Recommended
More Related Content
What's hot
What's hot (19)
Similar to Morning Keynote - Martin Rich
Similar to Morning Keynote - Martin Rich (20)
More from CleantechInnovate
More from CleantechInnovate (20)
Recently uploaded
Recently uploaded (20)
Morning Keynote - Martin Rich
- 1. Martin Rich, Co-founder & Executive Director martin@futurefitbusiness.org
- 2. Humanity has done some amazing things
- 3. Humanity has done some amazing things
- 4. But our impact is not always desirable
- 5. But our impact is not always desirable
- 6. And it’s not just about nature
- 7. Globalisation has fuelled uneven growth in prosperity
- 8. By 2100, per-person GHG emissions must be no more than they were at the start of the industrial revolution… …with 10x as many people on the planet
- 9. We must rethink how we do business…
- 10. Environment …so we must rethink how we value business Environment Society BusinessEnvironment Society Business Society Shareholder Value Shared Value System Value Business Financial returns are all that matters: companies privatize gains and externalise losses Business comes first: negative impacts are often not sufficiently internalised – or are justified – by ‘doing good’ elsewhere Business addresses societal challenges in a holistic way, while not hindering progress toward a future-fit society
- 11. … and we must rethink how we do business
- 12. … and we must rethink how we do business
- 13. What is future-fitness? A Future-Fit® Society will protect the possibility that humans and other life can flourish on Earth forever. Environmentally restorative Socially just Economically inclusive
- 14. MANAGING DISRUPTION TO THE CORE BUSINESS SETTING DEFENSIBLE LIMITS TO SOCIETAL COMMITMENTS ENHANCING SOCIETAL ACCEPTANCE 100+ CE0s and board members were interviewed by academics. The interviewers explained the context-based approach to sustainability, and asked if and how it resonated. Three themes came up repeatedly. Does this matter to business?
- 15. Company Suppliers Buyers Industry Rivalry Economy New Entrants Substitutes Environment Society Exponentially Disruptive Tech Company Suppliers Buyers Industry Rivalry Economy New Entrants Substitutes Environment Society Company Suppliers Buyers Industry Rivalry New Entrants Substitutes Managing disruption in a fast-changing world… Some disruptive technologies coming within 10 years… - Artificial Intelligence - 3D printing (food, organs…) - Gene therapy (CRISPR) - Robotics - Blockchain - Autonomous electric vehicles - Augmented reality - Energy storage - Advanced materials - …
- 16. Release 2 Copyright © November 2017 Methodology GuideWhat the Benchmark is Its scientific foundations How it was developed Do, or do not – there is no ‘try’ “ ”
- 17. Thank you!
Editor's Notes
- Graph - globalisation has come at the price of uneven growth in prosperity
- Managing Disruptive Risk – Companies across all sectors are experiencing profound change, heightened volatility, and increasing uncertainty, exacerbated by the increasingly interconnected nature of these risks. To anticipate these complex and potentially disruptive risks, boards need to engage in thorough, proactive scanning. Including social and resource/environmental trends in long-term risk conversation helps to surface potential sources of disruption, helping your company to be more proactive in its response. Enhancing Societal Acceptance - The last half century has seen immense shifts in terms of what society deems acceptable business practice. Increasing pressures on scarce resources mean that companies will increasingly compete to maintain their social license and access to key resources. Boards must anticipate and understand these shifting pressures. The consideration of environmental constraints and shifting societal expectations is a natural evolution and an inevitable shift in the need to maintain social license to operate. Setting Defensible Limits to your Involvement - Companies are under increasing pressures to play a role in solving environmental and social issues, no company succeeds in the long term in a failing society. While expectations are ratcheting, there is only a limited amount of capital that any company can direct toward addressing these issues. Many directors are asking: How do we know how much is “enough”? How do we prioritize our investments into addressing these issues? By taking a more systemic approach to understanding the company’s key social and environmental impacts and its biggest levers for positive change, the board can prioritize where it makes the most sense to direct scarce resources (which may include beyond its own boundaries). Do these resonate? Is anything missing?