THE GLOBAL COLLABORATION · GLOBAL COLLABORATION 5 Figure 1 below shows a timeline graph of the creation of 40 representative BfG organizations. The rise in such organizations has

GLOBAL COLLABORATION 1

THEGLOBALCOLLABORATIONHowthe‘BusinessforGood’movement

cancatalyzesystemicchange

WrittenbyDarshitaGillies,Co-founderBluDotPublishedinBarrettValuesCentre

25November2016


TABLEOFCONTENTS

1.OBJECTIVES 3

2.INTRODUCTION 4

3.OVERVIEWOF40REPRESENTATIVEORGANIZATION 8

4.ANALYSISOF11REPRESENTATIVEMOVEMENTS 11

5.COMMONTHEMES&GAPANALYSIS 21

6.CALLTOACTION 25

7.REFERENCES 28

8.ABOUTBLUDOT&DARSHITAGILLIES 35

9.ABOUTBARRETTVALUESCENTRE&RICHARDBARRETT 36

10.ACKNOWLEDGEMENTS 37


1.OBJECTIVES

Thispaper,wascommissionedbyRichardBarrettasaresearchpaperforthesecondeditionofhisbook“TheValues-DrivenOrganization”.AtBluDotAdvisory,weconductindependentresearchonglobalimpactissuesandofferstrategicsolutionsforsystemicintegration.IamalsotheDirectorofBusinessAlliancefortheFuture,anallianceofalliancesofseveralnotable‘BusinessforGood’(BfG)organizations.ThisPaperprovidesasynthesisofmyresearch,reflectionsandinsightsdrawnfromyearsofexperienceasDirectoraswellasdeliberationsfromattendingandhostingworkshops,conferences,androundtables,incubatingorganizationsaswellasresearchthroughreadingarticles,blogsandbooksaboutthe‘BusinessforGood’(BfG)movement.Inthefollowingchaptersyouwillfind:

• Abriefoverview40BfGorganizations(Table2)• Ashortsummaryoftheorigins,fociofaction,marketoffering,resourceallocation,social

mediareach,goalsandsuccessesof11representativeorganizationsfromTable2• Ananalysisofsomeunifyingthemesandobservationsofthe40BfGorganizationsanda

calltoactionbasedonwhatneedsattention,whatneedstobeofferedadditionally,andwhatsuccesscouldlooklike.

Theobjectivesofthisdocumentarethreefold:1. TomaptheevolutionoftheBfGmovement.2. ToidentifycommonthemesandvaluesamongthevariousorganizationsinvolvedintheBfG

movement;and3. Tosupportandstimulatetheongoingdebateanddiscussionsonhowtoincreasetheimpact

oftheBfGmovement.


2.INTRODUCTIONOverthepastfourdecades,inresponsetothegrowingnumberenvironmentalandeconomiccrisesandtheadverseimpactthatbusinessenterpriseshavebeenhavingonhuman&planetarywell-being,therehasbeenasignificantriseinthenumberoforganizationsinvolvedintheBfGmovement.Forthepurposesofthispaper,BfGmovementincludesandisnotlimitedto,alltheorganizationswhetherforprofitornon-profit,thatrecognizebusinesscanbecomeapositiveforceforchange.TheBfGorganizationsthroughtheirrespectiveofferingsaimtosupportbusinessestoapplycreativity,rigorandinnovationinintegratingsolvingsustainabledevelopmentchallengesasapartofthebusinessagenda.Whiletherearehundredsoforganizationsthatmeetthesecriteria,only40representativeorganizationshavebeenpresented.Thepurposehereisnottocompareorganizationsbetweeneachother,butrathertoprovideasnapshotofdiversityofofferingsintheBfGmovementecosystem.Thewordcloudbelowgivesanindicationofthecombinedmissionsoftheorganizationsrepresentedandbelowthatisaquicksummaryofsomekeyfindings.


Figure1belowshowsatimelinegraphofthecreationof40representativeBfGorganizations.Theriseinsuchorganizationshasbeenparticularlynoticeableinthepasttwodecades—almost80%oftheorganizationswerefoundedafter1990.Apartfrom6organizations(15%),allotherorganizations(85%)originatedintheUK(19movements)orUS(15movements).

Figure1:Timelinegraph CountryofOrigin:1=US,2=UK,3=Other (Source:databelow)TheBfGorganizationsprovidediversesolutionsforawiderangeofissuesthatbusinessneedstoaddressinthedomainofsustainabledevelopment("Sustainabledevelopmentisdevelopmentthatmeetstheneedsofthepresent,withoutcompromisingtheabilityoffuturegenerationstomeettheirownneeds.").Toextractmeaningoutofthecomplexityofofferings,Table1below,isasimplegridofcategoryofissuesandofferingstoresolvetheissues.Onlythe11organizationsinSection4ofthisPaperhavebeenanalyzedinthistable.Toharmonizedataandmakeobjectivereferences,theissuesaddressedbyeachoftheresearchedorganizationsareclassifiedbroadlyinto4majorcategories,being:

A. Planet(e.g.ClimateChange,CleanWater,Biodiversityloss,etc.),B. Purpose(e.g.CompanyCulture,Valuesetc.),C. People(e.g.LeadershipDevelopment,Networking,Events,etc.)orD. Profit(e.g.Metrics,ReportingorListingStandards,TripleBottomLine,TrueCostingetc.).

Theorganizationalofferingstoaddresstheabovecategoryofissueslistedabovearebroadlydeducedasacademic,advocacy,operationalconsultancyoradvisory,publicpolicy,standardsormetricsandnetworking.Forexample,4.1Ceres,offersResearch&Advocacy,PublicPolicyamendsandStandards/MetricsinthecategoryofPLANET.TheyalsoofferResearch&AdvocacyandNetworkinginthecategoryofPEOPLE.AndfinallytheyalsoprovideStandards/MetricsinthedomainofPROFIT.

