Connected Success - The Future of the Socially Valued organisation. A superb project with the Growth Agenda team.
Some organisations are socially useful maybe even socially valuable, but at times in inconsistent ways. So, crucially, what does it require for organisations to be socially valued?
Connected success The Future of the Socially Valued Organisation - Full ver...Tim Jones
This document details the findings from a foresight programme that identified the nature of future social needs and considered how organisations could address these.
It is a longer version of the summary deck available on http://www.slideshare.net/timjones72/connected-success-the-future-of-the-socially-valued-organisation-21-03-14 and is designed to be printed as an A5 booklet.
This document details the findings from a foresight programme that identified the nature of future social needs and considered how organisations could address these.
Undertaken via a combination of desk research, one-on-one interviews, discussion forums and major workshops held on three continents, this programme explored multiple perspectives with experts and informed people from over 100 different organisations.
The insights were gained as part of a wider project for Barclays Bank plc. which has been building on its current Citizenship platform and looking ahead to shifts and options for change to prepare for the world in 2020.
This summary is being shared directly with those who participated in the discussions as a record of the dialogue. In addition, it is also being made available to interested parties for continued discussion and feedback.
The approach taken for this project was based on that adopted for the global Future Agenda programme – the world’s largest open foresight project to date.
• Starting with informed perspectives gleaned from research and initial interviews, a range of assumptions and hypotheses were developed and discussed within the core team.
• A series of group discussions were then used to test thinking and gain new perspectives from experts across a number of areas – from academics, philosophers and ethnographers and leaders of social enterprises to economists and businesses.
• Revised perspectives were then taken into three major workshops in Johannesburg, London and New York where a wider group of informed people from multiple organisations challenged and built upon each others’ views to provide a richer, deeper view of the future of the socially valued organisation.
This document is a synthesis of what we heard and learned from these discussions.
Connected Success - The Future of the Socially Valued Organisation - 21 03 14Tim Jones
This document summarises the findings from a major foresight programme that identified the nature of future social needs and considered how organisations are expected to address these.
Undertaken via a combination of research, one-on-one interviews, discussion forums and major workshops held on three continents, this programme has explored multiple perspectives with experts and informed people from over 100 different organisations.
The insights were gained as part of a wider project for Barclays Bank plc. that has been building on its current Citizenship platform and looking ahead to shifts and options for change in the world in 2020.
This summary is being shared directly with all participants in the discussions as a record of the dialogue and its conclusions. In addition, it is also been made more widely available for continued discussion and feedback.
Impact investing involves “investors seeking to generate both financial return and social and/or environmental value—while at a minimum returning capital, and, in many cases, offering market rate returns or better.” The Rockefeller Foundation’s Impact Investing Initiative has sought to address the “lack of intermediation capacity and leadership to generate collective action” that was constraining the small but rapidly growing impact investing industry.
Carried out in 2011, the evaluation of the Initiative aimed to evaluate the relevance, rationale, effectiveness, influence and sustainability of the Initiative through document review, portfolio analysis, interviews with more than 90 impact investing leaders based in 11 countries, participant observation at industry events, and organizational assessment. The external evaluation team also conducted a scan of the impact investing industry’s evolution over the past four years (summarized in a companion report).
Given the rapidly changing and emergent nature of the impact investing field, the Evaluators were asked to frame their findings for the Initiative in the context of findings for the field as a whole, to help guide the recommendations for the Foundation and for leaders in the field more broadly.
Insights, a product of the ongoing work of The Rockefeller Foundation’s strategic research team, identifies compelling and emerging problem trends and areas of dynamism where there might be opportunities for intervention.
Building Capacity for Innovation and Systems Change: Innovation Fellowship Pr...The Rockefeller Foundation
Achieving The Rockefeller Foundation’s goals to build resilience and advance inclusive economies requires moving beyond traditional approaches to problem-solving. New ways
of thinking and working are needed in order to have impact at scale. The Rockefeller
Foundation Global Fellowship Program on Social Innovation was designed to enable
leaders to innovate in order to address the underlying causes of complex social and
environmental challenges. With two successive cohorts of Fellowships now complete and
a third underway, the timing is right to reflect on what the Foundation is learning about
building individual and institutional capacity to innovate and drive systems change.
Creating a Global Partnership for Effective Development Cooperation Dr Lendy Spires
The Development Assistance Committee (DAC) of the Organisation for Economic Co-operation and Development has pursued its public-value mission of development and poverty reduction in a variety of ways over the past 51 years. Its focus has been on creating peer pressure to maintain a sufficient volume of official development assistance; making development cooperation qualitatively more effective; and, in more recent years, attempting to rationalize a growing, increasingly fragmented, and largely uncoordinated global development effort. This essay analyzes an international event that laid the ground for a breakthrough in meeting these goals: the Fourth High-Level Forum on Aid Effectiveness, held in Busan, Korea, in 2011. It analyzes how the process of preparing for Busan was used to overcome political opposition and create trust among diverse actors. The introduction of empirical evidence in a timely manner and the effort to place that evidence in context contributed to the prospects for success. This paper is intended to provide students of international affairs and development a better understanding of how consensus is reached among nations, institutions, and individuals with diverse interests, orientations, and personalities. It is a story of how a unique organizational entity, the DAC and its member states, backed by a highly competent secretariat and strong leadership at many levels, exercised effective leadership at critical moments to achieve a positive outcome. The Center for Global Development is an independent, nonprofit policy research organization that is dedicated to reducing global poverty and inequality and to making globalization work for the poor. CGD is grateful to its funders and board of directors for support of this work. Use and dissemination of this essay is encouraged; however, reproduced copies may not be used for commercial purposes.
A successful philanthropic initiative depends not just on the strategy pursued – but also on how that strategy is implemented. Implementation considerations can vary significantly based on the shape of an initiative – starting a new organization can look very different than investing in a portfolio of existing organizations. This report looks at four “models” for implementing initiatives. These don’t represent an exhaustive set of potential models to pursue, or even the most high potential models. Rather, these are four examples of models, each of which has significant potential for impact when chosen wisely and executed well. The report outlines the considerations involved in choosing to pursue each of these models and findings on how to implement them, drawn from real-world experience.
Connected success The Future of the Socially Valued Organisation - Full ver...Tim Jones
This document details the findings from a foresight programme that identified the nature of future social needs and considered how organisations could address these.
It is a longer version of the summary deck available on http://www.slideshare.net/timjones72/connected-success-the-future-of-the-socially-valued-organisation-21-03-14 and is designed to be printed as an A5 booklet.
This document details the findings from a foresight programme that identified the nature of future social needs and considered how organisations could address these.
Undertaken via a combination of desk research, one-on-one interviews, discussion forums and major workshops held on three continents, this programme explored multiple perspectives with experts and informed people from over 100 different organisations.
The insights were gained as part of a wider project for Barclays Bank plc. which has been building on its current Citizenship platform and looking ahead to shifts and options for change to prepare for the world in 2020.
This summary is being shared directly with those who participated in the discussions as a record of the dialogue. In addition, it is also being made available to interested parties for continued discussion and feedback.
The approach taken for this project was based on that adopted for the global Future Agenda programme – the world’s largest open foresight project to date.
• Starting with informed perspectives gleaned from research and initial interviews, a range of assumptions and hypotheses were developed and discussed within the core team.
• A series of group discussions were then used to test thinking and gain new perspectives from experts across a number of areas – from academics, philosophers and ethnographers and leaders of social enterprises to economists and businesses.
• Revised perspectives were then taken into three major workshops in Johannesburg, London and New York where a wider group of informed people from multiple organisations challenged and built upon each others’ views to provide a richer, deeper view of the future of the socially valued organisation.
This document is a synthesis of what we heard and learned from these discussions.
Connected Success - The Future of the Socially Valued Organisation - 21 03 14Tim Jones
This document summarises the findings from a major foresight programme that identified the nature of future social needs and considered how organisations are expected to address these.
Undertaken via a combination of research, one-on-one interviews, discussion forums and major workshops held on three continents, this programme has explored multiple perspectives with experts and informed people from over 100 different organisations.
The insights were gained as part of a wider project for Barclays Bank plc. that has been building on its current Citizenship platform and looking ahead to shifts and options for change in the world in 2020.
This summary is being shared directly with all participants in the discussions as a record of the dialogue and its conclusions. In addition, it is also been made more widely available for continued discussion and feedback.
Impact investing involves “investors seeking to generate both financial return and social and/or environmental value—while at a minimum returning capital, and, in many cases, offering market rate returns or better.” The Rockefeller Foundation’s Impact Investing Initiative has sought to address the “lack of intermediation capacity and leadership to generate collective action” that was constraining the small but rapidly growing impact investing industry.
Carried out in 2011, the evaluation of the Initiative aimed to evaluate the relevance, rationale, effectiveness, influence and sustainability of the Initiative through document review, portfolio analysis, interviews with more than 90 impact investing leaders based in 11 countries, participant observation at industry events, and organizational assessment. The external evaluation team also conducted a scan of the impact investing industry’s evolution over the past four years (summarized in a companion report).
Given the rapidly changing and emergent nature of the impact investing field, the Evaluators were asked to frame their findings for the Initiative in the context of findings for the field as a whole, to help guide the recommendations for the Foundation and for leaders in the field more broadly.
Insights, a product of the ongoing work of The Rockefeller Foundation’s strategic research team, identifies compelling and emerging problem trends and areas of dynamism where there might be opportunities for intervention.
Building Capacity for Innovation and Systems Change: Innovation Fellowship Pr...The Rockefeller Foundation
Achieving The Rockefeller Foundation’s goals to build resilience and advance inclusive economies requires moving beyond traditional approaches to problem-solving. New ways
of thinking and working are needed in order to have impact at scale. The Rockefeller
Foundation Global Fellowship Program on Social Innovation was designed to enable
leaders to innovate in order to address the underlying causes of complex social and
environmental challenges. With two successive cohorts of Fellowships now complete and
a third underway, the timing is right to reflect on what the Foundation is learning about
building individual and institutional capacity to innovate and drive systems change.
