Deloitte’s fourth annual Millennial Survey explored what tomorrow’s leaders think of business today. According to the results, business should focus on people and purpose, not just products and profits in the 21st century.
Millennials overwhelmingly believe that business needs a reset in terms of paying as much attention to people and purpose as it does products and profit. Seventy-five
percent of Millennials believe businesses are too
fixated on their own agendas and not focused
enough on helping to improve society.
The pace of change in global business has never been more relentless and successful managers and leaders are the ones who innovate their style and processes. Gary Hamel sets the agenda in his new book “What Matters Now” and Helen Power speaks to two London Business School alumni who occupy positions at the highest level about how they have mastered upheaval.
This was first published in AlumniNews, Issue 130, July 2013. Find out more about our alumni community at http://www.london.edu/alumni
The 10 most influential business leaders of 2021 insights compressedMerry D'souza
For a Leader in business, leadership has more to do with getting the job done. So, it becomes crucial to take important decisions with a lot of patience and research. Managing the team and putting the best people at the best place brings the best out of the team. When innovation and technology are the buzz the business leader takes the courage to implement it in the organization. As it gives a competitive edge over all the competitors and the companies. As the quote from Spiderman goes, “With great power comes great responsibility”. The leader represents the people in the business that is a big responsibility. The motive is serving people for good and making a difference in their lives.
With the increasing call for businesses to be commercially successful while achieving positive outcomes for society and the environment. HCLI explores what makes for exemplary leadership of sustainable businesses - and HR's role in making this a reality.
For HR Leaders that recognise that a strong purpose creates a better place to work, engages employees and attracts talent
Download the full report at: https://www.hcli.org/research/doing-well-and-doing-good-asia
Csr training: Seven strategies to make it work for participantsWayne Dunn
Making CSR training work. Training should produce meaningful value for participants, and those who pay for their participation.
Executive training programs can be boring, dull and virtually useless. Or they can be dynamic, career altering, fun and productive.
Here are some thoughts on how we can make CSR Training work better for participants.
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
Deloitte’s fourth annual Millennial Survey explored what tomorrow’s leaders think of business today. According to the results, business should focus on people and purpose, not just products and profits in the 21st century.
Millennials overwhelmingly believe that business needs a reset in terms of paying as much attention to people and purpose as it does products and profit. Seventy-five
percent of Millennials believe businesses are too
fixated on their own agendas and not focused
enough on helping to improve society.
The pace of change in global business has never been more relentless and successful managers and leaders are the ones who innovate their style and processes. Gary Hamel sets the agenda in his new book “What Matters Now” and Helen Power speaks to two London Business School alumni who occupy positions at the highest level about how they have mastered upheaval.
This was first published in AlumniNews, Issue 130, July 2013. Find out more about our alumni community at http://www.london.edu/alumni
The 10 most influential business leaders of 2021 insights compressedMerry D'souza
For a Leader in business, leadership has more to do with getting the job done. So, it becomes crucial to take important decisions with a lot of patience and research. Managing the team and putting the best people at the best place brings the best out of the team. When innovation and technology are the buzz the business leader takes the courage to implement it in the organization. As it gives a competitive edge over all the competitors and the companies. As the quote from Spiderman goes, “With great power comes great responsibility”. The leader represents the people in the business that is a big responsibility. The motive is serving people for good and making a difference in their lives.
With the increasing call for businesses to be commercially successful while achieving positive outcomes for society and the environment. HCLI explores what makes for exemplary leadership of sustainable businesses - and HR's role in making this a reality.
For HR Leaders that recognise that a strong purpose creates a better place to work, engages employees and attracts talent
Download the full report at: https://www.hcli.org/research/doing-well-and-doing-good-asia
Csr training: Seven strategies to make it work for participantsWayne Dunn
Making CSR training work. Training should produce meaningful value for participants, and those who pay for their participation.
Executive training programs can be boring, dull and virtually useless. Or they can be dynamic, career altering, fun and productive.
Here are some thoughts on how we can make CSR Training work better for participants.
To keep updated on postings and events go to www.csrtraininginstitute.com and sign up for the newsletter. If interested the CSR Knowledge Centre http://bit.ly/CSRknowledge contains a series of short, pragmatic articles on CSR Strategy, Management and related areas.