0

1

2

3

4

1960 1964 1968 1972 1976 1980 1984 1988 1992 1996 2000 2004 2008 2012 2016 2020

Cou

ntry

of

Orig

in


Table1:Category&OfferingGridof11representativeorganizationsinSection4OFFERING>CATEGORYV

ACADEMIC RESEARCH&ADVOCACY

OPERATIONALCONSULTANCY/ADVISORY

PUBLICPOLICY

STANDARDS/METRICS

NETWORKING

PLANET(30) 4.6(1) 4.1,4.2,4.3,4.4,4.5,4.6,4.7,4.8,4.9,4.10,4.11(11)

4.2,4.3,4.4,4.5,4.11(5)

4.1,4.3,4.4,4.8(4)

4.1,4.4,4.6,4.7,4.8,4.10(6)

4.6,4.7,4.10(3)

PURPOSE(8) 4.5,4.7,4.11(3)

4.5,4.9,4.11(3) 4.7(1) 4.9(1)

PEOPLE(26) 4.4(1) 4.1,4.2,4.4,4.5.4.7,4.8,4.9,4.11(8)

4.5,4.9,4.11(3) 4.5,4.8(2)

4.5,4.7,4.8(3)

4.1,4.2,4.4,4.6,4.7,4.8,4.9,4.10,4.11(9)

PROFIT(23) 4.6(1) 4.2,4.5,4.7,4.8,4.9,4.10,4.11(7)

4.2,4.3,4.9,4.11(4)

4.4,4.8(2)

4.1,4.4,4.5,4.6,4.7,4.8,4.10(7)

4.9,4.10(2)

4.1Ceres 4.2BSR 4.3WorldBusinessCouncilforSustainableDevelopment 4.4ForumfortheFuture 4.5TomorrowsCompany 4.6GRI 4.7UNGlobalCompact4.8BCorps 4.9ConsciousCapitalism 4.10BTeam 4.11BluePrintforaBetterBusinessObservations

• 2of11organizationsofferAcademicsolutions,all11ofthemofferResearch&Advocacy,6of11provideoperationalConsultancy/Advisory,5of11worksonPublicPolicy,7of11havedevelopedspecificStandards/Metricsand8of11offeropportunitiestonetwork.

• Correspondingly,thereare30diverseinitiativesinthecategoryofPLANET,8offeringsforcategoryPURPOSE,26&23offeringsforthecategoryPEOPLE&PROFITrespectively.

• ThereisadominanceofofferingsinthefieldofResearch&Advocacyandespeciallyinthecategoryofaddressingplanetarysustainability.

• Also,itisstrikingtonotethattheofferingstoaddressPurpose,Values&Culturearelimited.

• Also,veryfeworganizationsinfluencepublicpolicy,lawandstatues,whichisthemostsystemicwaytobringaboutlargescalechange.

• Whilemostorganizationalinitiativesarescatteredonlyacoupleoforganizationsoffersystemicsolutions.Forexample,UNGlobalCompact(4.7)–10Principlesofferstandardsforallthecategoriesplanet,purpose,people&profit.


ConclusionsConsiderthequestion:Aretheseinitiatives,developingatthespeedandscalethatisimperativetoproducethesystemicchangeweurgentlyneedtoremedythemalfunctionsfirmlyembeddedinthecurrenteconomicsystem?Ibelievetheansweris‘No’.Weneedtofurthermapthelandscapeofthesemovements,identifyandcommitongamechangingcollaborationopportunitiesandfinallydirectskills&resourcesnecessarytohaveanimpactwecollectivelydesire.Forthis,weneedpioneeringleaderswithintheseorganizationstostepupandenablecollaborationamongthebusinessforgoodmovementorganizationsandwithotherrelevantstakeholders-sothattheymaytrulyenablebusinessesworldwidetoalterourcurrentunsustainabletrajectory.NextStepsInmyview,thefollowingsystematic4phasesofaction,canleadustoadesiredoutcomesoonerandmoreeffectively.

1. MetaAllianceformationandconveningkeyplayers2. Maptheeco-systemandofferings,interlink,overlapsandgaps3. Collaborateonabreakthroughtechnologyplatform4. Self-sustainingrevenuegenerationandamplifyImpact


3. OVERVIEWOF40REPRESENTATIVEORGANIZATIONS

No. Organization Status Year Origin MissionStatement1 CFAInstitute Academic 1963 US Leadingtheinvestmentprofessiongloballyby

promotingthehigheststandardsofethics,education,andprofessionalexcellencefortheultimatebenefitofsociety.

2 WorldEconomicForum

Non-Profit 1971 Switzer-land

Toimprovethestateoftheworld,asanInternationalOrganisationforPublic-PrivateCooperation.

3 GreenAlliance Charity 1979 UK Tostimulatenewthinkinganddialogueonenvironmentalpolicy,andincreasepoliticalactionandsupportforenvironmentalsolutionsintheUK.

4 HaasCenterforResponsibleBusiness

Academic 1981 US Tobringtogetherstudents,companyleadersandfacultytoredefinebusinessandcreateasustainablefuture.

5 InstituteofBusinessEthics

Charity 1986 UK Toadvancepubliceducationinbusinessethicsandrelatedsubjectswithparticularreferencetothestudyandapplicationofethicalstandardsinthemanagementandconductofindustryandbusiness.

6 NewEconomicsFoundation

Charity 1986 UK Totransformtheeconomysothatitworksforpeopleandtheplanet.

7 StakeholderForum

Non-Profit 1987 UK Toenhanceopen,accountableandparticipatoryinternationaldecision-makingonsustainabledevelopmentthroughenhancingtheinvolvementofstakeholdersinintergovernmentalprocesses.

8 CambridgeInstituteforSustainabilityLeadership

Academic 1988 UK Toempowerindividualsandorganisationstotakeleadershiptotacklecriticalglobalchallenges.