Creating a Global Partnership for Effective Development Cooperation Dr Lendy Spires
The Development Assistance Committee (DAC) of the Organisation for Economic Co-operation and Development has pursued its public-value mission of development and poverty reduction in a variety of ways over the past 51 years. Its focus has been on creating peer pressure to maintain a sufficient volume of official development assistance; making development cooperation qualitatively more effective; and, in more recent years, attempting to rationalize a growing, increasingly fragmented, and largely uncoordinated global development effort. This essay analyzes an international event that laid the ground for a breakthrough in meeting these goals: the Fourth High-Level Forum on Aid Effectiveness, held in Busan, Korea, in 2011. It analyzes how the process of preparing for Busan was used to overcome political opposition and create trust among diverse actors. The introduction of empirical evidence in a timely manner and the effort to place that evidence in context contributed to the prospects for success. This paper is intended to provide students of international affairs and development a better understanding of how consensus is reached among nations, institutions, and individuals with diverse interests, orientations, and personalities. It is a story of how a unique organizational entity, the DAC and its member states, backed by a highly competent secretariat and strong leadership at many levels, exercised effective leadership at critical moments to achieve a positive outcome. The Center for Global Development is an independent, nonprofit policy research organization that is dedicated to reducing global poverty and inequality and to making globalization work for the poor. CGD is grateful to its funders and board of directors for support of this work. Use and dissemination of this essay is encouraged; however, reproduced copies may not be used for commercial purposes.
A successful philanthropic initiative depends not just on the strategy pursued – but also on how that strategy is implemented. Implementation considerations can vary significantly based on the shape of an initiative – starting a new organization can look very different than investing in a portfolio of existing organizations. This report looks at four “models” for implementing initiatives. These don’t represent an exhaustive set of potential models to pursue, or even the most high potential models. Rather, these are four examples of models, each of which has significant potential for impact when chosen wisely and executed well. The report outlines the considerations involved in choosing to pursue each of these models and findings on how to implement them, drawn from real-world experience.
The concept and the practice of Impact Investing—or the placement of capital with
intent to generate positive social impact beyond fi nancial return—have grown and
matured signifi cantly over the past fi ve years. In 2008, the Monitor Institute took stock
of the emerging industry and characterized it as being on the precipice of passing from
a stage of “uncoordinated innovation” into one of “marketplace building.” Since 2008,
the Rockefeller Foundation has sought to help build that marketplace as well as hold
it accountable for its social and environmental impact goals. We have helped to build
networks, develop social impact ratings and reporting standards, cultivate new and
larger intermediaries and contribute to research and enabling policy environments.
“Industry building” is not often the remit of foundations, but our rationale for doing
so was clear: a functioning impact investing industry has the potential to complement
government and philanthropy by unlocking signifi cant resources to address the world’s
most pressing problems and to improve the lives of poor and vulnerable people.
Four years later, and as part of our commitment to learning and accountability within
the Foundation and to our partners and stakeholders, we undertook an independent
evaluation of our work in this arena. In March 2012, we presented to our Board the
results of this evaluation, undertaken by E.T. Jackson and Associates. It highlighted
a number of early successes and remaining challenges, many of which will shape our
activities in the months and years to come. As part of its evaluation, E.T. Jackson also
undertook a global scan of impact investing activity over the past four years so that
we could assess our progress in relation to the evolution of the broader fi eld. We
believe the results of the scan will also be informative for a number of other current
and future industry participants, and we are proud to contribute it to the growing
body of evaluative knowledge and research in this fi eld.
It is clear from our evaluation and scan, and from the growing body of research on
impact investing, that there exists great momentum and inspiring leadership in this
dynamic fi eld. More signifi cantly, there are promising signs here that together we can
play an important role in bringing about a more sustainable, resilient and equitable
future for humankind. We are honored to work with all of you on this journey.
The Rockefeller Foundation was an early investor in culture and innovation to achieve equity and sustainability – in both the environmental and field-wide senses of the term – through its NYC Cultural Innovation Fund (CIF). Created in 2007, CIF has granted $16.3 million to support 99 efforts to leverage culture to achieve social innovation.
As we prepared to launch this evaluation, it became evident that, unlike many other fields, there is not a large body of evaluative literature on the effectiveness and impact of funds for the use of cultural innovation to achieve social change. This was a finding in itself – one that we identified before the evaluation even started. More evaluations have been conducted of programs that seek to support innovation in the arts for the sake of arts, but few have examined the degree to which arts innovation funds have actually brought about the intended societal level changes.
The purpose of this guide is to introduce a promising approach to surfacing insights and supporting innovative thinking within a field in order to explore new and better paths to impact.
Triangular Co‐operation and Aid Effectiveness Talita Yamashiro Fordelone1 Abstract Can triangular co‐operation make aid more effective? Judging by recent international declarations, governments think it can. They say that better results can be achieved when Southern partners and “traditional” donors (i.e. members of the OECD Development Assistance Committee – DAC) join forces through triangular co‐operation. Two examples: first, Brazil, Canada and Norway working together in Haiti; second, South Africa and Canada collaborating with Burundi, Rwanda and Southern Sudan. This paper addresses four questions: • What is triangular co‐operation, which countries are involved, and why? • What are the claimed benefits of triangular co‐operation vis‐à‐vis bilateral co‐operation? • What are the challenges in rendering triangular co‐operation effective? • How can the benefits of triangular co‐operation be achieved and its challenges overcome? The paper concludes that triangular co‐operation may achieve good results when: • Beneficiary countries own and participate actively in projects/programmes, helping to adapt them to local realities; • Programmes/projects are aligned with beneficiary countries’ development priorities; • Partners divide responsibilities so as to make the best use of their comparative advantages. Whether triangular co‐operation is cost‐effective remains unclear. Even if services and technologies provided by developing countries may be less expensive, triangular co‐operation may imply higher transaction costs. 1 The author is a consultant in the OECD Development Co-operation Directorate.
This guide is designed for program officers to use in their work related to networks, coalitions, and other relationship-based structures as part of their initiatives, program strategies, and outcomes. It offers a set of core components that make up the basics of strategizing, implementing, and sustaining inter-organizational relationships and structures. You can work through the guide from beginning to end or jump to specific issues with which you might be struggling. Every component suggests concrete “actions” or questions that a program officer can apply.
National Disaster Resilience Competition's Resilience Academies - Emerging In...The Rockefeller Foundation
In 2015 The Rockefeller Foundation partnered with the U.S. Department of Housing and Urban Development (HUD) to launch the National Disaster Resilience Competition (NDRC)
Resilience Academies. Recognizing the salient need to infuse resilience thinking into HUD’s NDRC, these Academies were established to expose state and local governments to new approaches for protecting and promoting the long-term well-being and safety of their communities. A recent independent evaluation of the Academies has provided instructive insights about what works in efforts to build innovative resilience capacity.
Putting “Impact” at the Center of Impact Investing: A Case Study of How Green...The Rockefeller Foundation
More than ever before, investors are looking to put their money where their values are. As a result, impact investing has burgeoned into an over $100 billion industry in just over ten years. But how do impact investors know whether their money is truly having a positive impact on people and
the planet? How can these investors better manage their results, and use material data – both positive and negative – about social and environmental performance to maximize their impact?
This case study documents the journey of one organization, Green Canopy Homes – and its financing arm, Green Canopy Capital – toward more systematically thinking about, measuring, and managing its impact. While developing the impact thesis for its resource-efficient homes, Green Canopy applied a theory of change tool, an approach common within the social sector, to systematically map the causal pathways between its strategies and intended impact. Its rationale for adopting this approach was simple: use it to maximize impact, and understand and minimize possible harm. The tool also effectively positioned Green Canopy to measure and communicate about its social and environmental performance, and to make client-centric adaptations to its business.
The case study provides an illuminating example of how investors can adapt theory of change to serve their impact management needs. By demonstrating the relevance and transferability of this tool for articulating, measuring, and managing impact, the hope is that this case study can contribute to strengthening other investors’ approaches, in turn contributing to building the evidence base for the “impact” of impact investments.
This document is meant to spark conversations and stimulate thinking around the mission-oriented framework, including the fundamentals about "mission": evolution, concept and some lessons. This deck also serves the purpose of systematising questions from Camden Council, step-by-step implementation recommendations and case studies.
Only 5% of people reach their goals. This is because they let internal roadblocks deter them. Find out what it takes to overcome these roadblocks to generate success.
Survival of the Fittest: The Biggest "Game" Will Win (Gamification)Ralph J. Davila, APR
Oklahoma City Public Relations Society of America Chapter Professional Development presentation on #Gamification and how to integrate this relatively new technique into marketing, advertising and PR campaigns to drive user behavior and actions through engaging experiences.
By: Ralph J. Davila, APR
Student Paths: Helping Students Transition from High School to their Futureccpc
Ana Eliason
High School Outreach Coordinator
Student Paths
Roseville, MN
Student Paths is a free program used in nearly 4,000 high schools across the country. The program promotes a meaningful dialogue between educators and students about the range of options available to students after high school and the thoughts and actions necessary to better ensure a successful future.
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The concept and the practice of Impact Investing—or the placement of capital with
intent to generate positive social impact beyond fi nancial return—have grown and
matured signifi cantly over the past fi ve years. In 2008, the Monitor Institute took stock
of the emerging industry and characterized it as being on the precipice of passing from
a stage of “uncoordinated innovation” into one of “marketplace building.” Since 2008,
the Rockefeller Foundation has sought to help build that marketplace as well as hold
it accountable for its social and environmental impact goals. We have helped to build
networks, develop social impact ratings and reporting standards, cultivate new and
larger intermediaries and contribute to research and enabling policy environments.
“Industry building” is not often the remit of foundations, but our rationale for doing
so was clear: a functioning impact investing industry has the potential to complement
government and philanthropy by unlocking signifi cant resources to address the world’s
most pressing problems and to improve the lives of poor and vulnerable people.
Four years later, and as part of our commitment to learning and accountability within
the Foundation and to our partners and stakeholders, we undertook an independent
evaluation of our work in this arena. In March 2012, we presented to our Board the
results of this evaluation, undertaken by E.T. Jackson and Associates. It highlighted
a number of early successes and remaining challenges, many of which will shape our
activities in the months and years to come. As part of its evaluation, E.T. Jackson also
undertook a global scan of impact investing activity over the past four years so that
we could assess our progress in relation to the evolution of the broader fi eld. We
believe the results of the scan will also be informative for a number of other current
and future industry participants, and we are proud to contribute it to the growing
body of evaluative knowledge and research in this fi eld.
It is clear from our evaluation and scan, and from the growing body of research on
impact investing, that there exists great momentum and inspiring leadership in this
dynamic fi eld. More signifi cantly, there are promising signs here that together we can
play an important role in bringing about a more sustainable, resilient and equitable
future for humankind. We are honored to work with all of you on this journey.
The Rockefeller Foundation was an early investor in culture and innovation to achieve equity and sustainability – in both the environmental and field-wide senses of the term – through its NYC Cultural Innovation Fund (CIF). Created in 2007, CIF has granted $16.3 million to support 99 efforts to leverage culture to achieve social innovation.
