Fairy tales are typically something for kids. Particularly young kids. Over the centuries they have been used to convey fundamental social mores, warnings from danger, and to inoculate a shared understanding of what ‘good’ and ‘bad’ looks like. These characteristics though make fairy tales an ideal, if very uncommon, vehicle to convey information and learnings also in management literature. This book hence is a rare find.
Over the last 12 months, the Doughnut Economics Action lab developed a methodology – denominated ‘Creating City Portraits’ - , tested in three different cities of the global North. So the question is: Could the methodology work for business too? The answer: Yes in principle. But commitment is at the heart of it.
The cat is – long-time coming - finally left out of the bag: while drawing up a Covid19 recovery package, EU legislators have decided to introduce a levy on non-recycled plastic as per 1st of January 2020. Reading through the text, two points offer a considerable surprise: The short notice, the wording, and the focus on packaging.
But how come that legislators seem to drive the industry R&D agenda? Here a few questions for boards to ask their CEOs to get to the bottom of this.
Many of the most important resources our current civilisation depends on – all of them finite natural resources - form part of what historically would have been called ‘The Commons’. And yet, many of them are economically treated as 'income' and not the valuable and finite 'assets' they are. That again is the tragedy of the commons.
The supply chain.
It has been accepted a long-time ago: supply chain is a risk. Or better: a RISK in capital letters.
But also a word that sounds impersonal. Very akin to a factory being a cogwheel in a much larger clockwork. And while the definition of the term does list ‘people’, the focus is very clearly on the idea of it all being a neat system of seamless interactions.
This post is going to be somewhat more personal than how I usually write. Normally, I try to write and argument as factually and data driven as possible. I’m not one that feels comfortable to carry my emotions on my sleeve. And even less as some of the topics I write about are truly important to me.
But: There are a couple of things that upset me in the present. They related to the #blacklivesmatter movement on the one hand, but maybe more specifically to the related discussion on #racism – globally.
-> Includes a list of practical resources for corporate boards
Unless the top line of company executives are held accountable for and judged by their contribution to the company’s risk management and mitigation efforts, including importantly CSR and sustainability performance, the company will struggle. Without senior commitment and engagement, the system only ever allows for minor ‘bug fixes’.
The Manifesto of a Hummingbird: . 13 + 1 ways to make a stance for responsible business and leadership.
Let’s put the conclusion at the beginning: This book is a must read, for those that intend to ‘go into luxury’, fashion, or any other creative industry. But also for all those that are of the opinion that the ‘Gig Economy’ only came into being with companies like Uber, AirBnb, Just Eat and the like. In fact, luxury – and linked to it – the creative arts have been pioneering the Gig Business Model for many decades already.
We need new business models that are not predicated on selling more stuff to more people.
And because in the 'Here and Now', there is truly not much more to say, I could finish with the above quote.
Except that: Those ‘new business models’ are not reality. Far from it.
About the Role of the Board in the 'Why'.
Decisions in companies, brands, and businesses are never based either on a single argument, or the consequence of a single person’s ‘way’. Rather, companies have, to an extent, their own personality.
Key Question: a decision taken by this organisation – is it largely independent from, or a necessary consequence of, the decision(s) that the individuals within the organisation have taken?
The more time I spend ‘doing sustainability’, i.e. being involved both as a professional as well as as an individual in cajoling, motivating, convincing and helping companies – and the individuals therein - to become ‘better citizens’, the more I realised that … actually, in would not be that hard to do better.
Or let me reformulate more accurately: it is equally hard as many other things in businesses.
The “new normal’ everyone talks about. What is it supposed to look like? As with many things: being clear about what you do NOT want is easy to describe.
Explain and outline what it is that you really (really!) want, is considerably harder.
Here a try – my try - at exactly that.
Few economists have truly the track record to justify themselves talking about systemic issues, impacts and outlooks - other than in blatantly generic truths.
In his series 'Sustain What' - intermittently focused on the topic of the systemic aspects of Corona/Covid19 - renowned journalist Andrew Revkin has sought out a range of experts.
We have a choice. We have a choice to define, to embody, to live, how we want the ‘new normal’ to be.
Because, far from perfectionism, doing, being and actioning is what makes a difference.
This is why, I herewith propose a ‘Pledge of tiny actions’.
As I write this, it is late April.
And our lessons from the last few weeks in Corona lock down and the impact of the pandemic on our communities and societies, all over the world, have thrown an even harsher light onto some of the realities we either assumed as a given, or worked hard to change for years already.
And the lessons have been truly tough medicine.
The world ‘at the other end’ of the Corona tunnel could never be the same as before. It could be so much better than ever – with a real opportunity to put it on the rails that will make it the place we desire it to be.
Or: it could be same, but indeed worse place then ever. Where past misbehaviours is ignored at best, OK’ed at worse.
Doughnut Economics = An economic system that respects the planetary boundaries as well as the societal attributes of welfare. To create an economic system that works for the humans and the environment around us.
When will Corona 'be over'? never. There are historical moments when the future changes direction. We call them bifurcations. Or deep crises. These times are now. Matthias Horx discusses what that means concretely.
It is end of March / early April 2020 as I write this. Corona (Covid19) increases its grip onto the world. Draconian, tough policy measures are being put in place limiting people's lives ... and rattling the global economy.
Could it hall happen again in the future? And if so - in what way?