9 Ceres Non-Profit 1989 US Mobilizinginvestorandbusinessleadershiptobuildathriving,sustainableglobaleconomy.

10 FinancialReportingCouncil

Business 1990 UK Topromotehighqualitycorporategovernanceandreportingtofosterinvestment.

11 InstituteforGlobalEthics

Non-Profit 1990 US Toprovidepracticaltoolstobuildethicalfitnessandculturesofintegrityathome,atschool,intheworkplace,andinsociety.

12 BSR Non-Profit 1992 US Workingwithitsnetworkofmorethan250membercompaniestobuildajustandsustainableworld.

13 WorldBusinessCouncilforSustainableDevelopment


Togalvanizetheglobalbusinesscommunitytocreateasustainablefutureforbusiness,societyandtheenvironment.

14 ForumfortheFuture

Charity 1996 UK Helpingorganisationsacrosstheglobefindwaystocreateasustainablefuture


No. Organization Status Year Origin MissionStatement15 Tomorrow’s

CompanyCharity 1996 UK Inspiringandenablingbusinesstobeaforce

forgoodinsociety.16 GRI Non-Profit 1997 US Empowerdecisionmakerseverywhere,

throughoursustainabilitystandardsandmulti-stakeholdernetwork,totakeactiontowardsamoresustainableeconomyandworld.

17 Trucost Business 2000 UK Tohelpcompanies,investors,governments,academicsandthoughtleaderstounderstandtheeconomicconsequencesofnaturalcapitaldependency.

18 UNGlobalCompact

Non-Profit 2000 US Creatingasustainableandinclusiveglobaleconomythatdeliverslastingbenefitstopeople,communitiesandmarkets.

19 Corporation20/20

Non-Profit 2004 US Tocreateinternationalbenchmarkstoinspireandguidegovernments,multilateralorganizations,civil,societyandcorporationsthemselvestowardtransformativechangeincorporatedesign.

20 GloballyResponsibleLeadershipInitiative

Non-Profit 2005 Belgium Tocatalysethedevelopmentofgloballyresponsibleleadershipandpracticeinorganisationsandsocietiesworldwide.

21 SustainableBrands

Business 2006 US Toenablethesuccessofbetterbrandsthatarehelpingshifttheworldtoasustainableeconomybyhelpingthemembedpurpose-drivenenvironmentalandsocialinnovationintotheDNAoftheirbusinesssothatsustainabilitybecomesacoredriverofbusinessandbrandvalue.

22 BCorps Non-Profit 2006 US Usingthepowerofbusinesstosolvesocialandenvironmentalproblems.

23 VolansBreakthroughCapitalism

Business 2008 UK Tocatalyzebreakthroughchangeandtoredefinethemarketrulesforbusiness.

24 InstituteforHumanRightsandBusiness

Charity 2009 UK Toshapepolicy,advancepracticeandstrengthenaccountabilitytoensuretheactivitiesofcompaniesdonotcontributetohumanrightsabuses,andinfactleadtopositiveoutcomes.

25 ConsciousCapitalism

Non-Profit 2009 US CultivatingthetheoryandpracticeofConsciousCapitalism.

26 InstituteforNewEconomicThinking

Non-Profit 2009 US Tonurtureaglobalcommunityofnext-generationeconomicleaders,toprovokeneweconomicthinking,andtoinspiretheeconomicsprofessiontoengagethechallengesofthe21stcentury.

27 Positivemoney Charity 2010 UK Todemocratisemoney&bankingsoitworksforsociety&notagainstit.


No. Organization Status Year Origin MissionStatement28 GlobalUnion

forsustainability

Non-Profit 2010 Brazil Topromoteamovementandonline/face-to-faceforumsthatenablethejoiningofforcesamongpeopleandorganizationsofallsectorsbasedonconverginggoalsandactions.

29 GlobalSustainabilityInstitute(AngliaRuskinUniversity)

Academic 2011 UK Toestablishaninternationallysignificantcentreofexcellenceforintegratedsustainabilitythinkingandteaching,drawingonthebreadthofexpertiseinAngliaRuskinUniversitytohelpcatalysechange.

30 InternationalIntegratedReportingCouncil(IIRC)

Business 2011 UK Toestablishintegratedreportingandthinkingwithinmainstreambusinesspracticeasthenorminthepublicandprivatesectors.

32 SustainabilityAccountingStandardsBoard

Non-Profit 2011 US Todevelopanddisseminatesustainabilityaccountingstandardsthathelppubliccorporationsdisclosematerial,decision-usefulinformationtoinvestors.

33 CFOSustainabilityNetwork

Academic 2013 UK EngagingCFOsfromlargebusinesses,toembedthemanagementofenvironmentalandsocialissuesintobusinessprocessesandstrategy.

34 OxfordMartinCommissionforFutureGenerations

Academic 2013 UK Toradicallyshake-uppoliticsandbusinesstoembedlong-termthinking,&providespracticalrecommendationsforactioninordertocreateamoreresilient,inclusive&sustainablefuture.

35 BTeam Non-Profit 2013 US Catalysingabetterwayofdoingbusiness,forthewellbeingofpeopleandtheplanet.

36 BusinessAlliancefortheFuture

Non-Profit 2013 US TocatapulttheBusinessforGoodmovementthroughunprecedentedcollaboration.

37 Responsible100 Business 2013 UK Buildinganincreasinglydetailedpublicpictureofresponsibilitystandardspracticedbybusinessesacrosseveryeconomicsector.

31 BluePrintforaBetterBusiness

Charity 2014 UK Unitingcorporatepurposetoservesociety.

38 BlueEconomy Non-Profit 2014 Germany Newwayofdesigningbusiness:usingtheresourcesavailableincascadingsystems,wherethewasteofoneproductbecomestheinputtocreateanewcashflow.

39 RealEconomyLab

Non-Profit 2015 UK Tomapandspreadpractical,sustainableeconomicsystems&methodsinordertoseekcommongroundanddriveco-ordinatedaction.