Дослідження рис, завдяки якимстають успішними підприємцями в середовищі, що п...Kukurudziak Ivan
Наразі все більше і більше з’являється підприємців, котрі мають гарну освіту, але їм досить важко поєднати підручники і реальність. Дана робота дасть змогу зрозуміти принципи роботи справжнього підприємця і стати успішним, покладаючись на досвід роботи успішних менеджерів у сучасному мінливому світі. Все, що може зацікавити молодого спеціаліста: зміни в глобальному бізнесі, останні опитування, риси, завдяки яким стають успішними та багато іншого – можна знайти у підсумках цього дослідження
Profits for a company are like red blood cells for people, but are profits the only thing that matters? Life needs other motivation reasons that would inspire stakeholders to trust and love those companies that have a superior life purpose that determines their behaviour.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership, and contains references to Conscious Capitalism by John Mackey, Co-CEO of Whole Food Market, and Raj Sisodia published by Harvard Business Review Press in 2013.
Cipd Ireland Where Are Tomorrows Leaders Today Final Version Mtim 1110Marc Timmerman
Many organisations will be affected by a high turnover of high potentials and high performers in 2011. What can we do about it ? What is the importance of a new Employer Value Proposition ?
This is the Social Innovation Research Group's (SIRG) fourth newsletter with content by Wendy Pan, Reza Mirza, Melinda Jacobs and Remi Kanji. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
The Barbadian Entrepreneurship Context, A Youth PerspectiveKeeley Holder
A review of Barbadian Entrepreneurial Culture, looking at the difference between a small business owner and an entrepreneur and the development of Barbados and how it has influenced the entrepreneurial mindset
[Whitepaper] The New Boardroom Imperative: Recruitment MarketingAppcast
Learn practical applications that can enhance your recruitment marketing strategy at the board-level, and throughout the rest of your organization.
Written by Dave Forman - Author, Fearless HR
The 10 most successful shepreneurs to watch in 2019Swiftnlift
Shepreneurs are driving change in various sectors, businesses, and industries, and rightfully deserve to be celebrated. The day is also a reminder that we need to foster talent and help enable women from all across the globe, from different strata and backgrounds into the arena.
‘In this special issue, we introduce 10 most promising shepreneurs to watch in 2019 in order to assist business to choose the right companies. We have featured shepreneurs as the cover story. It specializes in the use of emerging techniques and practice for developing nation.
We have introduced profiles of Spabreaks, Intengine, Pheiff Group Inc, Connected Living, N-able Plus Co.Ltd, Elemed, WomenInTrucking, gracious, Joelle Group, CEDEM AG.
Our in-house editors have come up with some adroitly written articles such as –Women, entrepreneurship & empowerment through self-actualization, shoutout to the leader of tomorrow, the women who dared to dream, How Can Entrepreneurs Survive a Recession? Handle it like a Woman.
“There is no force more powerful than a women determined to rise”
One of the paradoxes of business today is that the most profitable businesses in the world are not those which are the most profit-focused. Substantial research has consistently shown that purpose-driven organisations generate far more returns as compared to profit-driven organisations.
After our extremely successful symposium in February on Pathways and Barriers to Success in Social Enterprise. SIRG brought together Taiwan's thought leaders and social enterprise community to identify how to move forward. SIRG has released its White Papers based on our fruitful discussions. Check it out: http://sirgtaiwan.files.wordpress.com/2012/09/sirg-whitepapers-2013-symposium.pdf
This is the Social Innovation Research Group's (SIRG) sixth newsletter with content by Wendy Pan, Reza Mirza, Melinda Jacobs and Remi Kanji. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
'If your website sucks, you suck!' Anthony Citrano, Verizon EdgeCast's VP of Communications, presented at the WWD Digital Forum in London on Verizon's research on Millennials’ online behavior.
Дослідження рис, завдяки якимстають успішними підприємцями в середовищі, що п...Kukurudziak Ivan
Наразі все більше і більше з’являється підприємців, котрі мають гарну освіту, але їм досить важко поєднати підручники і реальність. Дана робота дасть змогу зрозуміти принципи роботи справжнього підприємця і стати успішним, покладаючись на досвід роботи успішних менеджерів у сучасному мінливому світі. Все, що може зацікавити молодого спеціаліста: зміни в глобальному бізнесі, останні опитування, риси, завдяки яким стають успішними та багато іншого – можна знайти у підсумках цього дослідження
Profits for a company are like red blood cells for people, but are profits the only thing that matters? Life needs other motivation reasons that would inspire stakeholders to trust and love those companies that have a superior life purpose that determines their behaviour.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership, and contains references to Conscious Capitalism by John Mackey, Co-CEO of Whole Food Market, and Raj Sisodia published by Harvard Business Review Press in 2013.
