The Business of Building a Better World

The Leadership Revolution That Is Changing Everything

David Cooperrider, Audrey Selian, David Cooperrider, Audrey Selian

• Publisher: Berrett-Koehler Publishers
• Year: 2021
• ISBN:
  9781523093663
• Edition: 1
• Topic: Economia
• Subtopic: Sviluppo sostenibile

Twenty-nine leading scholars and executives provide a visionary look at the future of business, propelling past damaging industrial-age values to uncover the key ingredients of humanistic, ecologically sustainable, and intergenerational prosperity. Through the exploration of robust cases and stories packed with deep insight and vital science, this extraordinary collection explores how we can adapt our notions of value, markets, and models of cooperation and collective action to create a world where economies and businesses excel, all people thrive, and nature flourishes. In part I, The Business of Business Is Betterment, the contributors show how enterprises today are further developing-and even taking a quantum leap beyond-the multistakeholder logic of shared value creation. Part II, Net Positive = Innovation's New Frontier, is focused on what companies can and are doing to move away from doing no harm to playing an active role in solving environmental, social, and economic problems. The final section, Ultimate Advantage: A Leadership Revolution That Is Changing Everything, looks at new leadership paradigms-characterized by unexpected qualities like virtue, love, compassion, and connection-that are crucial to creating engaged, empowered, innovative, and out-performing enterprises. This book is designed to galvanize change and unite a global community of inquiry and action. It establishes the conceptual cornerstones for a new kind of business practice that will lead the way to an equitable, sustainable, and flourishing future.

1

Introduction

A Moonshot Moment for Business and the Great Economic Opportunities of Our Time

DAVID COOPERRIDER AND AUDREY SELIAN

ONE OF HUMANITY’S GREATEST GIFTS is that in times of profound shock and disruption, new perspectives are forged. Such moments tend to be historical ones—moments when new possibilities for humanity can be established and new eras born. Could it be that we are standing at the threshold of the next episode in business history?

The quest in this book is ultimately to explore the profound new enterprise logic propelling the “business of building a better world”—ways that the field of business is increasingly becoming an agent of change and a partnership power for building a better world—together with all of this serving as a catalyst for the “betterment of your business.” Moreover, this includes all the new ways that The Business of Building a Better World can lead inside the enterprise to bold new waves of innovation, business outperformance, and what we call full-spectrum flourishing. Flourishing enterprise is something every industry leader increasingly wants. Flourishing enterprise, as we shall discover, is about people being inspired every day and bringing their whole and best selves into their businesses; it’s about innovation arising from everywhere; and most important, it is about realizing sustainable value with all stakeholders. These include customers, communities, shareholders, and societies, all coexisting ultimately within a thriving, not dying, biosphere.

SOMETHING REMARKABLE IS UNDERWAY

The relationship of business and society—and the unprecedented search for mutual advances between industry and the world’s profound upheavals—has become one of the decisive quests of the twenty-first century. As we stand now in what scientists are calling the “decade of determination,” the stakes could not be higher for humanity and planet Earth. Like dials on a seismograph, we have stood stunned as the decade of the 2020s has arrived with unprecedented disruptive preludes: megafires in January; a global pandemic in March; an economic crash in April with bankruptcies putting millions out of work; and protests across the planet for racial justice and inclusive systemic change in June and beyond. Only just a few months earlier, we listened to the rising voices of millions of millennials and Gen-Z young leaders, including Time magazine’s Person of the Year Greta Thunberg and over 7 million strikers from six continents. For them, the entire era of climate gradualism “is over.” As our youth stepped onto podiums in a series of high-level venues with world leaders—from the Assembly Hall of the United Nations to Davos in Switzerland, where thousands of business leaders gathered at the World Economic Forum—young people cried out for a war-time mobilization commensurate with the state of “climate emergency,” urging everyone to embrace the empirical evidence, pointing to articles such as the one in Bioscience signed by tens of thousands of scientists stating: “We’re asking for a transformative change for humanity” (Ripple et al. 2020).

To be sure, these voices are scarcely alone. Many executives too are seeing a world where society is being irreversibly mobilized. BlackRock’s CEO Larry Fink, for example, declared in front of Wall Street that climate action has now put us “on the edge of a fundamental reshaping of finance” (Fink 2021). These are not the words of a scientist or activist but the conclusions of the head of the largest investment company in the world, managing over $7 trillion in assets. Perhaps most important, however, is that trajectories like this are advancing significantly beyond words on a piece of paper. The past decade saw, for example, sustainably directed assets under management triple to more than $40 trillion globally so that they now represent $1 of every $4 invested (Lang 2020).