40 BusinessandSustainableDevelopmentCommission


Toinvestigatehowtheprivatesectorcanrealisesignificantlong-termeconomicrewardsandhelptoachievetheSustainableDevelopmentGoals(SDGs)by2030.

Table2:Overview (Source:RespectiveWebsites)


4.ANALYSISOF11REPRESENTATIVEMOVEMENTS4.1 CeresStatus Year Origin MissionStatement Income

($)2013Expense($)2013

NetSurplus($)2013

No.OfEmployees

Non-Profit

1989 US Mobilizinginvestorandbusinessleadershiptobuildathriving,sustainableglobaleconomy.

11,200,281 9,663,214 1,537,067 51-200

FOCIofACTION

>Cross-sectorCollaboration>Research&Report>ClimateChange>SupplyChain>RenewalEnergy>WasteWater

Twitter @CeresNews>TWEETS9,502>FOLLOWERS32.1K>LIKES1,313>LISTS10ORIGINSAquarterofacenturyago,asmallgroupofinvestorsfoundedCereslargelyinresponsetotheExxonValdezoilspillthatoccurredonMarch24,1989.Theideawastobringenvironmentalistsandcapitaliststogethertoforgeanewsustainablebusinessmodel,onethatwouldprotectthehealthoftheplanetandthelong-termprosperityofitspeople.GOALS>Changingcapitalmarketpracticestoincorporatelong-termenvironmentalandsocialrisksinsteadofmerelyrelyingonshort-termreturnsasameasureofeconomichealth.>Simultaneously,leveragingthepowerofandmobilizinganinfluentialnetworkofinvestors,Fortune500companies,thoughtleaders,policymakersandpublicinterestgroupstoaccelerateandexpandtheadoptionofsustainablebusinesspracticesandsolutionstobuildahealthyglobaleconomy.>Advocatingforsustainabilityleadership.SUCCESSESTODATE>Morethan130memberorganizationsacrossmorethan20sectors>LaunchedtheInvestorNetworkonClimateRisk(INCR):includes100leadinginvestorscollectivelymanagingmorethan$11trillioninassets.>Cutting-edgereportsonwide-rangingsustainabilitytopics.>KeyimpactsacrosstheCeresCompanyNetworkinclude:• 82%ofCerescompanieshaveaGHGemissionsreductiontarget• 86%ofCerescompanieshaveaSupplyChainCodeofConduct• 68%ofCerescompanieshaverenewableenergytargetsorprogramsinplace• Nearly75%ofCerescompanieshaveprogramsinplacetomanagetheirwater-relatedimpacts.


4.2 BSR(BusinessforSocialResponsibility)Status Year Origin MissionStatement Income

($)2014Expense($)2014

NetSurplus($)2014

No.OfEmployees

Non-Profit

1992 US Workingwithitsnetworkofmorethan250membercompaniestobuildajustandsustainableworld.

20,611,594 19,913,042 698,552 51-200

FOCIofACTION

>Cross-sectorCollaboration>Research&Report>Consultancy>Events>ClimateChange>SupplyChain>Economy>HumanRights

Twitter @BSRnews>TWEETS12.3K>FOLLOWERS22.6K>LIKES5,020>LISTS17ORIGINSIn1991,SVNmembersJoshMailman,MalWarwick,andJudyWicksledthecreationofBSR,whichwasdesignedtoserveasthevoiceofprogressivebusinessesinpolicyformationinWashington,D.C.In1992,BSRwaslaunched,with51membercompaniesandin1993,BSRhosteditsfirstannualConference,welcomingU.S.PresidentBillClintonasaspeakerandattracting300participants.GOALS>Developingsustainablebusinessstrategiesandsolutionsthroughconsulting,research,andcross-sectorcollaboration.>Catalyzingchangewithinbusinessbyintegratingsustainabilityintostrategyandoperations,andtopromotecollaborationamongcompaniesandtheirstakeholdersforsystemicprogresstowardajustandsustainableworld.>Workingwithlargemultinationalcompanies,governmentagencies,andglobalandlocalNGOstotranslateideasintorealoutcomesthatdelivervalueforbusinessandsociety.>Investigatingemergingissuesandgeneratingsolutionsforbusinesstoshapeandadvancethedebate,bridgethegapbetweencorporatesustainabilitytheoryandpractice,andprovidehigh-qualityinformationandanalysisonkeysustainabilityissues.SUCCESSESTODATE>IncubatedtheGlobalNetworkInitiativeandtheElectronicIndustryCitizenshipCoalition,whichwethenspunoffintoindependentinstitutions.>DevelopedcollaborativeinitiativestheFutureofFuelsandtheFutureofInternetPower,andHERhealthandHERfinance,tohelpcompaniesacrossindustriesandsectorsfocusoncrosscuttingissueslikeenergyandwomen’sempowerment.>Globalreach,withofficesinCopenhagen,Guangzhou,NewYork,Shanghai,andTokyo,morethan100staff,spreadacrosseightoffices.


4.3 WorldBusinessCouncilforSustainableDevelopment(WBCSD)Status Year Origin MissionStatement Income

($)2014Expense($)2014

NetSurplus($)2014

No.OfEmployees

Non-Profit

1995 Switzer-land

Togalvanizetheglobalbusinesscommunitytocreateasustainablefutureforbusiness,societyandtheenvironment.