As we prepared to launch this evaluation, it became evident that, unlike many other fields, there is not a large body of evaluative literature on the effectiveness and impact of funds for the use of cultural innovation to achieve social change. This was a finding in itself – one that we identified before the evaluation even started. More evaluations have been conducted of programs that seek to support innovation in the arts for the sake of arts, but few have examined the degree to which arts innovation funds have actually brought about the intended societal level changes.
The purpose of this guide is to introduce a promising approach to surfacing insights and supporting innovative thinking within a field in order to explore new and better paths to impact.
Triangular Co‐operation and Aid Effectiveness Talita Yamashiro Fordelone1 Abstract Can triangular co‐operation make aid more effective? Judging by recent international declarations, governments think it can. They say that better results can be achieved when Southern partners and “traditional” donors (i.e. members of the OECD Development Assistance Committee – DAC) join forces through triangular co‐operation. Two examples: first, Brazil, Canada and Norway working together in Haiti; second, South Africa and Canada collaborating with Burundi, Rwanda and Southern Sudan. This paper addresses four questions: • What is triangular co‐operation, which countries are involved, and why? • What are the claimed benefits of triangular co‐operation vis‐à‐vis bilateral co‐operation? • What are the challenges in rendering triangular co‐operation effective? • How can the benefits of triangular co‐operation be achieved and its challenges overcome? The paper concludes that triangular co‐operation may achieve good results when: • Beneficiary countries own and participate actively in projects/programmes, helping to adapt them to local realities; • Programmes/projects are aligned with beneficiary countries’ development priorities; • Partners divide responsibilities so as to make the best use of their comparative advantages. Whether triangular co‐operation is cost‐effective remains unclear. Even if services and technologies provided by developing countries may be less expensive, triangular co‐operation may imply higher transaction costs. 1 The author is a consultant in the OECD Development Co-operation Directorate.
This guide is designed for program officers to use in their work related to networks, coalitions, and other relationship-based structures as part of their initiatives, program strategies, and outcomes. It offers a set of core components that make up the basics of strategizing, implementing, and sustaining inter-organizational relationships and structures. You can work through the guide from beginning to end or jump to specific issues with which you might be struggling. Every component suggests concrete “actions” or questions that a program officer can apply.
National Disaster Resilience Competition's Resilience Academies - Emerging In...The Rockefeller Foundation
In 2015 The Rockefeller Foundation partnered with the U.S. Department of Housing and Urban Development (HUD) to launch the National Disaster Resilience Competition (NDRC)
Resilience Academies. Recognizing the salient need to infuse resilience thinking into HUD’s NDRC, these Academies were established to expose state and local governments to new approaches for protecting and promoting the long-term well-being and safety of their communities. A recent independent evaluation of the Academies has provided instructive insights about what works in efforts to build innovative resilience capacity.
Putting “Impact” at the Center of Impact Investing: A Case Study of How Green...The Rockefeller Foundation
More than ever before, investors are looking to put their money where their values are. As a result, impact investing has burgeoned into an over $100 billion industry in just over ten years. But how do impact investors know whether their money is truly having a positive impact on people and
the planet? How can these investors better manage their results, and use material data – both positive and negative – about social and environmental performance to maximize their impact?
This case study documents the journey of one organization, Green Canopy Homes – and its financing arm, Green Canopy Capital – toward more systematically thinking about, measuring, and managing its impact. While developing the impact thesis for its resource-efficient homes, Green Canopy applied a theory of change tool, an approach common within the social sector, to systematically map the causal pathways between its strategies and intended impact. Its rationale for adopting this approach was simple: use it to maximize impact, and understand and minimize possible harm. The tool also effectively positioned Green Canopy to measure and communicate about its social and environmental performance, and to make client-centric adaptations to its business.
The case study provides an illuminating example of how investors can adapt theory of change to serve their impact management needs. By demonstrating the relevance and transferability of this tool for articulating, measuring, and managing impact, the hope is that this case study can contribute to strengthening other investors’ approaches, in turn contributing to building the evidence base for the “impact” of impact investments.
This document is meant to spark conversations and stimulate thinking around the mission-oriented framework, including the fundamentals about "mission": evolution, concept and some lessons. This deck also serves the purpose of systematising questions from Camden Council, step-by-step implementation recommendations and case studies.
Only 5% of people reach their goals. This is because they let internal roadblocks deter them. Find out what it takes to overcome these roadblocks to generate success.
Survival of the Fittest: The Biggest "Game" Will Win (Gamification)Ralph J. Davila, APR
Oklahoma City Public Relations Society of America Chapter Professional Development presentation on #Gamification and how to integrate this relatively new technique into marketing, advertising and PR campaigns to drive user behavior and actions through engaging experiences.
By: Ralph J. Davila, APR
Student Paths: Helping Students Transition from High School to their Futureccpc
Ana Eliason
High School Outreach Coordinator
Student Paths
Roseville, MN
Student Paths is a free program used in nearly 4,000 high schools across the country. The program promotes a meaningful dialogue between educators and students about the range of options available to students after high school and the thoughts and actions necessary to better ensure a successful future.
CRM Software for Health Insurance Professionals - Act SoftwareSwiftpage
Buy CRM for Insurance at: http://www.actplatinum.com/Merchant2/merchant.mvc?Screen=CTGY&Category_Code=INSURANCEACT
*** Free Test Drive at website***
Act! is the #1 best-selling Contact & Customer Manager, trusted by individuals, teams, and companies for over 25 years. Act! is for Everyone, and especially for Insurance Professionals!
Act! is based on Contacts - you know - the people you do business with...
Leads, Prospects, Members,
Employers, Managers, HR,
Carriers, Providers, Physicians,
Advisors, Adjusters, Brokers,
Administrators, Coordinators, Underwriters
But most importantly Your Customers.
Act! helps you keep track of all that valuable information about your relationships in a single, organized view. With the Act! Database customized for Insurance Professionals, Store basic contact details and personal information. Keep track of the Medical, Dental and Vision Health Policies as well as Life, Disability and LTC Policies. The Watch List will automatically count how many days until policy renewal dates.
Store contact details and associated notes, history, emails, activities, sales, works with office, webs apps, popular websites and social media, and has powerful search features to find the information when you need it. Act! is your business's information center.
You can create Companies and bring together the related contacts into a single view. Keep track of the employer participation with the various carriers and plans.
You can also use the Groups area to organize your contacts and Segment your database. Default Groups have been created for Upcoming and Past Due Renewals and will automatically be updated with the latest contact information.
Use the Calendars to keep track of your schedule - you'll have Monthly, Weekly and Daily Views so follow-up is simple.
Check out your results with Act's Dashboards and over 50 Reports. And with any of the Act! list views you'll have the one click Export to Excel feature for quick and easy reporting.
Take your Act! on the Go by Synchronizing a laptop or with the Premium version by using the Web or Web Mobile access.
Don't worry about building your team or your company, Act! grows with your business and adding users is easy!
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Presentation given an EduERP at the University of Lagos in February 2013. Objective was to educate university CIOs on what to look for in software used for student management.
Becoming You - The Key to Becoming a LeaderGeoff McDonald
Most leadership courses and books fail to produce leaders because they focus on the wrong things. They treat leadership as if it’s a thing to do, a means to an end. Instead, leadership is a side-effect, a by-product of a way of being. In particular, leadership occurs as a result of being fully expressed as a human being in the pursuit of something worthwhile. In this Book Rapper version of Warren Bennis' classic book, On Becoming A Leader we explore the starting point for leadership.
motivational & inspiration ppt is very depth in life . its tell us what is our life and what we can make it. it may helpful for student, leader, professionals and education purpose also. its describe that how to live life and enjoy .
How global goals for sustainable development workDemocracy Club
This paper asks whether a set of global goals would be an effective tool for changing global behaviour towards meeting the requirements of sustainable development.
With the next round of planning for what follows the MDGs under way, this paper considers both sides of the argument. It concludes that the discursive, realm-of-possibility setting nature of global goals should not be underestimated.
How is COVID-19 Reshaping the role of Institutional strategy? By.Dr.Mahboob KhanHealthcare consultant
While workers around the globe are keeping essential services running, it is imperative for business leaders, particularly senior strategy executives, to reflect on the lasting implications of COVID-19 and what they can do to best position their people, their businesses, and society to recover and thrive in the long term. Five key shifts can help chief strategy officers (CSOs) successfully guide their organizations through the pandemic.
· From the assigned textbook, Managing Organizational Change 3rd r.docxoswald1horne84988
· From the assigned textbook, Managing Organizational Change 3rd read:
· Vision and the Direction of Change
· https://digitalbookshelf.argosy.edu/#/books/1260003663/cfi/6/32!/4/2/24/84/[email protected]:0
John Pendlebury et al. (1998) specify three components of visions key to change management:
1. Why the change is needed: The problem that validates the need for change
2. The aim of the change: The solution, which must be credible, meaningful, and feasible
3. The change actions that will be taken: The means, how actions will be mobilized and delivered
We can thus identify the desirable features of vision statements. However, this does not reveal the criteria on which those features should be assessed. This suggests that the affective or “feel good” content of vision is important; we know it when we see it, but this is difficult to define or to measure. Consider the sample of vision statements taken from leading (Fortune 100) global companies. Which ofthese vision statements have the characteristics that we have identified so far? Which do not have these characteristics? Based on these vision statements, for which of these companies would you find it attractive to work? Whose vision statements would turn you away? Why? How do you explain your preferences and dislikes with regard to these visions?
Ira Levin (2000, p. 92) argues that some vision statements have a “bumper sticker” style, based on jargon and fashionable terms. Their similarities thus mean that they could be used by several different companies, and they are not inspirational. Hugh Davidson (2004) calls these “me-too” statements that lack distinctiveness, such as Ericsson’s vision in the 1990s, “to be the leading company in tomorrow’s converged data and telecommunications market.” Levin (2000) advocates instead the development of “vision stories” that176portray the future in a manner to which people can relate. Table 6.4 outlines the process for producing vision stories. Levin cites Arthur Martinez, chief executive of Sears, as someone adept at using visionstories. Martinez required his senior managers to write stories about the businesses that they managed and how customers related to those businesses (Domm, 2001).177
TABLE 6.4
Vision as Storytelling—How to Develop the Narrative
Step
Actions for the Senior Team
1. Become informed
Leadership team articulate their vision for the future—five to fifteen years ahead—of the organization, taking into account:
External impacts and future business challenges?
Economic, social, political, and technological trends and developments?
What are other organizations doing to prepare for the future?
Core values and beliefs?
2. Visit the future
Imagine it is five years into the future, and the organization has been so successful that business magazines want to report the story, covering:
What is the organization’s reputation and what do competitors envy?
