Business

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

Out of the 1,800 companies we measured, 250 created more environmental damage a year than profit. 600 created environmental damage of 25% or more of their profits. Together, the 1,800 businesses we researched created over $3 trillion of environmental damage in a single year.

Founder of Social Venture Network & Pioneer of Social Impact Investing

I became a venture capitalist because I wanted to help society by creating jobs at a time of high unemployment in the UK. As the years went by, I realised that while we were indeed helping people who came from nothing to make money, improve the lives of people around them, create jobs, financial value and wealth- the gap between rich and poor was getting bigger, not smaller.

Founder of Social Venture Network & Pioneer of Social Impact Investing

You can't be in both lanes; you have to pick one. If you are making a film and you go to Warner Brothers, they'll give you $50 million and a whole stack of notes that will make your movie worse creatively, but more successful from their commercial perspective so it can get through gatekeepers and return the investment.

Marketing Thought Leader & Author of "The Purple Cow

To have a career, you have to be able to break out of your ways of thinking about success, otherwise you'll just end up disappointed. Nobody has an upward trajectory all the time- there's undulations that go on.

British Pop Singer & "Murder on the Dancefloor" Artist

Cryptocurrencies follow a 3–4-year cycle that seems to repeat. We have 'crypto winter' which is when media interest is generally low, then sudden price rises that bring attention and cascading hype. I don't think of cryptocurrencies on the whole as being a bubble, but rather that they are bubbly-terrain depending on where we are in the cycle.