21,836,699 22,622,121 (785,422) 51-200

FOCIofACTION

>Cross-sectorCollaboration>Research&Report>Consultancy>Climate&Energy>Ecosystems&LandscapeManagement>SafeMaterials&Products>SocialImpact >SustainableLifestyles>Water>Education>FinancialCapital

Twitter @wbcsd>TWEETS4,889>FOLLOWERS18.9K>LIKES124>LISTS2ORIGINSBCSDwasfoundedontheeveofthe1992RioEarthSummittoensurethebusinessvoicewasheardattheforum.ItwascreatedbySwissentrepreneurandphilanthropistStephanSchmidheinywhobelievedthatbusinesshadaninescapableroletoplayinsustainabledevelopment.OnJanuary1,1995theWorldIndustryCouncilfortheEnvironment(WICE)andBCSDmergedtoformWBCSD.GOALS>Tobealeadingbusinessadvocateonsustainabledevelopment.>Toparticipateinpolicydevelopmenttocreatetherightframeworkconditionsforbusinesstomakeaneffectivecontributiontowardssustainabledevelopment.>Todevelopandpromotethebusinesscaseforsustainabledevelopment.>TodemonstratethebusinesscontributiontosustainabledevelopmentsolutionsandshareleadingedgepracticeamongMembers>Tocontributetoasustainablefutureforallnations.SUCCESSESTODATE>Acoalitionofapproximately200internationalcompaniesfrommorethan30countrieswhorepresentallbusinesssectors,allcontinentsandacombinedrevenueofmorethan$8.5trillion,19millionemployees>Athrivingglobalnetworkof70nationalandregionalbusinesscouncilsandpartnerorganizations.


4.4 ForumfortheFutureStatus Year Origin MissionStatement Income

($)2014Expense($)2014

NetSurplus($)2014

No.OfEmployees

Charity 1996 UK Helpingorganisationsacrosstheglobefindwaystocreateasustainablefuture

4,541,690 4,428,753 112,937 51-200

FOCIofACTION

>Cross-sectorCollaboration>Research&Report>Consultancy>FoodSustainability >RenewableEnergy>Fashion>Shipping>Tourism>Technology

Twitter @Forum4theFuture>TWEETS13.3K>FOLLOWERS38.4K>LIKES648>LISTS13ORIGINSForumfortheFuturewasfoundedin1996withamissiontoacceleratechangetoasustainablefuture.Toachievetheirsharedvision,foundersPaulEkins,SaraParkinandJonathonPorrittwantedtheForumtocenteritsworkonfindingpracticalwaysforpublic&privateorganizationstocontributetosustainabledevelopment.GOALS>Workinggloballywithbusiness,governmentandotherorganizationssolvecomplexsustainabilitychallengestofindwaystocreateasustainablefuture.>Re-imaginingandtransformingthekeysystemswealluseandrelyon,andinnovateforlong-termsuccess.>Providingauniqueopportunitytolearnandworktocreatepioneeringpracticesandinnovationsthroughspecialistdiscussionandcollaboration.>Confrontingglobalchallenges&creatingthepowerfulcoalitionsandcollaborationsneededtoresolvethecomplexproblemsthatgetinthewayofcreatingasustainablefuture.SUCCESSESTODATE>Networkofover130organizations,&officesinUK,NewYork,Singapore&India.>PartnershipswithpioneeringcompaniessuchasM&S,Unilever,Pepsico,TelefonicaO2,SkanskaandAkzoNobel,collaboratingwithbusinesses,bothlargeandsmall.E.g.FashionFutures2025,SustainableShippingInitiative,Tourism2030project,Dairy2020projectetc.https://www.forumforthefuture.org/cases:>LaunchedtheLondonSustainabilityExchange>FoundedmagazineGreenFuturesin1996and93rdfinaleditionpublishedinJuly2014pavedthewayforanannualpublication,GreenFutures:TheLongView.>MasterscourseinLeadershipforSustainableDevelopment.>LaunchedtheFuturesCentre,adynamiconlineplatformwhereuserscansharesignalsofchange,tracktrends,sharepoolresourcesandspotopportunitiestoworktogethertowardsasustainableworld.>CreatedtheannualSustainableCitiesIndex


4.5 Tomorrow’sCompanyStatus Year Origin MissionStatement Income

(£)2014-15Expense(£)2014-15

NetSurplus(£)2014-15

No.OfEmployees

Charity 1996 UK Inspiringandenablingbusinesstobeaforceforgoodinsociety.

838,401 911,514 (73,113) 11-50

FOCIofACTION

>Cross-sectorCollaboration>Research&Report>Consultancy>Events>CorporateGovernance>CultureChange

Twitter @Tomorrows_co>TWEETS1,335>FOLLOWERS1,779>LIKES510>LISTS1ORIGINSIn1993,theRoyalSocietyfortheencouragementofArts,ManufacturesandCommerce(RSA)initiatedabusiness-ledinquiryinto‘theroleofbusinessinachangingworld’.Inresponsetodemandfrombusinessesinvolved,theCentreforTomorrow’sCompany(CTC)wasfoundedin1996.GOALS>Producingresearch,guidesandtoolkitsacrosstheareasofleadership,governanceandstewardshipcreateconditionsinwhichcompaniescanflourish.>Advocatinganalternativebusinessapproachbycombiningindependentthoughtleadershipwithpowerfulengagementacrossbusiness,financeandgovernment.>Encouragingabusinessapproachthatcreatesvalueforbothshareholdersandsocietythroughafocusonpurpose,values,relationshipsandthelong-term.SUCCESSESTODATE>Hasdrivenresponsiblebehaviorincompaniesworldwide-thevalueandimpactoftheirworkpubliclyendorsedbymanybusinessleaders.>Significantlyinfluencedthedirectionofcorporategovernance-includingdefiningtheinclusivedutiesofdirectorsfortheUK’sCompaniesAct2006andinfluencingtheKingIIIreportinSouthAfricaandtheCommonwealthcorporategovernanceguidelines.>Stimulatedwidespreadinterestininvestorstewardship–whichledtothedevelopmentoftheStewardshipCode,andtheUNPrinciplesforResponsibleInvestment.>Over30reportsandtoolkitsavailableforfreeonlineandaregularprogramoffree,publiceventswithpreviousspeakersincludingformerAmericanVicePresidentAlGoreandtheChairmenofJohnLewis,Nestle,BAESystems,EY,PwCandUBM.


4.6 GRI

Status Year Origin MissionStatement Income($)2014

Expense($)2014

NetSurplus($)2014

No.OfEmployees

Non-Profit

1997 US Empowerdecisionmakerseverywhere,throughoursustainabilitystandardsandmulti-stakeholdernetwork,totakeactiontowardsamoresustainableeconomy&world.