Cipd Ireland Where Are Tomorrows Leaders Today Final Version Mtim 1110Marc Timmerman
Many organisations will be affected by a high turnover of high potentials and high performers in 2011. What can we do about it ? What is the importance of a new Employer Value Proposition ?
This is the Social Innovation Research Group's (SIRG) fourth newsletter with content by Wendy Pan, Reza Mirza, Melinda Jacobs and Remi Kanji. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
The Barbadian Entrepreneurship Context, A Youth PerspectiveKeeley Holder
A review of Barbadian Entrepreneurial Culture, looking at the difference between a small business owner and an entrepreneur and the development of Barbados and how it has influenced the entrepreneurial mindset
[Whitepaper] The New Boardroom Imperative: Recruitment MarketingAppcast
Learn practical applications that can enhance your recruitment marketing strategy at the board-level, and throughout the rest of your organization.
Written by Dave Forman - Author, Fearless HR
The 10 most successful shepreneurs to watch in 2019Swiftnlift
Shepreneurs are driving change in various sectors, businesses, and industries, and rightfully deserve to be celebrated. The day is also a reminder that we need to foster talent and help enable women from all across the globe, from different strata and backgrounds into the arena.
‘In this special issue, we introduce 10 most promising shepreneurs to watch in 2019 in order to assist business to choose the right companies. We have featured shepreneurs as the cover story. It specializes in the use of emerging techniques and practice for developing nation.
We have introduced profiles of Spabreaks, Intengine, Pheiff Group Inc, Connected Living, N-able Plus Co.Ltd, Elemed, WomenInTrucking, gracious, Joelle Group, CEDEM AG.
Our in-house editors have come up with some adroitly written articles such as –Women, entrepreneurship & empowerment through self-actualization, shoutout to the leader of tomorrow, the women who dared to dream, How Can Entrepreneurs Survive a Recession? Handle it like a Woman.
“There is no force more powerful than a women determined to rise”
One of the paradoxes of business today is that the most profitable businesses in the world are not those which are the most profit-focused. Substantial research has consistently shown that purpose-driven organisations generate far more returns as compared to profit-driven organisations.
After our extremely successful symposium in February on Pathways and Barriers to Success in Social Enterprise. SIRG brought together Taiwan's thought leaders and social enterprise community to identify how to move forward. SIRG has released its White Papers based on our fruitful discussions. Check it out: http://sirgtaiwan.files.wordpress.com/2012/09/sirg-whitepapers-2013-symposium.pdf
This is the Social Innovation Research Group's (SIRG) sixth newsletter with content by Wendy Pan, Reza Mirza, Melinda Jacobs and Remi Kanji. Design by Reza Mirza.
SIRG is mapping social innovation entities in Taiwan by interviewing organizations, entrepreneurs and thought leaders to identify factors for success and to create models for innovation.
Our work is funded by the University of Toronto and The Munk School of Global Affairs. We work closely with the Canadian Trade Office in Taipei and The Global Innovation Group at The University of Toronto, a partnership among top researchers in health, business and politics to change the world.
'If your website sucks, you suck!' Anthony Citrano, Verizon EdgeCast's VP of Communications, presented at the WWD Digital Forum in London on Verizon's research on Millennials’ online behavior.
This report discusses the initial findings
of a year-long study that explores a new,
positively focused approach to mass
engagement. The approach does away
with the ‘doom & gloom’ method of
engagement and replaces it with a
technique based on interaction and fun,
to test out whether this has more traction
and resonance with a public that has
largely ignored previous attempts to
influence it.
Presentation delivered by Graham Russell, Head, Centre of Expertise on Influencing Behaviours, Defra, at Communicate, 3rd November 2011, as part of the Psychology of Persuasion session Communicate is hosted by the Bristol Natural History Consortium www.communicatenow.org
Sustainable Brands, Eight Sustainability Platform, and other partners have joined together to launch the Framework for Action project, which is the first of its kind to explore the cutting-edge issues of sustainable consumer behavior change exclusively for the Brazilian market. The framework is a guide for marketing, communication, R&D and sustainability professionals, particularly at B2C companies, looking to promote environmentally and socially positive behavior through behavior change.
Integrated Live 2016 - The revenge of Subcultures in social mediaLaurent François
A talk I've given to Integrated Live 2016 in London.