What is the customers’ experience?
What contributions have been made to the community?
What do.
THIS DOCUMENT HAS BEEN SUPERSEDED BY VERSION JANUARY 2012: http://slidesha.re/mafifesto2
This is the first draft of the MaFI-festo. It is the working document that led to The MaFI-festo.
The aim of the MaFI-festo: to build facilitation-friendly rules and principles in the international aid system to unleash the power of markets to reduce poverty at scale.
Coalition Assessment: Approaches for Measuring Capacity and ImpactInnovation Network
Coalition Assessment: Approaches for Measuring Capacity and Impact
Innovation Network
by Veena Pankaj, Kat Athanasiades, and Ann Emery
February 2014
Download the paper here: www.innonet.org/research
Why assess coalition capacity? How should a coalition be assessed? How can coalition assessment data be analyzed and used?
Coalitions are an important tool in the advocacy and policy change toolbox. They can be used to promote an issue, increase visibility, and eventually propel an issue to the forefront of a political or social agenda. They can provide a lot of horsepower—harnessing the combined power and expertise of many entities all at once. And they are a valuable technique for crafting more durable solutions generated by a broad constituency. For all of these reasons, developing and strengthening coalitions is a common strategy among advocates and advocacy funders.
For evaluators, coalition assessment is a growing field of experimentation and learning. Innovation Network has been evaluating coalitions since 2006, beginning with the Coalition for Comprehensive Immigration Reform, a national effort to secure passage by the U.S. Congress for comprehensive immigration reform. Over the years, we have evaluated many different types of coalitions throughout the United States. Our coalition partners have worked at national, state, regional, and local levels on a variety of advocacy and policy change goals, such as healthy community design or childhood nutrition. This white paper provides practitioners and funders with insights into the coalition assessment process along with concrete examples and lessons we’ve learned from our own work.
This paper is about establishing a voluntary, community and social enterprise (VCSE) sector Systems Leadership Group. This is one the initiatives that is being developed in response to some of the priorities identified by VCSE organisations through the Sector Led Plan engagement process.
Some of you will have been heavily involved in discussions in this area for others it will be entirely new. The paper is designed to try and explain the context, rationale and process for establishing the group.
Organisations are increasingly realising the power of networks to create the greatest impact for society. Working collaboratively with a network of partners can increase your reach, generate efficiencies and stimulate innovation.
Yet, approaches to working in networks vary widely and each approach has a unique set of associated challenges. In our latest Briefing Paper, Aleron brings together the insight of expert practitioners in the field to bring clarity to the complex area of network working in the social sector.
Organisations are increasingly realising the power of networks to create the greatest impact for society. Working collaboratively with a network of partners can increase your reach, generate efficiencies and stimulate innovation.
Yet, approaches to working in networks vary widely and each approach has a unique set of associated challenges. In our latest Briefing Paper, Aleron brings together the insight of expert practitioners in the field to bring clarity to the complex area of network working in the social sector.
The World Economic Forums Annual Report published 7th Sept 2016. "Our World is an interconnected system, straining under the burden of its own complexity.... " Klaus Schwab. (Founder and Exec Chairman. What do you think?
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
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"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
3. 3
Context
This document summarises the findings from a foresight programme that identified the nature of future social
needs and considered how organisations could address these.
Undertaken via a combination of desk research, one-on-one interviews, discussion forums and major
workshops held on three continents, this programme explored multiple perspectives with experts and informed
people from over 100 different organisations.
The insights were gained as part of a wider project for Barclays Bank plc. which has been building on its current
Citizenship platform and looking ahead to shifts and options for change to prepare for the world in 2020.
This summary is being shared directly with those who participated in the discussions as a record of the
dialogue. In addition, it is also being made available to interested parties for continued discussion and feedback.
4. 4
Approach
The approach taken for this project was based on that adopted for the global Future Agenda programme – the
world’s largest open foresight project to date.
• Starting with informed perspectives gleaned from research and initial interviews, a range of assumptions and
hypotheses were developed and discussed within the core team.
• A series of group discussions were then used to test thinking and gain new perspectives from experts across
a number of areas – from academics, philosophers and ethnographers and leaders of social enterprises to
economists and businesses.
• Revised perspectives were then taken into three major workshops in Johannesburg, London and New York
where a wider group of informed people from multiple organisations challenged and built upon each others’
views to provide a richer, deeper view of the future of the socially valued organisation.
This document is a synthesis of what we heard and learned from these discussions.
5. 5
Society today faces challenges that will become more intense over the coming years. The need for change
is broadly acknowledged and we are now entering a period of transition that will involve making hard choices
requiring strong leadership and collaboration.
To achieve lasting inclusive growth, many now believe that business and society should align around a wider
agenda, adopting a broader definition of success, in order to achieve a better balance between short and long
term gain.
There are uncertainties concerning this, such as who will lead and how, but there is also a general consensus
that commercial organisations have the potential to take a lead in establishing a future that benefits wider
society. To achieve this, tough decisions need to be made, a number of which may well lead to significant
change in the systems within which many currently operate.
Summary
7. 7
The Global Context
1. Uncertainties and Scenarios
The World Today
2. Progress, Transitions and Transformation
The World Tomorrow
3. Key Challenges and New Approaches
Socially Valued Organisations
4. Context and Emerging Characteristics
The Socially Valued Organisation in 2020
5. Being Part of the Change
Implications for Organisations
6. Ten Questions
Appendix sources and resources
32 Characteristics of Socially Valued Organisations
Sources and Resources
This synthesis is comprised of six topics
Contents
10. 10
As organisations look to the future, dealing with uncertainty is a common challenge. As you look beyond short-term trends
into events 5 to 10 years out, issues become increasingly less certain. Many experts seeking to prioritise one future over
another talk about possibility and probability and often differentiate the plausible from the possible.
While some may wish to predict the future, most recognise that this is almost impossible and that, at best, we can only
anticipate what may happen. As such, academics and business organisations have explored different approaches that seek
to provide plausible stories about alternative futures based on what we see today and how trends and uncertainties may
combine over coming years to shape tomorrow.
Initiated in the 1950s by the RAND Corporation and developed during the 1970s by the likes of Shell and GE, scenario
thinking has gained significant credibility as a mechanism for helping to challenge our assumptions and inform our decisions.
Many companies see that scenarios provide a significant benefit in extending corporate perspectives and so adopt this
approach as a core element in their strategy processes. Scenarios provide a way of exploring uncertainties that enables us
to consider the implications for ourselves and the organisations we work for.
11. 11
Dealing with an uncertain future
In making sense of future uncertainties, scenarios are a well-regarded
way to help us to explore the potential implications of different futures and
so enable us to make better decisions
12. 12
In order to make sense of how the world is changing, it is important to explore a range of different uncertainties so that we
can map a credible spectrum of alternative views. The Future Agenda programme and additional research undertaken by the
project team identified a number of major insights which are clearly visible and which can be considered as drivers of future
macro change. Two key uncertainties stand out as being highly relevant to how society will grow and prosper in the future.
• Firstly, there is uncertainty around the definition of growth. Questions are being asked around whether we should continue
to focus on a narrow definition of growth measured mainly in terms of short-term economics in the belief that this will
deliver success in the longer term or should we define growth in broader terms and aim to achieve a more even balance
between economic, societal and environmental needs.
• Secondly, as organisations seek to address a number of significant challenges, there is uncertainty around the associated
goal setting. Can global agreement on setting shared targets be achieved or will diffusion of power lead to a fragmentation
of rules and targets and lack of alignment on priorities?
Exploring these two uncertainties helps us to build alternative views of the future.
13. 13
Looking ahead many see two key uncertainties
As organisations explore emerging drivers of global change and consider
how they can be addressed, fundamental questions are being raised about
the nature of future growth and how macro goals will be set and agreed
Narrow Broad
How goals are set
Global Collaboration Fragmented and Local
Definition of growth
14. 14
Using the two uncertainties, the definition of growth and goal setting, as the axes we have developed a matrix with four
possible combinations. We can use this to build scenarios that describe each possible future and to explore the implications
for business and other stakeholders.
• In the top left quadrant we see a world in which there is global collaboration around goal setting but growth is measured
largely as short-term economic impact,
• In the top right quadrant we see a world with global collaboration around goal setting and a broader and longer-term view
of growth,
• In the bottom left quadrant we see a world with fragmented goal setting, with little alignment on priorities that individually
seek short-term economic growth, and
• In the bottom right quadrant we see a world with different bodies taking individual views on goals but all seeking to take a
broader and longer-term view of growth.
Collectively these four alternative views enable us to map a broad landscape of possible futures within which the actual
future most likely lies. While we cannot choose one as all are plausible, we can prepare ourselves for the future by
considering how each of these will impact us and how well prepared we are to deliver success in each.
15. 15
Alternative views of the future
An associated scenarios framework explores the key uncertainties about
the future of the global economy – how goals are set and how growth is
defined. It provides four alternative views of the future
Global Collaboration
HowGoalsAreSet
BroadNarrow Definition of Growth
Fragmented and Local
16. 16
Considering the implications of addressing emerging challenges, the four different scenarios can be described as:
Global Elites
• A world dominated by powerful elites who seek to protect the status quo and to continue to achieve economic growth
for themselves
New Multilateralism
• A world of global alignment and collaboration focused on long-term, global goals and the need to achieve sustainable
inclusive growth
National Self Interest
• A world of diffused power with localized self-interest the priority. A focus on economic growth and national resource
security delays the addressing of global societal stresses.
Networked Scale
• An interconnected world where change is pursued through collective action and is focused on addressing the local impact
of societal and environmental stresses
In each of these four alternative futures, the objective of addressing societal challenges is the same but the approaches
taken by organisations will shift to adapt to the prevailing conditions. While some may choose one of these futures as their
preferred course, they also need to be prepared to deliver success in the other worlds described by these scenarios.
17. 17
2020 global scenarios
These scenarios provide four equally plausible but different contexts within
which organisations may have to operate in order to help to successfully
address the challenges that society faces and deliver value to society
Global Collaboration
HowGoalsAreSet
BroadNarrow Definition of Growth
Global
Elites
National
Self Interest
New
Multilateralism
Networked
Scale
Fragmented and Local
20. 20
Globally, on average, we have never been so healthy, wealthy and educated. Although there have been long-term
improvements in these and other areas, it is over the past few decades that progress has really started to build momentum.
This has happened partly because advances in technology, public health and governance have all aligned, and partly
because there has been shared understanding of what the big issues are and how to address them.
