I have only started this article in s+b, published by Booz and Company, a consulting firm. But its premise is very interesting: we are seeing a new wave of organizational forms and organizational technology to support business-social benefit hybrids.
The idea also contains an explicit criticism of business as usual:
The Soul of a New Design
For years, critics of the corporation have argued that the prevailing design of publicly held corporations is innately flawed. That design involves a board that is elected by shareholders — with votes allocated proportionately to the number of shares held — whose members then appoint a semiautonomous CEO as the shareholders’ agent, who in turn delegates authority down through the ranks. In many ways, this has been a highly effective model. The “managerial hierarchy” structure, as corporate historian Alfred D. Chandler Jr. called it, has accomplished more in a short time than any other form the world has known.
But this shareholder-centric model has also contributed over the years to what former Citigroup CEO John Reed has called the “iron triangle of short-term pressures” — hedge funds, stock options, and stock analysts — that keeps companies narrowly focused on quarterly profits.
You are welcome to read and write more on this article for a blog post.