258,965 346,372 (87,407) 51-200

FOCIofACTION

>Cross-sectorCollaboration>Research&Report>Events>SustainabilityReporting >Training

Twitter @GRI_Secretariat>TWEETS3,284>FOLLOWERS27.8K>LIKES2,354>LISTS2

ORIGINSGRIwasfoundedinBostonin1997.ItsrootslieintheUSnon-profitorganizationsCERESInc,theTellusInstituteandtheUnitedNationsEnvironmentProgramme(UNEP).TheaimwastocreateanaccountabilitymechanismtoensurecompanieswerefollowingtheCERESPrinciplesforresponsibleenvironmentalconduct.In2002,GRIrelocatedtoAmsterdam,theNetherlandsandwasformallyinauguratedasaUNEPcollaboratingorganization.GOALS>Helpingbusinesses,governmentsandotherorganizationsunderstandandcommunicatetheimpactofbusinessoncriticalsustainabilityissuessuchasclimatechange,humanrights,corruptionandmanyothers.>Creatingafuturewheresustainabilityisintegraltoeveryorganization'sdecisionmakingprocess.SUCCESSESTODATE>19,192GRIreports&18publicationsintotalasof30June2015.>Withthousandsofreportersinover90countries,GRIprovidestheworld’smostwidelyusedstandardsforsustainabilityreportinganddisclosure,enablingbusinesses,governments,civilsocietyandcitizensmakebetterdecisions.92%oftheworld’slargest250corporationsreportontheirsustainabilityperformance.>G4Examavailableinmorethan70countries,enablingindividualstogainaccreditationontheirabilitytouseGRI’sG4Guidelines.Alsolaunched,G4Online-afreeweb-basedtoolpresentingthecompletecontentinadynamicformat.>ThefourthglobalGRIconferenceentitled,“Information–Integration–Innovation,”tookplacein2014,gatheringtogether1,600delegatesfrom69countries.


4.7 UNGlobalCompact(SupportedbyFoundationfortheGlobalCompact)


Expense($)2014

NetSurplus($)2014

No.OfEmployees

Non-Profit

2000 US Creatingasustainable&inclusiveglobaleconomythatdeliverslastingbenefitstopeople,communities&markets.

13,808,794 12,641,247 1,167,547 51-200

FOCIofACTION

>Cross-sectorCollaboration>Research&Report>Events>Advocacy >UNSDGsandallrelatedissues

Twitter @globalcompact>TWEETS7,281>FOLLOWERS65.9K>LIKES688>LISTS17

ORIGINSStartedin2000asavoluntaryinitiativebasedonCEOcommitmentstoimplementuniversalsustainabilityprinciplesandtotakestepstosupportUNMillenniumDevelopmentGoals.Itisacalltocompanieseverywheretovoluntarilyaligntheiroperations&strategieswithtenuniversallyacceptedprinciplesintheareasofhumanrights,labor,environment&anti-corruption,andtotakeactioninsupportofUNgoals&issues.TheUNGlobalCompactisaleadershipplatformforthedevelopment,implementation&disclosureofresponsiblecorporatepolicies&practices.GOALS>Aligningcompany’sstrategiesandoperationswithuniversalTenprinciples.>Supportingcompaniestakestrategicactionstoadvancebroadersocietalgoals,suchastheUNSustainableDevelopmentGoals,withanemphasisoncollaborationandinnovation.SUCCESSESTODATE>Over1,500businessesin2014–recognizepartnershipwithUNGlobalCompact.>8,902Companiesin166countriesinfluencedthrough39,199publicreports.


4.8 BCorps


Expense($)2014

NetSurplus($)2014

No.OfEmployees

Non-Profit

2006 US Usingthepowerofbusinesstosolvesocialandenvironmentalproblems.

7,035,357 6,287,525 747,832 11-50

FOCIofACTION

>CorporateBenchmarkingassessment&tools>PolicyChange

Twitter @BCorporation>TWEETS7,962>FOLLOWERS48.2K>LIKES7,770>LISTS4

ORIGINSThreecollegebuddiesandbusinesspartnersgottogethertodecidewhat'snextforthemafterearlysuccessasentrepreneursandinvestors.Aftertalkingwithhundredsofinspiringbusinessleadersallfrustratedthatiswasharderthanitshouldbetomakemoneyandmakeadifferenceatthesametime.BLabwascreatedin2006tomakeiteasierforleaderstolead,andeasierformillionsofotherstofollow-allwiththesharedobjectiveofredefiningsuccessinbusinesssothatonedayallcompaniescompetetobebestfortheworld.GOALS>BuildingaglobalcommunityofCertifiedBCorporationsTMwhomeetthehigheststandardsofverified,overallsocialandenvironmentalperformance,publictransparency,andlegalaccountability;>PromotingMissionAlignmentusinginnovativecorporatestructureslikethebenefitcorporationtoaligntheinterestsofbusinesswiththoseofsocietyandtohelphighimpactbusinessesbebuilttolast;>Helpingtensofthousandsofbusinesses,investors,&institutionsMeasureWhatMatters,byusingtheBImpactAssessment&BAnalyticstomanagetheirimpact&theimpactofthebusinesseswithwhomtheyworkwithasmuchrigorastheirprofits;>Inspiringmillionstojointhroughstory-tellingbyBtheChangeMedia.>Developingtoolsthatenabletoprovidecrediblestandardsforcustomers,investors,policymakers,andworkerstotellgoodcompaniesfromjustgoodmarketing.SUCCESSESTODATE>TheperformancestandardsforBCorpcertificationarealreadybeingusedbymorethan40,000businesses,investors,governments,andotherinstitutionsaroundtheworldtomeasureandmanagetheirimpactwithasmuchrigorastheirprofits.>AsofMay2016,theBCorpcommunitycomprises1719businessesin50Countriesacross130Industrieswhohavepassedtherigorousperformancetestandhaveeithermadeorhavecommittedtomakingthelegalchangestolockintheirmissionwhensuchastructureisinplaceinthecountryofcompanyregistration.>TheBCorpmovementhasalsobeenapowerfulconstituencyforpolicychange,passinglawstocreateanewcorporatestructure-thebenefitcorporation-in31U.S.states,inItalyandwithpendinglegalstatusinAustraliaandotherUSstates.


