from V3 shall come from market creation instead of market share. Corporate focus is deinstitutionalized and is more individualized. Style is not structured and is more flexible.
The source of strength is from change instead of stability. Structure is not successful by self-efficiency but instead network interdependencies. Culture is not traditional but changes with the people and attitude. Leadership is inspirational instead of dogmatic. Quality cannot be an affordable best - there can be no compromise. The advantage is by meaningful difference, not by a better sameness. Motivation is not to complete but to build. Set directions instead of goals. Don't define V3's identity, instead make it recognizable. Second-wave companies are in the business of getting bigger. Third-wave companies are more interested in finding a better way.
The goal: make your products obsolete before someone else does. Innovation must be constant. Changes and innovation are by-products of networks and think groups. V3 must exist for its people, the lifeblood, not the other way around. Second-wave people are motivated by promotion, salary and bonuses. Third-wave people are motivated by commitment to an ideology, the chance to change the world, the chance to grow as a person. As a result, third-wave people are more likely to take risks. They are playing according to their own standard, not V3's. Their attitudes are based on the possible, not the actual. They must, as a result, be
given high rewards for their high risks, especially in stock options. Buy-in management: A group decision making process that recognizes individuals regardless of where they reside in V3. Buy-in doesn't allow for compromise. If someone has an idea, he or she is obligated to sell and persuade others that it's important. Ideas and decisions can originate from anywhere - not from the top down as in second-wave companies. Because think-groups form the participation for buy-in, no person is more superior than another. Buy-in encourages unfettered group discussion of attitudes, policies and ideas. Ideas, discussions, and concerns are not squelched. Success is inevitable because everyone has a stake in all decisions and a vital role in them. Along with the priviledge to make a difference goes the responsibility to make a difference - everyone has got to make a contribution.
There is no better time for change than when things aren't going well. If everything is going well, nobody would accept change but otherwise, change is expected and demanded. The trauma that comes with changes opens up opportunities and often forces more traditional companies which cannot always move as fast to miss some of the emerging opportunities. You can strongly increase brand awareness by using bolder and riskier placement strategies. Lay the groundwork well in advance. Behind any successful event lay months and months of preparation. To spread "the word", use the 90/10 rule. This means that 90% of the world is influenced by the remaining 10%. If you can positively reach the influence-makers of the world, you've managed to send ripples throughout the target community. However, careful planning must be done in advance and a timeline for events and marketing programs must be established and adhered to. Discipline must be established to not jump the timeline and make decisions on events that spring up unannounced. It is always better to turn down unexpected events than to disrupt the timeline and alter direction midstream.
The philosophy of V3 Mediaworks is to be a third-wave company and operate with the ideals and principles of this model. This will create a stimulating, energy-filled environment for its employees, shareholders, management, dealers and customers.
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