Marketers need to kill "average personas" as it ultimately destroys brand equity and miss the true value of social media: its versatile subcultures which create the most influential clusters and forecast what the whole societies might consume in the next future.
http://thisisreup.com
Presented by Operating Agent Task 15, David Crossley, Energy Futures, Australia, at the IEA DSM Programme workshop in Brugge, Belgium on 10 October 2007.
The Future of Business Citizenship - People's Insights MagazineMSL
For our global research study, The Future of Business Citizenship, we surveyed 8,000 young people in 17 countries. Our findings confirm that Millennials have high expectations from business and add an insightful layer to our observations around this generation, with real implications for brands and corporations.
MSLGROUP's global team of corporate and brand citizenship experts dive deep into the results of our study and outline what Millennials value as individuals and what they expect from businesses. The Future of Business Citizenship is part of MSLGROUP's People's Insights project that crowd-sources insights and foresights from MSLGROUP experts.
We hope you enjoy reading this comprehensive report and invite you to share your feedback and tips with us @PeoplesLab or you can reach out to us on Twitter @msl_group.
Ever wondered why the two hottest words in marketing today are “Millennial” and “Multicultural”?
Well the short answer is that the Millennial Generation (18-34) rules category after category and Multiculturals are their heart and source of vitality and growth.
Andy Halley-Wright, VP Planning and Research at Y&R/Bravo Miami, looks at how despite millennials coming of age in dire economic times, they are optimistic, open minded and brave. And in the home of the brave, the American Dream burns brightest in multicultural millennial hearts. Naturally various life stages and different mindsets fall between the ages of 18 and 34. In fear of over simplification, the younger cohort (18-24) are “Explorers” (4Cs) driven by the mega need of discovery while the older segment (25-34) are “Aspirers” (4Cs) motivated to make a mark and to show the world that they are making it.
"Born in a digital world, eight in 10 Millennials in America own a smartphone. They are always on, always connected – like 1 in 2 are tweeting, liking, emailing, you-tubing or whatever; while on the toilet! No generation has ever spread the word about themselves and help build or break brands like this generation. And again, Hispanics are at the bleeding edge, especially when it comes to mobile," he writes.
If “Millennial” and “Multicultural” are the two hottest words in marketing today, the two most important commandments they impart are that the marketer should “Embrace Diversity” and “Be Participatory.” Of course, that’s easier said than done.
Slides from Tim Creasey's presentation at ACMP Pacific Northwest Change Connect 2014 - "Cracking the Measurement Code: Create Your Research-Based Change Measurement Scorecard" - tcreasey@prosci.com
2018 human trends rise of the social enterpriseVALUES & SENSE
The 2018 Deloitte Global Human Capital Trends report showcases a profound shift facing business leaders worldwide: The rapid rise of what we call the social enterprise. This shift reflects the growing importance of social capital in shaping an organization’s purpose, guiding its relationships with stakeholders, and influencing its ultimate success or failure.
The millennial generation is feeling uneasy about the future. The growth of Industry 4.0 technologies—from robotics and the internet
of things to artificial intelligence and cognitive—has
altered the nature of work, while political upheavals
challenge the established world order. In this
environment, millennials and Gen Z yearn for leaders
whose decisions might benefit the world—and their
careers.
Building on last year’s report,2the seventh
annual Deloitte millennial survey delves into
respondents’ perceptions of the evolving threats and
opportunities in an increasingly complex world.
For the first time, the survey also includes opinions
of Generation Z3—those following millennials into
the workplace.
In a fragmenting social and political environment,
with Industry 4.0 driving profound changes,
many millennials are exhibiting a marked desire
for reassurance. They feel pessimistic about the
prospects for political and social progress, along
with concerns about safety, social equality and
environmental sustainability. While young workers
believe that business should consider stakeholders’
interests as well as profts, their experience is
of employers prioritizing the bottom line above
workers, society and the environment, leaving them
with little sense of loyalty
Estudio elaborador por el Instituto Korn/Ferry sobre la figura del Chief Communications Officer a partir de una encuesta global a los principales directivos de las compañías de Fortune 500
by John Bell, Global Managing Director, Social@Ogilvy.
The following is a plan describing a simple and practical way for business leaders to think about gaining the benefits of social behaviors (and the technologies supporting those behaviors).
In many ways the promise of a ‘social business’ is to get us back to what we care about — people working together to create something of greater value than they could have if they had remained unconnected and apart.
CSIC research fellow Tracey Wright interviews 12 DC-area small businesses to explore how they use social media to communicate their socially responsible business practices to their stakeholders.
