While corporate responsibility has risen as a strategic priority for many companies, boards have not been driving this change. The UN Global Compact LEAD board program conducts extensive surveys and interviews with board members, which have revealed some significant key areas where board members often are not aligned. Those key areas are what sustainability means, what value it brings to the company, whether it adds to (or subtracts from) profit and innovation, what the risks and opportunities of sustainability are and who the most important stakeholders are for the company’s success or failure.
In part 3 of this 5 part series, Mike Townsend examines ownership models in a Capitalism 2.0 world (CAP2). Feel free to sign up for Volume I of a Strategy Manual called, “Capitalism 2.0: Strategies for the 21st Century Enterprise” to be released in May 2013 and/or join our new LinkedIn Group where we will be discussing the ideas of Capitalism 2.0 in more detail. We look forward to sharing these ideas with you – click here.
PART 3: BETTER BY RE-DESIGN – HOW WILL OUR ORGANIZATIONS NEED TO ADAPT TO DELIVER GENUINE SUSTAINABLE BUSINESS SUCCESS?
“It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.” Leon C. Megginson
There’s plenty of talk about the need to transform our businesses, and the need to become more sustainable. But do we really mean it?
Are we really prepared to follow through, to do what it takes, in order to bring about real transformation, and deliver the full implications of sustainability in business?