Indeed, positive disruptions across the business landscape are booming, and in many cases, they are propelling companies to outperform—not incrementally but significantly. Companies such as Toyota are, right now, building net-positive cities that give back more clean energy to the world than they use while leveraging artificial intelligence and biotechnologies to reinvent and individualize medicine, turn waste into wealth, propel zero-emissions mobility, and even purify the air that people breathe. Corporations such as Unilever, Danone, Westpac, Grameen Bank, Nedbank, and Greystone Bakeries have turned theory into reality with base-of-the pyramid innovation and social business strategies demonstrating how the enterprising spirit can eradicate human poverty and inequality through inclusive prosperity, profit, and dignified work. Thousands of entrepreneurial initiatives have been launched, as smaller companies like Frontier Markets in Rajasthan, Aakar Innovations in Mumbai, or Springhealth in Orissa emerge against the odds to serve the underserved and to tackle the proverbial “last mile” with a passion that many giants have struggled to emulate. Growing companies like Mela Artisans work to generate sustainable livelihoods for artisanal communities under a purposeful brand, while hundreds of for-profit health-tech innovators, like those found under the Baraka Impact umbrella, drive at top speed toward a world in which affordable access and health systems strengthening are a unifying mission. Companies such as Terra Cycle, Nothing New, Nike, and Interface are designing the future of circular economy modalities that leave behind zero waste—only “foods or nutrients” that create truer wealth through symbiotic economies of cycle while leveraging digital technologies that serve to dematerialize and decouple growth from harm. Likewise, revolutionary enterprises such as Solar Foods signal the potential of Schumpeter’s great “gale of creative destruction.” Their remarkable and, as yet, largely unknown, story of industry reinvention, has been sighted as one of the “biggest economic transformations of any kind” heralding the possibility of making food 20,000 times more land-efficient than it is today while propelling a future where everyone on earth can be handsomely fed, using only a tiny fraction of its surface (Monbiot 2020).

The biggest new management story of our time thus is not only about the individual business responses alone but about the rapid rise in collective impact. It’s about what scholars and leaders are calling business “megacommunities.” Consider the Global Investors for Sustainable Development. Taken together, they manage over $16 trillion in assets—and they are strategically prioritizing SDG investments across every sector and region of the world (GISD n.d.). Likewise, 2021 heralded the accelerated mobilization of over 200 companies such as Apple, Orsted, Woolworths South Africa, Salesforce, Patagonia, Tesla, Unilever, Schneider, Tata, Google, Levi Strauss, Microsoft, and Ikea, each one galvanizing their enterprises to be 100 percent renewable-energy leaders. In addition, this year also grew another worldwide partnership called Business Ambition 1.5°C, where hundreds more companies are rallying their 5.8 million employees, with headquarters in 36 countries, to reach net-zero emissions by 2050 via what’s called the “ambition loop” (United Nations Global Compact n.d.). In the last few months, we’ve seen the number of net-zero commitments rise to more than 1,500 corporations worldwide (Lubber 2021). And we all know that somewhere in the world, it’s already tomorrow. Microsoft, Interface, Unilever, and Natura—all and more are aiming higher, far beyond the sustainability agendas of “less bad.”

These are examples of trends and megatrends, almost overnight turning into transformative trajectories. Indeed, while researching this book, we were privileged to sit down with many of the vanguard CEOs leading the revolution. The 6,000 interviews now in the Fowler Center’s large and growing database involve not just the stuff of dreamers. They are the case studies of the bold, brave, and successful savvy of doers. Paul Polman, the former CEO of Unilever and chair of the International Chamber of Commerce, for example, spoke during a personal interview (Paul Polman and David Cooperrider, pers. comm., March 7, 2019) with penetrating purpose and urgent optimism, drawing on years of delivering industry-leading outperformance. He referred to the “shifting of the tectonic plates”—not a small step but a giant leap from our industrial age paradigm of business to its successor. He asserted:

What we are witnessing is a shift that is all-embracing, rapid, irreversible, extending to the far corners of the planet and involving practically every aspect of business life. What we are witnessing is a world increasingly divided by companies that are known as part of the problem and those that are leading the solution revolution in this, the era of massive mobilization. What we are witnessing is the birth of a comprehensive new enterprise logic, one that can not only create better value and truer wealth but can also be a platform for building the twenty-first-century company, the kind of enterprise that will be loved by its customers and stakeholder communities, emulated by its peers, and prized by all those who care about the next decisive decades of our planet.

The future, whether we are ready for it or not, is imminent. Some call what we are witnessing the worldwide solution revolution. Others call it the rise of a new mission economy. Whatever our age comes to be called, there will be winners and losers. Deep enterprise transformation will arrive, of course, in sputtering fits and starts. It will be sparked here and there by seemingly minor innovations. But then, as in every revolution, it will be set ablaze by adjacent embers, until the flames become something of a new Olympic standard, altering conceptions of business and society excellence forever.