4.9 ConsciousCapitalism


Expense($)2014

NetSurplus($)2014

No.OfEmployees

Non-Profit

2009 US CultivatingthetheoryandpracticeofConsciousCapitalism.

1,473,877 1,459,001 14,876 1-10

FOCIofACTION

>Events>Consulting>ChapterCo-ordination

Twitter @ConsciousCap>TWEETS2,756>FOLLOWERS11.4K>LIKES194>LISTS3

ORIGINSIn2012,JohnMackey,co-CEO,WholeFoodsMarket,andConsciousCapitalism,Inc.co-founderProf.RajSisodiapublishedthebook,ConsciousCapitalism.Theyarguedthatbothbusinessandcapitalismareinherentlygood,andtheyusesomeoftoday’sbest-knownandmostsuccessfulcompaniestoillustratetheirpointe.g.SouthwestAirlines,UPS,Costco,Google,theContainerStoreetc.thattoday’sorganizationsarecreatingvalueforallstakeholders—includingcustomers,employees,suppliers,investors,society,andtheenvironment.GOALS>CultivatingthetheoryandpracticeofConsciousCapitalismthroughevents,presentations,publicationsandsocialmedia.>SupportinganemergingnetworkofConsciousCapitalismChapters,whichserveascommunitiesofinquiryforbusinessleaders,entrepreneurs,coachesandconsultantsandothers.SUCCESSESTODATE>18USChapters&8InternationalChapters>10CEOSummits>5+AnnualEvents>CountlessChapterevents


4.10 BTeam


Expense($)2014

NetSurplus($)2014

No.OfEmployees

Non-Profit

2013 US Catalysingabetterwayofdoingbusiness,forthewellbeingofpeople&theplanet.

2,421,129

1,446,349 974,780 1-10

FOCIofACTION

>Cross-sectorCollaboration>Research&Report>Consultancy>Events>Advocacy >CorporateBenchmarkingassessment&tools>UNSDGsandBusiness

Twitter @thebteamhq>TWEETS7,484>FOLLOWERS17.3K>LIKES2,156>LISTS4

ORIGINSIn2013,followingaseriesofworkshopswithcivilsocietyleaders,systemsexperts,sustainabilitypioneers,economistsandentrepreneurs,agroupofbusinessleaderscametogethertoadvanceaplanforbetterbusiness.InspiredbytheworkofLesterBrownandtheBCorpmovement,theycalledit“PlanB”.TheBTeamaredevelopinga‘PlanB’–forconcerted,positiveactiontoensurebusinessbecomesadrivingforceforsocial,environmentalandeconomicbenefit.Theteamincludes:SirRichardBranson,SharanBurrow,KathyCalvin,AriannaHuffington,Dr.GroHarlemBrundtlandt,Dr.MoIbrahim,GuilhermeLeal,PaulPolman,MaryRobinson,RatanTata,ProfessorMuhammadYunus,JochenSeitzetc.GOALS>NetZeroby2050>GovernanceandTransparency>100%HumanatWork>NewMetrics>BornB>NaturalCapitalProtocol>TacklingCorruptionSUCCESSESTODATE>Over1200PlanBkick-offeventsinmorethan470citiesand73countriesaroundtheworld,inwhichbusinessleaders,civilsocietyleadersandexpertshelpedgiveshapetotheplan.Thedialoguecontinues.>Developeda100%HumanNetwork,invitingseniorbusinessleaderstoshareideasandlearningsfromtheirorganisationswhichenablepeopletothrive.Thenetworknowstandsatover140businessleadersfromfivecontinents.>In2015,calleduponbusinesses&worldleaderstocommittoaglobalgoalofnet-zerogreenhousegasemissionsby2050andafoundingmemberoftheWeMeanBusinesscoalition.


4.11BluePrintforBetterBusiness

ORIGINSIn2011agroupofseniorbusinessleadersapproachedtheArchbishopofWestminsterastheyfeltthattheprinciplesofChristianmoralandsocialteaching,andinparticularthetraditionofCatholicSocialThought,couldhelpbringaboutchangeinbusiness.Thisledtodiscussionsontheroleofbusinessinsociety.Asmallgroupwasformed,initiallyunderthesponsorshipoftheArchbishop,andthisledtothedevelopmentoftheBlueprintinitiative.ThisgroupfedintothedevelopmentoftheFivePrinciplesofaPurposeDrivenBusinesswhichweredevelopedin2013.GOALS>SupportingbusinessesinembeddingtheBlueprintthroughworkshops,conferencesanddiscussionforums.>Encouragingcompaniestooperatetoapurposethatrespectspeopleandcontributestoabettersociety,therebydeliveringlongtermsustainableperformance.>Developingpracticalwaystohelpbusinessesofallsizestobetrulypurposedriven.>Workingwithbothbusinessandwidersocietytohelp,supportandchallengebusinesstocreateabettersocietyforallandinsodoingcreatemoresustainablebusinesses.SUCCESSESTODATE>TheBlueprintmovementisarichnetworkofpeopleandorganizationsthatlearnfromeachotherwiththeBlueprintatthecenterandincludesNGOs,investors,consultants,coaches,thinktanks,andacademicsaswellasbusiness.

Status Year Origin MissionStatement Income(£)2014

Expense(£)2014

NetSurplus($)2014

No.OfEmployee

s

Charity 2014 UK Unitingcorporatepurposetoservesociety.