As the IMF has highlighted, the 13 years since the Millennium have seen the fastest reduction in poverty in human history:
there are half a billion fewer people living below an international poverty line of $1.25 a day. In addition, child death rates have
fallen by more than 30%, with about three million more childrens’ lives saved each year compared to 2000. Deaths from
malaria have fallen by one quarter in the same period.
According to the WHO, the global average life expectancy is now over 70, up 10 years since 1970. Equally, since 1990,
clean water has been provided to 2bn more people, the number of children educated to secondary level has risen from
210m to 485m and average fertility rates have been brought down from 3.3 to 2.5 births per woman. While there are some
regions doing better than others, overall the world is making progress.
21. 21
We have already made significant progress on some big challenges
In response to the UN Millennium Development Goals, millions have
been raised out of poverty, child death rates have fallen steadily and the
devastating impact of diseases such as malaria have been reduced
22. 22
Although we have achieved much, there is still a long way to go to make the world a place of equal opportunity.
For example, according to the UN:
• Life expectancy in Sub Saharan Africa is currently 55 years compared to 75 years in China and 79 years in the
United States.
• 11 per-cent of the world’s population still lacks access to safe water and around 2.5bn still lack access to basic sanitation.
• An estimated 865 million women around the world are being held back and face discrimination at birth, on the school
bench and in the boardroom.
• Globally, 17% children under the age of 5 are underweight, 7% are overweight and 25% are stunted.
• 123 million youth (aged between 15 and 24) still lack basic reading skills and only 2 out of 130 countries have achieved
gender parity at primary level education.
Looking forward; by 2020, for the first time ever, there will be more people aged over 65 than children under five, by 2030,
almost half of the world’s population will live in regions of high water stress or shortage and one third of the world’s urban
population will live in unplanned slums, ghettos and townships.
While we have made evident progress in recent years, with more people on the planet consuming more resources we are
stressing many systems beyond their natural capacity for replenishment.
23. 23
However there is still much to be done
Many agree that with rising populations and increasing resource constraints,
we face growing societal and environmental challenges that are putting
increasing pressure on the world as a whole
24. 24
At the same time, the global centre of gravity and the locus of control of economic influence are both moving. Some of
these changes, such as the general shift of wealth to Asia, are seen by some as a natural rebalancing to align with long-term
trends, however the manner in which wealth, both globally and within regions, is being created and distributed is causing
increased concern. For example:
• In 2013, for the first time, less than 50% of all economic activity came from advanced economies.
• While Asia’s share of world output has grown from 7.6% to 26% since 1980, over the same period Africa’s share has
barely moved.
• Total African National Debt is now $261bn and yet just 5 US companies collectively hold over $350bn in cash
• 8% of people have 50% of the world’s income with the richest 85 people in the world owning the same as the bottom half
of the total global population.
• The GINI-coefficient, the measure of inequality in society, continues to rise almost everywhere with the gap between the
rich and the poor increasing.
• The average income ratio between the richest and poorest 10% in OECD Countries is 9:1 and in the US the figure is 14:1.
• Globally, with around 73m unemployed, the youth unemployment rate is 12.6% but in many regions including much of
North Africa and the Middle East it is as high as 30% and in Greece and Spain it is well over 50%.
• By 2020, the world needs another 600m new jobs just to keep employment rates at current levels. 100m of these are
required in Africa alone.
25. 25
Today the global economy is also changing and under stress
The centres of economic power are shifting to cities, global corporations
and Asia. Add in the fallout from the financial crisis in the West and we see
rising inequality in most regions – the rich / poor gap is increasing
26. 26
In a recent lecture on the future of the global economy, Christine Lagarde, Managing Director of the IMF, highlighted that
the world is currently experiencing two megatrends – an increasingly integrated and interconnected world and a diffusion of
power leading to greater fragmentation of decision making. Together these create an apparent paradox - the tendency for
the world to grow further apart, even as it draws closer together.
Interconnected
• We are in a world moving from the industrial age to the hyper-connected digital age with globally integrated supply chains.
• Financial links between countries have grown sharply and, in the two decades before the 2008 crisis, international bank
lending, as a share of world GDP, rose by 250%.
• 3 billion people are now connected to each other on the Internet and over three million emails are sent every second.
• There are almost as many mobile devices as people on the planet with the fastest growing rates of mobile penetration
being in Africa and Asia.
• 12 multinational corporations now sit among the world’s top 100 economic bodies in terms of economic size.
• 31 cities are on that list of the top 100. By 2030, about 60 per-cent of the world’s population will live in cities.
Fragmented
• There are now nearly 200 countries in the world compared to 65 at the start of the First World War.
• Fifty years ago, the emerging markets and developing economies accounted for about a quarter of world GDP. Today, it is
half, and rising rapidly - very likely to two-thirds within the next decade.
• In just 20 years, the number of non-government organisations associated with the United Nations rose from 700 to nearly 4000.
• There is a shift of global power from west to east and, to a lesser extent, from north to south.
With this paradox between interconnected and fragmentation there is also an increased blurring of responsibility between
governments, business and civil society.
27. 27
We face a paradox of interconnection and fragmentation
We live in a world that is more interconnected than ever before but is also
becoming increasingly fragmented leading to a need for greater
collaboration and leadership across different parts of society
30. 30
Globally many see the world facing three big challenges that will require us to make difficult choices, involve us in making
difficult trade-offs and need new levels of leadership and collaboration if they are to be addressed:
Increased Environmental Stresses
• In an increasingly resource constrained world, organisations recognise the planetary stresses and seek to better adapt to the
implications of climate change: Protecting the wider ecosystem becomes a priority.
Increased Societal Stresses
• Continued urbanisation and rising migration highlight the widening gap between rich and poor in many communities, while
ageing populations and rising youth unemployment add extra demographic pressures.
A Changing Business Environment
• A more connected, networked economy, the needs of new middle class consumers and regulatory shifts combine with the
impact of personal and country debt to blur the boundaries of organisations and society
At the same time, and cutting across all three of these areas, in many regions there is a decrease in trust in the traditional
institutions of leadership – religion, the state and large business. Many, and especially the young, are disillusioned with today’s
political and business leaders and are looking for new networks to trust and set a more positive direction for the future.
31. 31
Future Challenges
Looking forward to 2020, many agree that society will be facing a number
of issues that can be summarised by three areas of probable systemic
stress for the environment, for society and for business
A Changing Business
Environment
Increased Environmental
Stresses
Increased Societal
Stresses
32. 32
Although some of the targets have not yet been fully met, there is widespread recognition of the success of the
original UN Millennium Development Goals in helping to align actions for progress for international development
around 8 key topics. Moving forward, as the scale of new challenges becomes apparent, many are discussing not
only what the new development goals should be for post-2015 but also the level of change required.
While extensive consultation is underway on what global goals should be added around such issues as energy,
employment, governance and long-term finance, many are also focusing on the shifts needed to transform the way to
deliver change.
Specific areas of focus include:
• Removing the economic, racial or regional barriers that hold people back,
• Ending inequality of opportunity so that all have a fair chance of progress,
• Bringing together social, economic and environmental issues in a coherent, effective, and sustainable way, and
• Inspiring a new generation to believe that a better world is within its reach, and to act accordingly.
These goals and shifts are building on previous successes and seeking to be bolder, bigger and still more challenging
for the next decade.
33. 33
Addressing these challenges will require significant change
As acceptance of the scale of the challenges we face builds, there is
growing global recognition of the need for a collective, transformational shift
to achieve any real progress: for many, business as usual is not an option
Proposed UN Post 2015 Development Goals
ILLUSTRATIVE GOALS AND TARGETS
34. 34
Although there are many issues for companies on the horizon, a good number are happy with the status quo and
many benefit from it. And yet, around the world, there are increasingly vocal groups and individuals calling for a
change in how large companies operate. Several organisations are already taking steps to address this.
Different approaches to more appropriate corporate governance and more aligned behaviours are being suggested,
debated and even piloted around the world. Notable amongst these are:
• Clarifying the legal obligation for companies to maximize shareholder value,
• Adopting the principles of B-Corp to aid a return to focusing on stakeholders,
• Developing and applying the philosophy of creating shared value,
• Stopping quarterly reporting as a means of reducing short-term focus and
• The end of universal banking to decouple investment banks from retail institutions.
Led by CEO’s of major multi-national companies including Apple, Nestlé and Unilever, two key strands - that the
purpose of an organisation should be about more than just short-term financial gains and the adoption of a
longer-term focus - are gradually gaining traction across a broadening community.
35. 35
More people are questioning the role of global organisations
As a result people are openly asking about the balance between ‘value’
and ‘values’ alongside the role and purpose of some of the larger
organisations in creating value for society
36. 36
If we are to collectively address some of the systemic shocks on the horizon and fundamentally change many of the
paradigms that are now been challenged, far greater and deeper levels of collaboration that have been previously
experienced will need to occur. Previously corporate partnerships have largely been one-to-one arrangements
between two parties or, at best, multi-organisation collaborations within an industrial sector. However, issues such as
adapting to climate change, or “weird weather”; managing the balance of supply and demand to avoid both physical
and economic water stress; developing lower cost healthcare protocols that don’t bankrupt social systems; and
managing the balance of power and influence in an increasingly multi-polar world will all require massive cross-sector
and cross-border cooperation.
Some see the need for companies, governments and wider society to align around the key priorities. They need to
pool their resources, better leverage available capital and focus more on common forms of intellectual property that
accelerate rather than constrain knowledge sharing. Certainly for many, the whole notion of large-scale collaboration
with shared mutual interests at the fore is providing the opportunity for a radical step-change to occur. Moreover, in
order to motivate and stimulate the change that is needed, few doubt the requirement for leaders to emerge who are
able to set clear visions and associated goals and communicate effectively with a broad community.
37. 37
Transformation requires new forms of collaboration
Transforming the global economy will require more effective collaboration
between government, business and civil society in ways appropriate for
the 21st century – sharing resources, capital and intellectual property
38. 38
Underpinning significant change and shifting behaviours are both closely aligned to what we seek to measure.
Many argue that tackling some of the world’s big challenges cannot be achieved successfully without a corresponding
modification in the standards by which organisations assess and track performance and, hence, by which they report
results to the outside world. As such, the principle of a wider set of measures to analyse business impact is
being explored.
Most significant in this area is the concept of integrated reporting. Led by the IIRC, this is a process that results in a
periodic integrated report by an organisation about value creation over time. This is a concise communication about
how an organisation’s strategy, governance, performance and prospects, in the context of its external environment,
has led to the creation of value in the short, medium and long term.
