Business

Navigating complexity and uncertainty requires long-term thinking, not long-term planning. Long-term thinking requires accepting, even enjoying, the challenges of unpredictability, builds the flexibility required to navigate it, and rejects simplified narratives that lose the nuance of this reality.

Founder of Kickstarter, crowdfunding platform pioneer

I believe businesses need to move away from having profit as their primary reason for existing, that's why we built Kickstarter as a public benefit corporation and encoded our mission into our fiduciary responsibility. Profit primacy can be replaced by mission primacy.

Founder of Kickstarter, crowdfunding platform pioneer

For large corporations, globalization opened up opportunities without the correlate responsibilities which usually travel with that- so things that banks must do at home (in terms of being carefully regulated) they didn't have to do abroad... This took globalization out of balance, into a vicious cycle – and we're now dealing with the consequences of that.

Director of the Blavatnik School of Government at Oxford University

In the midst of a global health and economic crisis, in the midst of a racial justice uprising, and in the absence of effective government, business leaders must take a stand on issues that matter to society and to their stakeholders!

Co-Founder of Bridgewater Associates & Pioneer in Radical Transparency

Ultimately, we want to make it unnecessary to be a B Corp – we want it to be just the norm of how all businesses are run, but that means we have to change the rules of the game and the role of business in society.

Co-Founder of Bridgewater Associates & Pioneer in Radical Transparency

To be the CEO of a company, particularly of a B Corp, you require a set of transformational skills and the ability to think broadly, and over long time horizons. You need to be able to consider the interplay and interdependencies between the business and its various stakeholders.

Co-Founder of Bridgewater Associates & Pioneer in Radical Transparency

We need companies to play by a different set of accountabilities, not just those that are related to performance. It's about creating legal accountability around the creation of value for stakeholders, not just shareholders. That's what changes the conversation in the boardroom.

Co-Founder of Bridgewater Associates & Pioneer in Radical Transparency

Systems change is slow because it requires consensus that there is a system failure to start with, as well as the presence of a viable alternative. This requires a combination of culture shift, behavioral change, and structural change to ultimately change the rules of the game.

Co-Founder of Bridgewater Associates & Pioneer in Radical Transparency

Our theory of change is that you need credible, authentic leaders to drive systems change. Certified B Corporations are these leaders. They're setting the example by prioritizing people and the planet over profits. They're playing by a different set of rules! And they are doing so successfully.

Co-Founder of Bridgewater Associates & Pioneer in Radical Transparency

Our past technologies, such as hammers, didn't manipulate or influence our weaknesses… they didn't have a business model dependent on building a voodoo doll of the hammer owner that allowed them to predict the hammer owner's behaviour, showing them videos of home construction such that mean they use the hammer every day. A hammer is just sitting there patiently waiting to be used.

Design ethicist & founder of Center for Humane Technology

In the early days it was controversy… I remember, back then, thinking that there was something good about not being acceptable to everyone… it made us stand out from the crowd, and courted press attention.

Founder and former CEO of Ann Summers lingerie and party plan business

If you don't empower your team, you are doing them a disservice and it's not about working long, long hours but working smartly, productively, and sharing the workload with others who you are able to empower.

Founder and former CEO of Ann Summers lingerie and party plan business

We need to give women the freedom and confidence to believe and be whatever they want to. This isn't just about business, but about social conditioning in all cultures. Even now I experience inequality- I see it when I go to external meetings and I see two solicitors, both equal, and a female pouring the tea.

Founder and former CEO of Ann Summers lingerie and party plan business

I'm extremely proud of the fact that we have driven social and cultural change. I have always wanted women to be empowered, and we've given them that opportunity. At the beginning, we said our events were going to be for women only, it enabled women to talk to each other about their sex lives in private, in a safe and unintimidating environment, and that was part of women's sexual empowerment as a movement.

Founder and former CEO of Ann Summers lingerie and party plan business

We are now at the same crossroads, with impact. There is an interesting parallel here with 1933, when we introduced the GAAP. Until then, there had been no real transparency on profit! After the Great Wall Street Crash of 1929, investors sat-up and said 'hey, this is crazy!' and they got transparency through the adoption of GAAP.

Founder of Social Venture Network & Pioneer of Social Impact Investing

This is transforming the whole of our economy and we are seeing more companies making decisions across those dimensions of risk-return-impact and being judged on the basis of the profit and impact they create. It really turns our economies away from risk-return (where they create profit without counting the huge damage they cause) to risk-return-impact.

Founder of Social Venture Network & Pioneer of Social Impact Investing