The enterprise, as it is being defined here, needs to be able to seek out and develop its own space in the market, putting customers at the center and working constantly alongside them.

But what happens when the enterprise grows and the natural drive toward efficiency threatens to put all of this at risk? 

A modern case study, also central to Humanocracy, is Haier with its RenDanHeYi (RDHY) model, devised by Zhang Ruimin, who has led Haier since 1984 and is now its Chairman Emeritus.

Strongly influenced by Drucker, Zhang's work branches into three inseparably linked lines: Ren is the person, seen as an entrepreneurial subject rather than a mere “resource,” Dan is the customer, HeYi is the integration at “zero distance” between them. 

In his work, Zhang dismantled Haier's hierarchical structure, breaking it up into thousands of autonomous micro-enterprises, in which — structural differences aside — it is not hard to recognize the same intuition as Olivetti's principle that “the person is a protagonist, not a resource.”

In this new conception of the enterprise, inspired by Intelligent Business Agility, the organizational and operational architecture takes shape in Harmoniq, promoting the development of Proactive and Harmonious Interconnection, summed up by the phrase «success is always collective, failure is always shared» — a formulation particularly close to Olivetti's communal and territorial sensibility.

In particular, Harmoniq makes this explicit through the action of widespread delegation: one of six motivational levers, together with Mastery, Purpose, Psychological Safety, Status, and Augmented Collaboration, explicitly drawing on the work of Daniel Pink, as well as on Deci and Ryan's work on intrinsic motivation, and on Amy Edmondson's work on psychological safety (a construct defined in 1999 and only systematized in 2018 in The Fearless Organization).

Mastery and Purpose, in particular, speak directly to Olivetti's idea of the “need to learn” and to the opening question of this very essay: what is the purpose of the enterprise?

It can therefore be said that if Olivetti's question is: 

how can the enterprise be a community in service of the person and the territory? 

and IBA's question is: 

how can this community become agile and intelligent through the collaboration among different intelligences?

Harmoniq closes the circle by answering an equally fundamental question: 

how to concretely design an organization in which collaboration among different intelligences can become everyday, distributed, and value-oriented?