Deloitte India : 2019 Deloitte Global Human Capital Trendsaakash malhotra
Deloitte’s Human Capital professionals leverage research, analytics, and industry insights to help design and execute the HR, talent, leadership and change programs that enable business performance through people performance. See More : https://www2.deloitte.com/in/en.html
Mind The Gaps The 2015 Deloitte Millennial Surveyaditya848
Deloitte's 2015 press release discusses findings from the Millennial survey, including how businesses, particularly in developed markets, will need to change to attract and retain the future workforce.
The competitive Advantage of corporate cultures Daniel Denison, .docxmehek4
The competitive Advantage of corporate cultures
Daniel Denison, IMD Business School
Levi Nieminen, Denison Consulting
Lindsey Kotrba, Denison Consulting
What is Corporate Culture? At the climax of the annual holiday party in one rapidly growing American company, hundreds of balloons are released from the ceiling. Inside each balloon is a crisp new $100 bill and whoever scrambles the hardest, gets the most money! The lesson is simple, fun, and more powerful than all the personnel policy handbooks in the world. It helps capture the essence of some of the key definitions of corporate culture: Culture is “the way we do things around here,” and “what we do when we think no one is looking.”1 Most scholars further describe culture in terms of two important definitional fea tures, 1) culture has multiple layers or levels, and 2) culture is learned. Schein’s classic approach divides culture into three levels.2 He argues that basic, underlying assumptions lie at the root of culture and are “uncon scious, taken-for-granted beliefs, perceptions, thoughts, and feelings.” Espoused values are Artifacts, behaviors, and derived from basic underlying assumptions and are the “espoused justifications of strate gies, goals and philosophies.” Finally, at the top level are “artifacts,” that are defined as “visible, yet hard to decipher organizational structures and processes.” Like the iceberg norms are visible and tangible. Personal values and attitudes are presented in Figure 1, only about 10 percent of an organization’s culture is visible, whereas 90 percent is below the surface. However, it is the part of the culture that we can’t see—the less visible, but can be talked about. Underlying fundamental beliefs and assumptions—that often sinks the ship. beliefs and assumptions are Figure 2 reminds us that culture is learned—it includes “the lessons that we have learned that are important enough to pass on to the next generation.”3 The lessons from subconscious,invisible, and rarely questioned. Figure 1 Schein’s Three Layers of Organizational Culture the Visible Symbols cultural values that are important are reflected in the visible symbols that surround us, which further reinforce and shape our culture into the future, and so on. Winston Churchill made a similar point about architecture, stating that, “We shape our buildings; thereafter they shape us.”4 Returning to our discussion from above, it is almost always easier to change the buildings than it is to modify the cultural values that guided their construction. In other words, the stuff that resides below the surface of an organization’s culture—the fun damental beliefs and assumptions—is the core of what is learned over time and what comes to guide behaviors and visible structures and processes. Survival Figure 2 Diagram of Culture as Learned Why is Corporate Culture Important? Many top executives attest that shaping and managing their organization’s culture is one of their most important challenges. As ...
Winds of change: The shifting face of leadership in business is an Audi report, written by The Economist Intelligence Unit. It delves into the attributes that business leaders need, the factors that influence them and how they can lead most effectively.
How-can-purpose-reveal-a-path-through-uncertainty. By EY. 2017Gemma Alcalá
El propósito y la empresa en el siglo XXI. El concepto de
propósito empresarial adquiere un significado cada vez más relevante en la estrategia de crecimiento de las compañías.
Una de las conclusiones de este informe es que la mayoría de las empresas y marcas confían actualmente en el poder del propósito, pero encuentran dificultades para completar su integración en la estrategia y en el funcionamiento diario de la compañía.
El propósito de una empresa, más allá del beneficio económico, se producen en respuesta a las demandas de los trabajadores, a la necesidad de que haya marcas inspiradoras o compañías socialmente más responsables.
En el informe se habla de las empresas 'Capital P.'. Ser una empresa con “Capital P” son aquellas que tienen un propósito bien integrado y que es clave para sobrevivir en un entorno muy volatil, repleto de incertidumbres, complejo y ambiguo.
Las empresas líderes afirman que su propósito está integrado en todas sus actividades, con un enfoque tanto a corto como a largo plazo, lo que genera valor a todo lo que hacen.