Over 100 global organisations are now part of the IIRC Integrated Reporting Pilot Programme and seeking to
bring together environmental, social and financial reporting in a coherent body. Others are exploring the notion of a
multi-capitals model that takes an even wider view, adding human and natural capital to the mix.
One current challenge is in agreeing upon the right non-financial measures that work across sectors so that progress
of one organisation can be compared with peers inside and outside its industry. With momentum now building, many
are confident that a new blueprint and frame of reference can be adopted shortly.
39. 39
Future growth will demand a new frame of reference
To support inclusive growth and taking a longer term view, new business
reporting standards may well accelerate the adoption of a wider set of
measures of impact and value across all business sectors
42. 42
Looking back, there are several examples of organisations that have successfully addressed social issues whilst
remaining commercially competitive. How they did this varied, but most focused their efforts on benefiting the
communities within which they exist. Some notable UK based exemplars include:
• Wedgwood: As well as being a talented potter and prominent slavery abolitionist, Josiah Wedgwood took a keen
interest in improving roads, canals, schools and living conditions, even building a village, Etruria, for his workers
in 1769.
• Cadburys: Cadbury was first established in Birmingham in 1824 selling tea, coffee and drinking chocolate. Starting
in 1893 the founder’s nephew, George Cadbury, developed the Bourneville estate, a model village that would
‘alleviate the evils of modern more cramped living conditions’.
• Port Sunlight: Another model village was built in 1888 by Lever Brothers to accommodate workers for its soap
factory near Liverpool. William Lever personally supervised planning as 800 houses were built to house a
population of 3,500.
As Adam Smith put it back in 1776: “No society can be flourishing and happy of which the far greater part of
members are poor and miserable.”
43. 43
Organisations helping to tackle societal issues is nothing new
In the past large organisations have successfully addressed societal
challenges by understanding how they can best influence the wider
community while still maintaining commercial success
44. 44
Over recent years several sectors seem to have lost connection with society. The financial crisis highlighted fault lines
in how the financial economy operates and the risk to the real economy when societal needs and the behaviour of
organisations become disconnected.
In August 2013 Mark Carney, Governor of the Bank of England, underlined the problem:
“I think finance can absolutely play a socially useful and an economically useful function but what it needs in order to
do so, the focus has to be, of the financier, the people working in the banking system, has to be on the real economy,
what it does for businesses making investment, what ultimately it means for jobs in the economy. And it’s the loss of
that focus, it’s finance that becomes disconnected from the economy, from society, finance that only talks to itself and
deals with each other, that becomes socially useless.”
In a recent lecture, Christine Lagarde of the IMF described the need for a financial system for the 21st century with “a
financial structure in which industry takes co-responsibility for the integrity of the system as a whole, where culture is
taken as seriously as capital, and where the ethos is to serve rather than rule the real economy.”
46. 46
While systemic issues with the banking industry are very much centre-stage, other sectors and specific companies
are also seen as exploiting society without benefiting it. With the fallout from the 1989 Exxon Valdez spill still a thorn
in the side of the energy sector, the response to the 2010 Deepwater Horizon oil spill in the Gulf of Mexico further
emphasized a popular view that oil companies make healthy profits for their shareholders when everything’s going well
but it is governments, tax payers and local communities who pay the price as soon as something goes wrong.
In the pharmaceutical sector several companies such as GSK, Novo Nordisk and Novartis are making significant
progress but many see others as profiteering: With an annual R&D spend of a $135 billion, many believe the industry’s
output of 25 to 35 new drugs per year to be a poor return. Moreover, given that of the 12 new cancer drugs approved
in 2012, 11 cost the healthcare system more than $100,000 a year per patient, leading industry commentators are
questioning whether the sector has become skewed to disproportionally reward ‘sickcare’ over healthcare. When
society has pushed back, as is the case over high-priced HIV drugs in Africa, the sector has shown that there are
alternative models that can be adopted.
The WHO sees the harmful use of alcohol to be a global problem that compromises both individual and social
development. Alcohol is the world’s third largest risk factor for disease burden; it is the leading risk factor in the Western
Pacific and the Americas and the second largest in Europe. In the US, alcohol is the most common drug used among
adults. It results in 2.5m deaths each year and 9% of all deaths in the 15 to 19 age group. While the alcoholic drinks
sector has revenues of over $1 trillion, the cost of the damage being done to society is far greater. It causes harm
far beyond the physical and psychological health of the drinker. Alcohol is associated with many serious social and
developmental issues, including violence, child neglect and abuse, and absenteeism in the workplace.
It is clear why in some sectors the ‘privatisation of profit and socialisation of risk’ phrase is being used and hence why
many see the need for change.
47. 47
Business systems need to adapt and change
Today, the business world largely optimizes economic growth, transfers
some of the costs of doing business to society and allows for inequitable
sharing of benefit: there is a ‘privatisation of profit and socialisation of risk’
48. 48
In many sectors, there is a growing group of commercial organisations that are seen as having high social value today.
These include:
• Bharti Airtel: The Indian mobile operator has brought affordable mobile telephony to more than twenty countries
and, at home, is supporting improving female education.
• BBC: Although the first to be critical of its own performance, the education, news and entertainment organisation is
globally recognised for its impartial stance on pivotal issues.
• John Lewis Partnership: The employee-owned UK retailer is widely regarded for its equitable partnership-based
ownership structure and seen as a blueprint for “industrial democracy”.
• LEGO: The world’s second largest toy company has grown not by trying to be the biggest but the best and believes
that it has the responsibility to invent the future of play.
• Narayana Health: This Indian company has pioneered affordable, high-quality healthcare and delivers leading edge
cardiac surgery at a fraction of the cost of other providers.
• Novo Nordisk: This pharmaceutical company has led the way in helping improve education and wider policy to fight
diabetes – the disease that is its main area of focus.
• Patagonia: The Californian outdoor clothing company is a leading example of responsible action with high levels of
waste recycling, low energy and water use.
• Tata: As well as applying community philanthropy principles applied across the conglomerate, Tata has invested
heavily in building new hospitals and schools across India
• Toms: With every pair of shoes brought this US manufacturer provides free shoes to children in need ‘one for one’ –
10 million pairs to date.
49. 49
Being successful and being socially valued
However, there are several organisations taking a lead back to a moral ‘true
north’ that are seen globally as not only doing the right thing but also doing it
at scale – and are perceived to be both socially valued and socially valuable
50. 50
Looking across numerous companies, there appear to be three core elements that provide the foundations that
socially valued organisations are built upon: doing the right thing, doing it well and being judged by society:
• Doing the right thing – Ensuring that activities are strategically aligned with the needs of the societies within a
company operates
• Doing it well – Executing consistently in terms of long-term vision and short term decisions for the benefit of all
its stakeholders
• Being judged by society – Recognising that society is the arbiter of whether an organisation is creating or
destroying value
Two examples of multinational companies that have been attracting much attention in delivering in this context are
Unilever and Nestlé:
The Unilever Sustainable Living Plan sets out to decouple the company’s growth from its environmental impact, while
at the same time increasing its positive social impact. It has three big goals to achieve by 2020 – to improve health
and well-being, reduce environmental impact, source 100% of its agricultural raw materials sustainably and enhance
the livelihoods of people across the value chain.
As notably profiled by Harvard Business School’s Michael Porter, Nestlé is one of the leading lights in ‘shared value’.
It’s Creating Shared Value programme is based on the premise that it can create value for shareholders by doing
business in ways that specifically help address global and local issues in the areas of nutrition, water and rural
development. The company believes that it can do business in ways that both deliver long-term shareholder value and
benefit society.
51. 51
Three foundations of the socially valued organisation
From the research and multiple discussions with different groups around
the world, three core foundations have emerged as key for organisations
wishing to become socially valued
Doing the
right thing
Socially
Valued
Doing the
right thing
well
Being
judged by
society
52. 52
Ensuring that activities are aligned with the needs of the societies in which a company operates is no easy task.
However, the reason why a company chooses to pursue social responsibility is arguably an essential part of the
equation for long-term success and impact.
A central tenet of those who advocate for shareholder capitalism is that profit should be the primary business goal:
a firm’s sole obligation is to generate returns for its shareholders. Under this logic, the only reason to pursue a social
goal is the belief that there will be a positive financial return associated with that activity.
This is a critical job for leaders: to establish clarity about purpose, values, and the business model. Purpose is about
articulating what it is you are trying to build. Values define how you will pursue that purpose. The business model
spells out how the organisation will remain financially viable, delivering sufficient short-term returns to investors while
establishing a platform for long-term success.
From the research and subsequent discussions that formed the core of this project, 32 different characteristics of a
socially valued organisation emerged. These cover a wide range of issues and are each detailed in the appendix of
this document.
53. 53
Doing the right thing
From these discussions, we can see a number of important characteristics
of socially valued organisations. These can be grouped into two areas -
beliefs and behaviours
Beliefs in doing the right thing Behaviours in doing the right thing well
54. 54
The idea that societal progress should be inclusive is not new but it is arguably only as recently as 1987 that the
need to balance short and long term progress was made so explicit. The publication by the Brundtland Commission
report ‘Our Common Future’ defined sustainable development as: “Development that meets the needs of the present
without compromising the ability of future generations to meet their own needs.”
As the ideas put forward by the Brundtland Commission have developed, moving from being the concern of
international institutions and government to being on the business agenda, it has become clear that commercial
organisations have a key role to play in contributing to societal success by consistently meeting their obligations to
stakeholders and also helping to create opportunities that enable society to:
• Meet both short-term and long-term needs
• Build capacity and resilience to risks and shocks
• Achieve inclusive societal progress today and tomorrow that benefits all
• Ensure that progress is not at the expense of future generations
55. 55
Doing the right thing well
In terms of execution, there are four main attributes that help organisations
have clarity of purpose, a long term focus, the ability to make consistent
decisions and build capacity
Ensure progress
is not at the
expense
of future
generations
Build capacity
and resilience to
risks and shocks
Meet both short
term and long
term needs
Achieve inclusive
societal progress
that benefits all
56. 56
The success of organisations in helping society progress is not judged by the organisations but by society that often
applies a different set of criteria to those used by organisations. Whether organisations are creating or destroying
value is no longer judged purely in terms of economic profit and loss but in areas which are harder to quantify such as
concepts of trust, wellbeing, social and human capital.
Different stakeholders see things differently and so, going forward, commercial organisations will have to ensure
that they consider the needs of a wider range of stakeholders in the societies within which they operate. This clearly
makes things hard for organisations whose focus is mainly on the bottom-line.
