Workshop Outline for Executive Workshop on Tenets of Conscious Capitalism
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Basic outline for a workshop directed towards executive leadership on the tenets of Conscious Capitalism - this particular focus is on stakeholder vs shareholder value.
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Workshop Outline for Executive Workshop on Tenets of Conscious Capitalism
- 1. Tenets of Conscious Capitalism for Small/Medium Size Enterprises Executive Workshop June, 2013
- 2. Michael Looney, Ph.D. OD/Management Consultant Focus on Values/Culture/Conscious Capitalism mike@kororapartners.com
- 3. The Four Tenets of Conscious Capitalism – – – – Higher Purpose Stakeholder Integration Conscious Leadership Conscious Culture mike@kororapartners.com 3
- 4. Stakeholder vs Shareholder/Investor – Shareholder focus risks & problems • • • • • Short term – drive to quarterly results Undue outside analyst influence Control by a few “outsiders” who may or may not share your values/culture/purpose Profit/Return-On-Investment only thinking “Tops” only focus to the exclusion of others mike@kororapartners.com 4
- 5. Equal Focus On All Stakeholders Customers Partners – Suppliers Investors Community Environment Team Members Employees mike@kororapartners.com 5
- 6. What’s Needed? – Address ALL [five] stakeholders – Think “win” for all stakeholders and strive for integration – Integrated stakeholders are the company – How would you make each shareholder feel part of the family? – How would you endear your business to each stakeholder group – and them to you? mike@kororapartners.com 6
- 7. A Vibrant Shareholder Ecosystem loyal, trusting, viral, engaged Customers Partners – Suppliers committed, patient, forward thinking Investors flourishing, responsible, proud, citizenship, Community Environment participatory, innovative, mutual respect/trust Team Members loyal, passionate, Employees creative, engaged, happy mike@kororapartners.com 7
- 8. How to do it… – – – – – – – Address ALL [five] stakeholders Drive your business and operating objectives from a stakeholder perspective (not revenue) Put someone in charge and accountable to each shareholder group for a “share of heart” Leader/CEO accountable for the integration Brainstorm: what would it take to make each stakeholder feel part of the family? Develop at least one “out of the box” idea. Review actively/quarterly Incorporate in to everyone’s reviews mike@kororapartners.com 8
- 9. Why do it… You’ll have a more dynamic, vibrant and personally rewarding business It achieves more value: emotional, social, experiential, and financial You get a better ROI (more money/profits/revenue/bottom line) from an ecosystem of stakeholders – – – • – At a corporate level, Stakeholder/Conscious companies achieve greater performance than S&P 500. Endearing and enduring companies mike@kororapartners.com 9
- 10. Why do it… You’ll have a more dynamic, vibrant and personally rewarding business It achieves more value: emotional, social, experiential, and financial You get a better ROI (more money/profits/revenue/bottom line) from an ecosystem of stakeholders – – – • – At a corporate level, Stakeholder/Conscious companies achieve greater performance than S&P 500. Endearing and enduring companies mike@kororapartners.com 9
Editor's Notes
- most corporations become very shareholder focused as it is how they are valued, their boards are driven to shareholder value, etc. There are recurring problems with this emphasis that are ultimately damaging to the company not dissimilarly, small and medium sized business, while not trading and owned publicly (thus no shareholders) are sometimes mono-focused on short-term revenue and profitability to the exclusion of a longer term, more conscious, more humanistic look to running and operating a business.
- the ideal is to look at the whole ecosystem of STAKEholders Customers Employees Partners/suppliers/distributors The community and/or environment Investors – even if self or family owned the STAKEholders should be looked at as integrated whole that IS the company – one for all – all for one What is it like when you shop or buy at a store where one or more of these elements are out of sync? What is your experience as a customer?
- you are looking for a conscious, deliberate win-win relationship between each stakeholder if they are the company – how do you make them feel that way? it’s a quid pro quo – what do you want from them and them from you?
- When you achieve this, you have an integrated group of stakeholders often working with one another and for one another. Each stakeholder group achieves a state of excellence for the business The stakeholders work as a group and affect a larger environment around this business with others
- Stop doing business plans that start with an annual revenue number. Change the fundamental business plan to a focus on the stakeholders with goals and objectives for each. Make sure someone “owns” each group separately and the CEO/Pres should be in charge of how they are integrated together Think creatively – think out of the box – surprise each stakeholder group – make a statement and communicate it actively Get the whole company on board – keep going
- This is personally satisfying regardless of whether you’re a corporation or a small, community business. But then, it’s PROVEN to result in higher returns. The irony of a stakeholder vs. shareholder focused company is that they are proven to drive better economic (shareholder/investor) results. [could put a graph in here of best-companies to work for vs. S&P 500].