La Cuarta Revolución Industrial incrementa las necesidades de las empresas y pone en peligro a aquellas que no tienen un propósito bien integrado. Resulta necesario aportar valor a todos los stakeholders (grupos de interés), aspirar a mejorar la sociedad, tener una visión más amplia de la actividad y afrontar las oportunidades que se presenten de
forma inesperada.
Keeping it real - How authentic is your Corporate Purpose? Burson-Marsteller
Burson-Marsteller and Swiss-based IMD have been working together to research corporate purpose since 2008. This year’s study is presented in the context of the findings of Burson-Marsteller’s Corporate Perception Indicator, a global survey of public hopes and expectations of companies and their leaders.
Leaders, by definition, go first. That’s why it’s so astounding that 70% of Fortune 500 CEOs still do not have a social presence. Every day, new studies arise making the case for social CEOs — and the benefits to employees, shareholders, customers and influencers. At a time when most of the planet is online, your company — and its reputation — cannot afford to be left behind.
Using Behavioral Economics to Unlock Workforce Engagement James Sillery
In an interview, an executive said the following, "Today, the greatest challenge that a company can face is a lack of engagement… and not to be aware of the situation". But on average, the majority of employees in any given company are, to some degree, disengaged. This presentation, given at the TCHRA Spring Conference, looks at the underlying causes and presents practical solutions.
MSLGROUPs latest survey of 8,000 Millennials across 17 countries reveals that they feel very differently from preceding generations about businesses’ roles in dealing with the world’s greatest challenges.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
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2. Executive summary
This research draws together the findings from two on the role of communities, charities, and NGOs.
surveys commissioned by Deloitte Touche Tohmatsu Around a third of both survey groups rate governments
Limited. The surveys explore the opinions of over 1,000 as having the greatest potential.
Deloitte Touche Tohmatsu Limited and participating Business leadership
member firm (Deloitte) Millennials and 390 business Views of Millennials on business leadership were
leaders around the world1. Both surveys considered consistent with the findings associated with purpose
the purpose, impact, and leadership of business. The and impact. The standout characteristics most
findings highlight important similarities in the views Millennials are looking for in future business leaders
of the two groups but also reveal clear differences. For include strong and inspirational leadership, a focus on
example, while both groups recognize the wider role long-term goals, innovative thinking, an understanding
of business in society, the Millennial generation places of the challenges the world is facing, and a clear vision.
greater emphasis on the potential of business to solve Business leaders similarly placed emphasis on longer
some of the greatest challenges facing society. term thinking and understanding the role of business in
Business purpose wider society. Both groups largely rejected the pursuit
A resounding message from both the Millennial of profit, or a focus on shareholder value, as distinctive
population and the business leaders surveyed was that leadership traits.
the success of business should not be measured on Almost 50% of Millennial respondents believe that
profit alone and that the purpose of business cannot business leaders today think too much about the short
be defined in purely economic or financial terms. Profit term and are entirely focused on profit. Around a third
as the sole measure of success is rejected by 92% of of Millennials believe that todayʼs business leaders lack
Millennials and 71% of business leaders. Over 50% awareness of wider society.
of Millennials believe that the purpose of business These findings invite business leaders to ensure that
is primarily innovation and societal development. the contribution of their core business activities to
Responses from business leaders varied more widely society endures and is clearly communicated both
with profit and value most commonly cited as internally and externally.
encapsulating the purpose of business.
Conclusion
While some of the differentiation may be accounted Millennials believe that business has a societal purpose,
for by the relative idealism of youth and the relative without negating the importance of making a profit.
experience and immediate pressures of leadership, They have high expectations that business is best suited
the research does suggest that more clearly articulating to taking a leading role in solving some of societyʼs
and communicating the role business plays in pioneering biggest challenges. This creates opportunities for
innovation and driving societal development would business leaders – both individually and collectively
enable todayʼs business leaders to engage better with the – and for the long term success of their businesses.
central concerns of Millennial talent. It is important to Whether it is to compete effectively for Millennial talent
understand and engage with members of the Millennial or Millennial consumers, or to leverage the reputa-
generation as they will not only become the business tional capital of their organizations, the survey findings
workforce and leaders of the future, but are also suggest that todayʼs business leaders can do more
significant consumers, customers, voters, and agents to understand the purpose, impact, and leadership
of change. They will shape our future society through expected of business in society, and to articulate their
their cultural, economic, financial, political, and social own contribution beyond their internal audience. Many
choices. business leaders have already begun to do this by:
Business impact 1. ecognizing and communicating, both internally and
R
Respondents to both surveys believe that business has externally, the role their core business plays in societal
the greatest potential of any sector in society to effect development and progress.
