On this day of celebration of the United States revolution, I was celebrating the potential of another great revolution. Via social media and social networking, the stars and the moon aligned and the Age of Aquarius came into view.

While the theme of FASTforward ’08 was the User Revolution, the various keynote presentations actually presented compelling evidence for an even larger revolution: fundamentally redefining business models. I regularly leverage Don Tapscott’s allusion to an economic tsunami, and the corresponding revolutionary responses. But today I leveraged it in yet another critical way.

If there need be a voice to lead the charge in this revolution, the most credible voice is that of Jeffrey Hollender, President of Seventh Generation.

It occurred to me today that Jeffrey has quietly been engaged in the larger social ‘conversation’ for a long time — albeit in more traditional form of a newsletter, with a personal message from Jeffrey in each issue. But this realization only came about as a result of the serendipitous social-crossing (a random Twitter reference found) of a talk Jeffrey gave last month, at Sustainable Brands ’08.

My true enneagram one self was emotionally jumping up and down while listening to the following thoughts:

Just to give you a little context on where Seventh Generation is, after around 2000 the business was growing at about 25-30% a year. Last year the business grew 45%. This year-to-date, we’ve grown 65%.

I’m going to talk about something hard to see…something going on inside the company…the most challenging part of the equation…to build a culture…

Then he goes on to share artifacts of same.

If we come out with a marketing claim, are people in the company comfortable challenging that claim?

It also deals with things like my compensation [“Our Compensation Principles and Beliefs”]

Everybody gets a free massage every week…that’s an easy thing to do. [this is where my screaming kicked up a decibel or two] It’s easy to let dogs run around the office.

We provide 100% paid health insurance for our employees.

We ABSOLUTELY believe that employees should have an ownership stake in the company. You can’t build an equitable, responsible company if your people…don’t own part of that company.

I think that equity and justice don’t particularly exist inside most companies.

Yes, a fundamental element of Seventh Generation is social responsibility. But Jeffrey takes social responsibility to the next level, by investing in the social health and well-being of his employees. Socialprise is about fundamentally redesigning an organization around the strength of the human element. It’s about finally overthrowing over-yang’d classic business models with a healthier balance of yin. It is through the healthy balance that a company will be better prepared to survive the buffets of the economic onslaught.

Why? Because just as a tree that spreads and digs its roots deep, an enterprise is made more stable through the strength afforded it by all of its relationships. Socialprise is an enterprise that understands and capitalizes on the most important economic factor responsible for its existence: Relationship Equity.

Seventh Generation has always been fundamentally grounded in the definition of a Socialprise. They’ve not allowed newer forms of the social exchange to pass them by. Just last week, Seventh Generation started a Twitter account, to highlight key messages including posts from Jeffrey’s blog, Inspired Protagonist. I’m thrilled because I rely upon Twitter as a messaging filter more than RSS (as do others).

And now Jeffrey has joined forces with others to redefine The Future of Management, as instigated by Gary Hamel.

Mr. Hollender, count me in as a revolutionary recruit.