As has been shown again recently in the fashion industry’s response to the 2012 factory collapse in Bangladesh,
society is the arbiter of whether an organisation is creating or destroying value. Judgment is based on perceptions
influenced by a wide range of issues and so how the sector as a whole, as well as leading companies within it,
chooses to act will be under scrutiny. In the same way as the soft-drinks sector cannot walk away from obesity and
the financial sector cannot ignore inequality, the fashion industry has to deal with safety and labour law in its suppliers’
facilities just as much as cheap clothes and anorexia.
57. 57
Being judged by society
Ultimately, no matter how much an organisation can plan and act to deliver
benefit, the arbiter of what is valued is down to society itself – the external
world judges who is valued most
58. 58
The most significant issues discussed in the different workshops were mapped and those that resonated in two or
more regions then highlighted:
Authentic Organisations: Companies are open about their beliefs and perspectives and transparent on the financial
and wider impact of their activities. As society appreciates true transparency, it sees organisations as being authentic.
Connected Success: Organisations connect their own success with social progress. They only perform activities that
are consistent with delivering societal success. They redeploy and / or reconfigure their assets to be valuable to society.
Delivering on Dreams: Organisations focus more on helping individuals and communities achieve their aspirations
by employing more flexible business models that allow local adaptation of principles to suit the ambition.
Enlightened Leaders: Organisations have leaders who recognise the impact of their decisions and behaviours on
the future success of the societies in which they are a part of and that they serve.
Know Their Purpose: Organisations clearly understand why they exist, what they do beyond the pure financial and
appreciate their wider role and purpose in society. It guides all that they do.
Multi-capitals: Organisations recognise that they create more than just economic value. They increasingly measure
and openly report on their activities and associated impacts using an accepted multiple capitals approach.
Total Transparency: The winning organisations of 2020 embrace an approach of complete transparency. As data is
made open and shared via multiple social platforms, the best companies are those that are
ultra-transparent.
Viable Business Models: Organisations move beyond philanthropy or CSR initiatives to operate viable, long-term
business models that solve or address social problems whilst also achieving their own financial and other objectives.
59. 59
The emerging view from around the world
In discussions, different emphasis was placed on varied characteristics
as different societies expect different things for the future. Of these, eight
appear to have global relevance - being seen as key in multiple regions
Know Their Purpose
Multi-capitals
Enlightened Leaders
Viable Business Models
Total Transparency
Authentic Organisations
Connected Success
Delivering on Dreams
62. 62
Under each of the three big challenges, discussions identified a number of issues that the world, and regions within it,
are facing. Some of these are global, and others specific to one continent:
Increased Societal Stresses:
• Imbalanced Population Growth
• Shifting Demographics
• Growing Urbanisation
• Rich Poor Gap
• Rectifying a Failing Educational
Model
• Overcoming Dysfunctional
Governance
• Access to Skilled Roles
• Intensified Cultural Identity
• Urban Youth Bulge
• New Youth Ambitions
• Escalating Healthcare Spend
• Muslim Europe
• Transitions in Morality
• Crowd Power
• New ‘Political’ Leaders
• Latino Influence
• Girl Power
• Data Privacy
• Replacement of Low-end Jobs
• Political Polarisation
• Dilution of Traditional Centres
of Power
• US Educational Access
• Technology Fuelled Societal
Change
• (Re)structuring Long-term
US Prosperity
Increased Environmental
Stresses:
• Key Resource Constraints
• Extreme Weather Migration
Changing Business Environment:
• Asian Wealth Shift
• Ubiquitous Data Access
• New Growth Markets
• Cities Not Countries
• Stronger Leadership
• Increased Trade and Integration
• Company Purpose
• Alternative Currencies
• Reallocation of Capital
• Erosion of Institutional Trust
63. 63
Be part of the solution
Experts at our workshops felt that socially valued organisations will be seen
to be actively contributing to societal success by addressing elements of the
three big challenges and helping society navigate through the uncertainties
64. 64
The notion of companies and business generally being ‘a part of society and not apart from it’ is something which
many have reiterated since the phrase was highlighted by Unilever’s Niall Fitzgerald and Mandy Cormack in a
Conference Board / Harvard University / International Business Leaders report in 2010:
“…if society is to continue to accept the granting of substantial rewards for successful business leadership, it is entitled
to expect complete leadership – an approach that combines optimum returns for shareholders with responsibility for
social and environmental performance. Company leaders are not only leaders of business but leaders within society.
We are a part of society not apart from it.”
In the coming years, those organisations that are most valued by society will be seen to be working together with
multiple agencies to lead change. They will share a clear view of what success means to them and to wider society
and to be actively addressing big challenges and helping society navigate through the uncertainties.
As organisations look at what they must do and what they could do, the answers emphasised fall into four areas:
• How they should operate,
• What they believe,
• How they behave, and
• How they measure success.
65. 65
Business has to be a part of society - and not apart from it
Many agree that, as some already do today, in the future successful
organisations will not only know how they should operate, what they should
believe and how to behave but will also be clear on measuring impact
How they operate How they believeWhat they believe
How they measure sucess
66. 66
Returning to the scenarios framework outlined earlier, we can see how the varied issues fit in with the four alternative
views of the future. Although the scenarios are global this does not mean that all parts of the world will display the
same characteristics at the same time. Understanding how things currently operate and watching for signals of
change will enable organisations to adapt to shifting societal needs and expectations and create new opportunities
along the way.
In a world of Global Elites, socially valued organisations will need to be respected leaders in their area of expertise.
Respect will be earned by demonstrating the value of what they do to the global elite and to wider parts of society
In a world of National Self Interest, socially valued organisations will need to be a valued partner to national
regulatory bodies and to government. This position will be won by proving how they create value that furthers national
interest both at home and overseas.
In a world of New Multiculturalism, socially valued organisations will need to be trusted partners to leaders across
different sectors and in different parts of the world. Showing how they can contribute to addressing the big challenges
in a way that is inclusive, equitable and outcome-focused is how trust will be deserved.
In a world of Networked Scale, socially valued organisations will need to be trusted advisors to many different
people who may represent cities, communities and enterprises of different sizes. Here, trust will be based not just on
the quality of advice but also on the value that the organisation brings to the networks.
67. 67
Socially valued organisations in each scenario
Given future uncertainty, socially valued organisations have to be able to
apply themselves in the most relevant way in the different scenarios and so
ensure that their beliefs and behaviours align with the zeitgeist
Global Collaboration
HowGoalsAreSet
BroadNarrow Definition of Growth
Global Elites – Respected Leader
Enlightened leaders that can cooperate to drive systemic
change by taking a stance based on a clear point of view,
supported by viable business models that demonstrate
the benefits of change. By earning the right to participate
in discussions through consistent delivery of societal
value they are able to influence others to contribute to
societal success and so drive change they believe in.
National Self Interest – Valued Partner
Leaders who recognise the impact of decisions on the
future success of the societies of which they are a part
and their responsibility to fill the societal gaps left by
government and to speak out on issues that matter.
Whilst global companies are able to use their scale to help
achieve national objectives whilst keeping in mind the
bigger picture, all recognise the need to create more than
economic value and to protect and enhance the local
environment and to contribute to global goals.
New Multiculturalism – Trusted Partner
Organisations that are open, transparent and actively seek
to collaborate and partner with different stakeholders in
order to contribute to agreed global objectives through
practical local actions. They are consistent and balanced in
their decision making, are clear on how they connect their
success to social progress and redeploy and reconfigure
their assets to where they can best add value.
Networked Scale – Trusted Advisor
Organisations that act consistently to create shared value
through long-term collaborations and partnership. By
having a track record of delivering tangible societal benefit
they earn the trust and the right to align and connect
others and so achieve systemic change. Working at the
local level to help individuals and communities achieve
their aspirations and realise their potential they often create
most societal value by helping others to do the right thing.
Fragmented and Local
68. 68
1. Organisations to be accountable to stakeholders,
not just shareholders
Achieving this is seen to involve a number of elements
including changes in regulatory enforcement alongside a
clarification of some of the legal requirements for companies
in terms of maximising shareholder value. In the many
regions where maximising shareholder value is not actually
a legal requirement, but instead a popular misconception,
explanation is also required.
2. Success to be measured across a broader set of
measures
The adoption of the multi capitals approach, assessing
net creation of capital is seen as a pivotal action and one
that is supported and supports much of the work already
underway around integrated reporting. In addition, a review
of director accountabilities in line with these is a necessity.
3. Success to be measured over a longer time horizon
Moving away from the short-term focus on financial
performance is clearly being advocated by many and, as
a means of starting the shift ending, or de-emphasising,
quarterly reporting is one tangible step. However as
the ‘currencies’ for non-financial capitals are agreed
and adopted, several bodies see that businesses may
overcome the ‘time value of money’.
4. Business to bear full cost of externalities and risks
Some people see that society should decide what
business should pay for and what is provided by
society. When the system works well it is clear where
responsibilities lie: business accepts the costs and risks
of doing business and benefits from the value that it
creates, and society enjoys the benefits that business
provides and accepts some of the costs of the downside.
In societies that are functioning well it should be clear
what is and is not acceptable for business to do.
In conclusion, from comments and feedback received to date, informed people from companies, academia, NGOs,
charities and government recognise that change is needed not just within organisations but also at a systemic level.
Evidently the banking sector is highlighted as being particularly worthy of change, but it is not alone.
Four key shifts need to happen:
69. 69
Many conclude that change is needed at a systemic level
Individual organisations can only do so much - achieving global success will
require resetting of several business environments including the purpose of a
business, how success is measured and how the financial economy operates
Four key shifts need to happen at scale across all sectors for real systemic change:
Success to be measured across a broader set of measures
Organisations to be accountable to stakeholders, not just shareholders
Success to be measured over a longer time horizon
Business to bear the full cost of externalities and risks
70. 70
1. Identifying and
responding to
challenges
2. Meeting societal
expectations
3. Culture and
engagement
4. Society-focused
capabilities
5. Influence and
Obligation
6. Collaboration
and Leadership
7. Decision-making
8. Delivery
9. Reporting and
measurement
10. Reputation
management
72. 72
How well are the challenges identified made real across our organisation?
Are the challenges linked to specific organisational issues
we face and can respond to?
How well do we challenge ourselves to look across new time-frames,
to understand how changes outside our control will impact our
sector and to plan for an uncertain future?
How well do we track signals and signs of change?
73. 73
Q1. Identifying and Responding to Challenges
Do we actively seek to understand the big challenges that are facing society?
74. 74
How well do we discern when it is best to lead, collaborate or follow on select
socially valued topics?
What processes do we employ to retain core focus, yet be agile enough to
respond to shifts of what is socially valued at a given point in time?
How well do we influence our sector with regards to having a socially valued approach?
