Wisdom in fragments

Polarisation presents as a spectrum where people go from disagreeing with each other, to disliking each other and eventually to dehumanising each other. We know that the most important thing it takes to prevent dehumanisation is systemic, regular face to face interaction with the people that might otherwise be dehumanised.

Director of the Blavatnik School of Government at Oxford University

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

When individual countries hit a crisis, they've got 2 options, they can either look after themselves (at the cost of their neighbours) or they can create rules which they (and everyone else) will abide by, which requires institutions.

Director of the Blavatnik School of Government at Oxford University

We live in a deeply connected world, and if we want stability and prosperity in our connected world, we have to look after the weakest links as well as the strongest parts.

British Labour Politician & Former Foreign Secretary

I recently heard from a woman in the Eastern Democratic Republic of Congo who said, 'until I met the IRC, I didn't know that rape was a crime… I didn't know rape was even a word…' that was immensely powerful.

British Labour Politician & Former Foreign Secretary

If you don't give people legal routes to hope, they will find illegal routes and put themselves in the hands of criminals. That's the reality. We have record numbers of refugees and displaced people, and so for criminal gangs this is a business which is at scale.

British Labour Politician & Former Foreign Secretary

When you empower people economically, your social programmes go further. The idea that there is a stark separation between a social program that's sustainable and economic program that's a luxury doesn't fit the reality. When you join economic empowerment to social protection, you get double the benefit.

British Labour Politician & Former Foreign Secretary

The displacement that people face is now over generations not just years. The old model was to keep people alive until they go home. That model is broken, less than 3% of the world's refugees went home last year.

British Labour Politician & Former Foreign Secretary

In 2013, the International Rescue Committee were looking for a new CEO, and at the interview panel I said that I was applying for the job firstly because I thought some of the questions at the intersection of foreign policy and humanitarian aid were some of the most difficult questions in global public policy. How do you get aid into Syria? How do you educate kids in Afghanistan? How do you tackle sexual violence in the Congo? Those are difficult questions, and I like difficult questions.

British Labour Politician & Former Foreign Secretary

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

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

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

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

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

I love Mick and Bianca, but Jade's more my speed. I taught her how to colour and she showed me how to play Monopoly. She was four and I was forty-four.

Pop Artist Who Revolutionized Modern Art Through Mass Production & Celebrity Imagery