positive societal change. Faith in business is particularly 2. nabling their corporations to be part of the solution to
E
strong among Millennials. Over 50% of Millennials think some of the biggest challenges facing society, rather
that in the future, more than any other sector of society, than expecting other sectors to rise to that challenge.
business will achieve the greatest impact on solving 3. everaging and enhancing the ability of business
L
societyʼs biggest challenges; 35% of business leaders innovation to address societyʼs greatest challenges.
agree. Business leaders place greater weight
2
4. 1. Business purpose
A resounding message from both The Millennial Survey and the EIU Societal Purpose Survey was that the success
of business should not be measured on profit alone. Profit as the sole measure of success is rejected by 92%
of Millennials and 71% of business leaders as illustrated in Figure 1.
Figure 1: Business success
How do you measure
business success?
92%
of Millennials believe that
success should be measured
71%
of Business Leaders
believe that success should
by more than profit be measured by more than
profit
Only 8% disagree Only 10% disagree
There is strong consistency of opinion across all geographical sub-groups of The Millennial Survey respondents.
The figures peak in the United Kingdom where 94% reject the notion of using profit as the only measure of
business success.
Respondents to both surveys were then asked to select three terms that encapsulate their view of the purpose
of business8. The most common responses among the Millennials surveyed were innovation (56%) and societal
development (51%). Responses from business leaders varied more widely with profit and value most
commonly cited.
8. Millennials were presented with 11 options plus an ‘other’ category. This was an open question in the EIU Societal Purpose Survey.
4
5. The different responses and emphasis are illustrated in Figure 2 and Figure 3. Both figures show the words and terms
selected9. The size of the word reflects the number of times it was chosen.
Figure 2: Purpose of business (Business Leaders)
What is the purpose of business?
People
Profit
Sustainability Growth
Responsibility
SocietyInnovation
Services
ValueEmployment Wealth
Business Leader responses
Figure 3: Purpose of business (Millenials)
What is the purpose of business?
Production
Societal Progress Prosperity
development
Innovation Profit
Livelihoods
Wealth Change the world
for the better
Exchange Efficiency
Millennial responses
As shown in Figure 3, Millennials do regard profit as an important part of what business is for (39% selected the
term), but not other financial aspects such as livelihoods (13%) and wealth (10%). In contrast, alongside innovation
and societal development, changing the world for the better (32%) and progress (29%) are seen as core to the
purpose of business. This substantiates the view that to address the central expectations of Millennial talent, business
leaders should communicate the positive impact of their business on society alongside their financial performance.
9. Only the top 11 responses in the EIU Societal Purpose Survey are shown in Figure 2 for comparison with the results of The Millennial Survey.
The Millennial Survey 2011 5
6. 2. Business impact
Respondents to both surveys believe that business has the greatest potential of any sector in society to effect
positive societal change but faith in business is particularly strong among Millennials. Over 50% of Millennials
think that in the future, more than any other sector of society, business will achieve the greatest impact on
solving societyʼs biggest challenges, and 35% of business leaders agree (Figure 4). Around a third of both
survey groups rate governments as having the greatest potential. Business leaders put greater weight on the
role of communities, charities, and NGOs.
Figure 4: Solving societyʼs biggest challenges
Which sector will achieve the greatest
impact on solving society’s biggest challenges?
52% of Millennials
think business
35% of Business Leaders think business
Among Millennials, 86% regard business as having 'about the same' or 'more' potential than governments to meet
societyʼs challenges (Figure 5). This represents a vote of confidence in business and signals that there is a high degree
of expectation that this potential be harnessed and used effectively.
6
7. Figure 5: Business potential
How much potential does business
have to help meet society’s challenges?
100%
90%
80%
86%
At least as much
as government
70%
60%
Government
50%
50%
More than government
40%
30%
36%
About the same as government
20%
10% 14%
Less than government
0%
The biggest challenges facing society over the next 20 years are regarded by Millennials surveyed to be resource
scarcity, aging populations, and inequality of incomes and wealth. Business leaders largely agree. All respondents
therefore have a high regard for the wider role and impact business can have in solving societyʼs biggest social,
environmental and economic problems. They donʼt regard business impact to be restricted to the economic sphere.
Overall, the study finds that the Millennial population appears to place greater faith in the potential of business than
business leaders themselves do.