We invite you into our journey, the call of our times, and the exciting, bold, and innovation-inspiring chapters written by the foremost thought leaders and successful CEOs in the field of management—and the business of betterment.

OUR JOURNEY

This book has been written to help leaders, entrepreneurs, change agents, executives, practical scholars, and young future managers join with and lead what Paul Polman referred to as the “solution revolution.” In this book, we serve as a guide to the emerging new enterprise logic—future-fit, future-ready, and future-forming—while helping to uncover the potentials for higher peaks of better prosperity, built on shared and regenerative value, with intergenerational concern and world-changing actualization. As we speak to each of the three parts of this volume and each chapter, we refer to figure 1.1 as the synthesis of our concept, as it relates to its meaning—and how—to elicit business outperformance together with business outbehavior.

Taken altogether, the chapters in this book form a natural union in their combined conviction that the fundamental purpose of business is building a better world and that there are multiplier opportunities before us—to outperform in competitive excellence terms and to outbehave the field in collaborative advantage terms. Moreover, the perspective offered here is new in its conception of how being a platform for world change “out there” is rapidly and paradoxically becoming one of the most inspiring and repeatable ways for bringing the “in here” of the enterprise powerfully alive.

As seen on the right side in figure 1.1, there is a largely underrecognized, underanalyzed, and underdeveloped new continent of leadership, a wide new axis of management potential, to be appreciated.

Of course, there are many facets to the framework. Each chapter will illuminate one or more of them in detail through major examples, data sets and trends, and the surfacing of deeper enterprise logics combined. In the spirit of foreshadowing the more precise threads woven through this book, there are three big lenses or ideas that make the positive loops between all the elements reverberate together even more powerfully. These cornerstones include: (1) the exciting new research on mission economy dynamism; (2) the idea of organizations as positive institutions or strengths-attracting platforms for “outbehavior”; and (3) the advanced leadership frontier of outside-of-the-building systems thinking that may be the most powerful way to bring “the inside of enterprise” to life. Let’s start with the idea of mission economics.

FIGURE 1.1 The mirror flourishing two-axis model of The Business of Building a Better World

1. Mission economics: Why so dynamic?

We know from economic history that epochal shifts in the logic of business have typically begun in response to underlying changes like what we call “the envelope of enterprise.” This includes tectonic shifts in society’s expectations, ecosystem and economic disruptions, and world system dynamics. The record of the last century shows that business organizations do not change easily from within, whereby changes outside the organization are most likely to be a trigger of fundamental transformations in the purpose, organizational designs, and leadership priorities of the firm (see Zuboff and Maxim 2004; Hamel and Breen 2007). We tend to think of these fundamental shifts in negative terms, for example, as devastating pandemics, world wars, and so on. These are of course powerful, often black swan events, and they are well-known change catalysts. But what’s also true and not as commonly appreciated is that fundamental shifts also come not only when society changes its mind but also when there is an enormous elevation of aspiration. This is where the research on mission economics becomes telling. Mission economies, just as negative macroevents often do, can propel mighty shifts.

Moreover, and according to the data of one of the economic theory’s rising stars (Mazzucato 2021; Mazzucato and Penna 2015), economic systems are most dynamically alive, technologically innovative, adaptive, prosperous, more fully human, and apt to propel betterment for all when they unleash an economy’s entrepreneurial spirit in a trisector way in the service of mission. How do we know? Mazzucato and her colleagues have studied over 100 examples across countries, cultures, and virtually every continent. The Kennedy-era moon-shot is a notable example in the work of Mazzucato (2020; 2021). We still thrill to John F. Kennedy’s mission economy when he said, “We choose to go to the Moon in this decade and do the other things, not because they are easy, but because they are hard, because that goal will serve to organize and measure the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone.” The word moonshot originally meant a “long shot” and is increasingly used to describe a monumental effort and lofty goal; in other words, “a giant leap” for humankind. What then, for example, have the studies of moonshot or mission economics discovered?

For one thing, missions create alignment of a society’s economic engine, entrepreneurial spirit, and symbiotic coalitions and partnerships, while becoming organizationally and technologically transformative. Landing a person on the moon propelled and produced unprecedented payoffs and large numbers of unpredictable spinoffs, creating entirely new markets and industries. It lifted a nation’s sense of hope and fueled inspiration, success, purpose, significance, and a desire to cooperate. And the record abounds of the economic productivity and vast benefits for all of humankind. In Apollo’s success, we experienced the birth and growth of the internet; small computers, nanotechnology; clean energy; X-rays; and the lists go on. Just the internet itself, as a public good and business catalyst, has enabled humanity to create thousands upon thousands of new businesses and millions of new jobs.

It is in this spirit that many of the chapters in this book see too, that to an extent unimaginab...