How does our response to being socially valued meet the needs of diverse
perspectives from a number of stakeholders and locations?
75. 75
Q2. Meeting Societal Expectations
How well do we understand the implications of what future society will
expect of us?
76. 76
How well do we involve staff in determining our societal focus and response?
What practices do we use to help staff develop a broader societal perspective?
To what extent do we expect customers to have an influence over what we do for society?
How well do we involve stakeholders in determining our societal focus and response?
77. 77
Q3. Culture and Engagement
How is our strategy led by the needs of society and the communities
we serve?
78. 78
How well do we identify the need for new or additional capabilities?
How well do we listen out for the needs of society?
In what ways do we embed a culture of empathy towards stakeholder
views on societal needs?
In what ways do we demonstrate a capacity to learn and deploy new skills?
80. 80
How well are we able to adapt our business to a changing regulatory environment?
Do our actions reflect the regulatory changes that we would like to see?
Are we doing enough to address society’s needs, given the relative size
and influence of our organisation?
Do we benchmark against society’s most valued organisations, or
just within our sector?
81. 81
Q5. Influence and Obligation
Are we sufficiently influential in shaping our regulatory and operating
environment?
82. 82
How well are we respected for our ability to work with other organisations to
tackle significant issues?
Do we prioritise a focus on societal needs in the partnerships that we form?
Does our organisation work in partnership with the communities in which it operates?
83. 83
Q6. Collaboration and Leadership
Does our organisation know where it will lead or collaborate and where it
will not?
84. 84
Is our decision-making structure one that integrates external perspectives?
What do we have in place as our reference point that ensures our decisions
taken are in a consistent, coherent fashion?
How do we respond to society when we get it wrong?
86. 86
Are all of our actions and communications consistent, aligned and coherent?
How do we ensure that each customer experience reinforces our
focus on societal needs?
Are we humble in our efforts to serve society?
88. 88
What will we choose to report to stakeholders beyond legal requirements, and why?
How well do we utilise and report on multiple forms of capital - monetary, physical,
human, relational, natural and organisational?
How well do we incorporate a long-term view within short-term reporting cycles?
89. 89
Q9. Reporting and Measurement
What will stakeholders want us to report on in 2020?
90. 90
In what ways do we build an active, two-way dialogue with stakeholders?
How do we balance retaining control of our brand versus it being
steered by consumers?
Are we prepared to change the way we act to be in tune with societal needs?
94. 94
Aligned Initiatives
Organisations align their plans with collective world / regional initiatives.
They contribute to macro goals either directly or by ensuring that
resources are allocated to where they can make the most difference.
95. 95
Authentic Organisations
Companies are open on their beliefs and perspectives and transparent on
the financial and wider impact of their activities. As society appreciates true
transparency, it sees organsiations as being authentic.
96. 96
Bridging the Gap
Organisations recognise that they have a responsibility to fill the gaps left
by government as the lines of accountability blur between commercial
activity, civil society and the state.
97. 97
Closing the Wealth
Organisations seek to close the wealth gap, aiming for equality of
opportunity, fostering entrepreneurial characteristics and re-imagining the
public/private partnership so that growth benefits everyone.
98. 98
Consistent Decision Making
Organisations adopt balanced decision-making processes that drive
consistent behaviours – using an appropriate set of measurement criteria,
metrics and long-term horizons.
99. 99
Consistent Integrity
Organisations behave consistently, with integrity and with honesty in all
that they do – with clear alignment between their strategic objectives,
behaviours, culture, systems and incentives.
100. 100
Connected Success
Organisations connect their own success with social progress. They only
perform activities that are consistent with delivering societal success.
They redeploy and / or reconfigure their assets to be valuable to society.
101. 101
Deep Moral Reach
Socially valued organisations utilise their authority to help stakeholders to
do the right thing and recognise the need and obligation to show them
how others are better off by doing so.
102. 102
Delivering on Dreams
Organisations focus more on helping individuals and communities achieve
their aspirations by employing more flexible business models that allow
local adaptation of principles to suit the ambition.
103. 103
Demonstrate Humanity
Organisations live by desired human traits and treat others as they wish
to be treated themselves, provide time and space to pursue innovation,
display a visible conscience and apologise when things go wrong
104. 104
Driving Systemic Change
In order to shift the status quo, organisations increasingly refrain from
token individual actions and seek to enable bolder, bigger, collaborative
actions that can drive change across a whole sector or system.
105. 105
Ecosystem Enhancement
Organisations take a broader view of their impact and responsibility and
take conscious, consistent, smart decisions that enhance quality of life and
help to provide a cleaner, healthier environment.
106. 106
Embracing Diversity
Organisations exhibit more visible understanding that being open and
welcoming to a breadth of thought, perspective and behaviour can enable
more progress to be made more quickly.
108. 108
Future Focused
Organisations reflect a desire to care for the next generation, actively
questioning the value of capital, implying a return to notions of tradition, of
passing on, of a legacy that’s about more than money.
109. 109
Having a Point of View
Organisations increasingly take a public stance on matters that impact the
public good. They are bold and consistent in what they think and say and
are open and proud to share their perspective.
110. 110
Individual Impact
Organisations help to increase the capacity of society to harness and
cultivate the power and influence of the individual, encouraging an equality
of opportunity for all but promoting personal impact.
111. 111
Know Their Purpose
Organisations clearly understand why they exist, what they do beyond
the pure financial and appreciate their wider role and purpose in society.
It guides all that they do.
112. 112
Legacy of Helping
Organisations are no longer selected for contracts based solely on financial
and capability criteria: Clear long-term partnerships and a track record of
providing tangible societal benefit are given equal importance.
113. 113
Multiple Capitals
Organisations recognise that they create more than just economic
value. They increasingly measure and openly report on their activities
and associated impacts using an accepted multiple capitals approach.
Financial
Capital
Human
Capital
Built
Capital
Social
Capital
Natural
Capital
114. 114
Multi-Local
Global organisations have activities at a super-local level, recognising the
mutual dependency of company competitiveness and the health of the
communities. They build relevant capacity through local control.
115. 115
Networked Trust
Organisations become increasingly non-hierarchical and non-bureaucratic,
embracing the wider trust across a network and the ability to place the
individual at the core of a community.
116. 116
Organisational Restlessness
Organisations proactively review issues and opportunities with regard
to society’s needs and their ability to impact these. Attitudes shift to be
reflective, agile, proactive and willing to take risks in line with values.
117. 117
Partnering and Collaboration
Organisations know when to lead, when to collaborate and when to
support: They can perform each role successfully so as to help society to
progress and recognise growing importance of this competency.
118. 118
Realising Potential
Valued companies and institutions go out of their way to ensure, equip and
enable colleagues, individuals and communities to thrive and so fulfill their
dreams and aspirations.
119. 119
Reciprocity
Organisations demonstrate new forms of reciprocity suggesting ways of
bypassing or improving upon the dominant consumer model that means
more than shareholder value.
120. 120
Relentless Focus
Leading organisations choose a single area of long-term focus for activities
that enhance society and stick to this to achieve significantly greater social
and business value from their investments.
121. 121
Scale for Good
Large organisations increasingly use their scale to pursue positive social
and environmental good. They influence wider business practices,
shift systemic behaviours and seek to change long-standing paradigms.
122. 122
Shared Value
Organisations create shared value for society by addressing its needs and
challenges without actively disadvantaging anyone. They aim for shared,
growth – the re-distribution of capital for the benefit of society at large.
123. 123
Stakeholder-driven Identity
Stakeholder perspectives increasingly define the brand identity and the
identity of an organisation is, in turn, reflected in individual customer and
employee views of how society sees the organisation.
124. 124
Total Transparency
The winning organisations of 2020 embrace an approach of complete
transparency. As data is made open and shared via multiple social platforms,
the best companies are those that are ultra-transparent.
125. 125
Viable Business Models
Organisations move beyond philanthropy or CSR initiatives to operate
viable, long-term business models that solve or address social problems
whilst also achieving their own financial and other objectives.
126. 126
Sources and Resources
B Corps
http://www.bcorporation.net
BBC - Davos: 22 facts people should know
http://www.bbc.co.uk/news/world-europe-25836087
Christine Lagarde: A New Multilateralism for the
21st Century
https://www.imf.org/external/np/speeches/2014/020314.htm
Brundtland Commission ‘Our Common Future’
http://conspect.nl/pdf/Our_Common_Future-Brundtland_
Report_1987.pdf
Future Agenda – The World in 2020
http://www.futureagenda.org
IIRC Integrated Reporting
http://www.theiirc.org
IMF warns on threat of income inequality
http://www.ft.com/cms/s/0/b3462520-805b-11e3-853f-
00144feab7de.html
Jospeh Stiglitz - Freefall: America, Free Markets, and the
Sinking of the World Economy
http://www.amazon.com/Freefall-America-Markets-Sinking-
Economy/dp/0393338959
Mark Carney Interview - August 2013 BBC Radio 4
http://www.bbc.co.uk/programmes/p01dvgk8
Michael Porter – Creating Shared Value
http://hbr.org/2011/01/the-big-idea-creating-shared-value/ar/1
Niall Fitzgerald and Mandy Cormack – The Role of
Business in Society
http://www.hks.harvard.edu/m-rcbg/CSRI/publications/
report_12_CGI%20Role%20of%20Business%20in%20
Society%20Report%20FINAL%2010-03-06.pdf
127. 127
OECD: Divided We Stand: Why Inequality
Keeps Rising
http://www.oecd.org/social/soc/
dividedwestandwhyinequalitykeepsrising.htm
Oxfam - Working for the Few: Political capture and
economic inequality
http://www.oxfam.org/en/policy/working-for-the-few-
economic-inequality
Post 2015 Development Agenda
http://www.post2015hlp.org
Shell Scenarios
http://www.shell.com/global/future-energy/scenarios.html
Unilever Sustainable Living Plan
http://www.unilever.co.uk/sustainable-living/uslp/
UN Millennium Development Goals
http://www.un.org/millenniumgoals/
UN Population Data
http://data.un.org/Default.aspx
WHO – Data and Statistics
http://www.who.int/research/en/
WHO view on Alcohol
http://www.who.int/topics/alcohol_drinking/en/
128. Future Agenda
84 Brook Street
London
W1K 5EH
+44 203 0088 141
www.futureagenda.org
@futureagenda
tim.jones@futureagenda.org
The
world’s
leading
open
foresight
program
The world’s leading open
foresight program
Future Agenda
84 Brook Street
London
W1K 5EH
+44 203 0088 141
www.futureagenda.org
@futureagenda
tim.jones@futureagenda.org