The Millennial Survey 2011 7
8. 3. Business leadership
Views of Millennials on business leadership were consistent with the findings associated with business purpose and
impact. Millennials demand a broad range of skills from future business leaders rather than one single ‘standout’
talent (Figure 6). Desired characteristics include inspirational leadership (37%), a focus on long-term goals (35%), and
innovative thinking (35%). Driving towards maximizing shareholder returns is important but not perceived to be
a positive differentiator – only 6% of Millennials surveyed selected such qualities as a distinctive characteristic of
future business leaders.
Business leaders agree with Millennials that striving towards a broader sense of purpose for a company will set their
successors apart – putting shareholders first will not (Figure 7). Business leaders are looking primarily for leader-
ship characteristics such as the ability to manage change. 17% of business leaders believe that having the ability to
understand how their organization contributes to global society will be a standout characteristic, and 14% selected
providing broader leadership in society through their business. By contrast almost a third of Millennials are looking for
future leaders with a clear sense of what their business is contributing to wider society.
Regional variations among the Millennials surveyed are evident. For example, clarity of vision and commitment
to sustainable business are especially prized characteristics of future business leaders for Millennials in China.
In North America and Western Europe, innovative thinking was the most commonly stated standout characteristic.
Figure 6: Future business leaders (according to Millennials)
What will keep future leaders a step ahead?
37%
Strong and inspirational
leadership
35%
Focus on long-term goals
35%
Originality/innovative
thinking
6%
Drive towards maximizing
shareholder returns
Millennial responses
8
9. The survey findings suggest an appreciation among Millennials of the many challenges faced by todayʼs business
leaders. A top tier of issues relating to profit, increasing uncertainty, globalization and the increasing speed
of technological innovation are viewed by Millennials as most prominent. This view is largely shared by business
leaders responding to the EIU Societal Purpose Survey although immediate issues such as the threat of a double-dip
recession, social unrest, and Eurozone break-up featured more strongly and unsurprisingly given the current
responsibilities business leaders are managing.
Millennials think that the focus areas of business leaders need to change. Almost 50% of Millennials surveyed stated
that business leaders think too much about the short-term rather than long-term solutions and are driven entirely by
the pursuit of profit. In common with their view of the purpose of business, Millennials also question
if todayʼs business leaders are fully aware of how their core business contributes to wider society.
With the emergence of the East as a more influential global player, it is interesting to note that Millennials in China
are particularly concerned about an apparent lack of commitment to sustainable business and perceived lack of
innovative thinking by current business leaders.
Figure 7: Future business leaders (according to business leaders)
What will keep future leaders a step ahead?
45%
Anticipating future
challenges and opportunities
38%
Ability to manage change
32%
Ability to communicate
a broader sense of purpose
for their company
6%
Put shareholders first
Business Leader responses
The Millennial Survey 2011 9
10. Conclusion
The Millennial population surveyed has high expectations of business:
• illennials believe that the purpose of business is far broader than a set of financial goals. Business is
M
understood to be essentially about societal development and innovation, which can pioneer societal progress
and positive change.
• illennials believe that business has the greatest potential of any sector in society to effect positive societal change.
M
• illennials are looking for inspirational, innovative future business leaders with a long-term view of the role their
M
business will take in society.
Millennials believe that business has a societal purpose, without negating the importance of making a profit. They
have high expectations that business is best suited to taking a leading role in solving some of societyʼs biggest chal-
lenges. This creates opportunities for business leaders – both individually and collectively – and for the long-term
success of their businesses. Todayʼs business leaders agree that business is about more than profit. Whether it is to
compete effectively for Millennial talent, or Millennial consumers, or to leverage the reputational capital of their
organizations, the survey findings suggest that todayʼs business leaders can do more to understand the purpose,
impact, and leadership expected of business in society, and to articulate their own contribution beyond their internal
audience. Many business leaders have already begun to do this by:
1. ecognizing and communicating, both internally and externally, the role their core business plays in societal
R
development and progress.
2. nabling their corporations to be part of the solution to some of the biggest challenges facing society,
E
rather than expecting other sectors to rise to that challenge.
3. everaging and enhancing the ability of business innovation to address societyʼs greatest challenges.
L
Heather Hancock
Deloitte Touche Tohmatsu Limited Managing Director
Leader, Business:Society
Tel: +44 (0)207 303 6367
Email: hhancock@deloitte.co.uk
Rachel Searle
Deloitte Touche Tohmatsu Limited
SME, Business:Society
Tel: +44 (0)207 303 2525
Email: rsearle@deloitte.co.uk
www.deloitte.com/business-society
10