NotAvailable

NotAvailable

Not Available

NotAvailable

FOCIofACTION

>Cross-sectorCollaboration>Research&Report>Consultancy>Events>Training

Twitter @Blueprint4Biz>TWEETS1,559>FOLLOWERS1,321>LIKES174>LISTS3


5.COMMONTHEMES&GAPANALYSIS5.1BriefAnalysisofBfGMovementEcosystem

• Morethan70%oftheorganizationsmappedinTable2arenon-profitorganizations,followedbybusinessandacademia.

• AsmentionedearlierintheintroductionthroughFigure1timelinegraphofthecreationof40representativeBfGorganizations,theriseinsuchorganizationshasbeenparticularlynoticeableinthepasttwodecades—almost80%oftheorganizationswerefoundedafter1990.Apartfrom6organizations(15%),allotherorganizations(85%)originatedintheUK(19movements)orUS(15movements).

• CollectiveResourceAllocation:TotalRevenue2013-14(10RepresentativeBfGOrganizations)~USD86millionTotalExpenses2013-14(10RepresentativeBfGOrganizations)~USD81.7millionNetSurplus2013-14(10RepresentativeBfGOrganizations)~USD4.3millionTheoverheadratio(10RepresentativeBfGOrganizations) ~between20%-55%(Theoverheadratio=%ofexpensesthatisdevotedtoadministrativecostsandfundraisingcosts.)NoofEmployees(11RepresentativeBfGOrganizations) ~340-1320

• AverageSocialMediaoutreach(11BfGorganizations):6513Tweets+25811FollowersTable1:Category&OfferingGridof11representativeorganizationsinSection4

OFFERING>CATEGORYV

ACADEMIC RESEARCH&ADVOCACY

OPERATIONALCONSULTANCY/ADVISORY

PUBLICPOLICY

STANDARDS/METRICS

NETWORKING

PLANET(30) 4.6(1) 4.1,4.2,4.3,4.4,4.5,4.6,4.7,4.8,4.9,4.10,4.11(11)

4.2,4.3,4.4,4.5,4.11(5)

4.1,4.3,4.4,4.8(4)

4.1,4.4,4.6,4.7,4.8,4.10(6)

4.6,4.7,4.10(3)

PURPOSE(8) 4.5,4.7,4.11(3)

4.5,4.9,4.11(3) 4.7(1) 4.9(1)

PEOPLE(26) 4.4(1) 4.1,4.2,4.4,4.5.4.7,4.8,4.9,4.11(8)

4.5,4.9,4.11(3) 4.5,4.8(2)

4.5,4.7,4.8(3)

4.1,4.2,4.4,4.6,4.7,4.8,4.9,4.10,4.11(9)

PROFIT(23) 4.6(1) 4.2,4.5,4.7,4.8,4.9,4.10,4.11(7)

4.2,4.3,4.9,4.11(4)

4.4,4.8(2)

4.1,4.4,4.5,4.6,4.7,4.8,4.10(7)

4.9,4.10(2)


• Table1gridofcategoryofissues&domainofofferingsshowcases:-ThedominanceofofferingsinthefieldofResearch&Advocacyandespeciallyinthecategoryofaddressingplanetarysustainability,inparticular,climatechange.-Only9%ofthecollectiveofferingsaddressPurpose,Values&Culture.-Lackofcollectiveinfluenceonpublicpolicy,lawandstatues,whichisthemostsystemicwaytobringaboutlargescalechange.-Over80%oftheofferingsareincrementalpathwaysofchangesratherthansystemic.

Inessence,thegridbuststheillusionthatwearedoingenough,effectivelyanddirectlymakinganenvironmental/businessimpactthatisdesiredandnecessary.Forexample,abusinesswritingareportonitssustainabilitystatusdoesn’tmeanitisasustainablebusiness.

5.2 MindtheGap

WithaMarketpenetrationof0.70%,wecanseethatthereismuchtobeaccomplished.Marketpenetration%derivedasbelow.Thereare45,508companieslistedinstockexchangesaroundtheworld.Thenumberofactiveunlistedbusinessentitieswouldbeawildguessasthereisnocentralinternationalregistry.Throughabackwardestimatingapproach,itcomesat287Million.WorldPopulation 8.2Billion(AsperWiki)WorkingPopulation 5,740,000,000(70%Basedonwebsources)Averagefirmsize 20(Basedonwebsources)TotalCompanies 287,000,000(Calculated)ActiveCompaniesinUK 3,484,243(CompaniesHouse)ActiveCompaniesinEurope Over20million(Websources)ActiveCompaniesinUS 7,488,353(CensusUS)BusinessesinfluencedbyBfGmovement 2million(Optimisticestimate)

Businesses Influenced by BfGMs

Active Businesses in UK

Active Businesses in US

Active Businesses in Europe

Total Businesses Worldwide

0 50 100 150 200 250 300Millions


5.3 Challenges&Opportunities CHALLENGES OPPORTUNITIES

1Espousedmissions

v/sActualactions

Noclearstrategicoroperationalalignmentbetweenorganizationsstatedmissionandactualimpact.Forexample,CFAInstituteMission:“Leadingtheinvestmentprofessiongloballybypromotingthehigheststandardsofethics,education,andprofessionalexcellencefortheultimatebenefitofsociety.”Impact:2008GlobalRecessioncausedprimarilyduetotradinginderivatives.

Cleararticulationbyorganizationsastohowtheywillattaintheirmission.(Strategic&Operationalplan,resourceneeded,scaleofimpactandgeographicreach)

2Lackof

Collaboration(VestedInterest)

Severalorganizationsrallyingforcollaborationsandinter-stakeholderapproachinbusiness,continuetoworkalongsideratherthanwitheachother.Eachorganizationhasitsownmission,activities,needforfunding,"answertothechallenge”etc.resultinginuncoordinatedactions&lackofwholesystemperspective.

Applicationofbreakthroughtechnology/platformtoenablebridgingthisgapandexpandopportunitiesforcollectivefundraising.

3Chaotic

marketplace

EventhoughbusinessisakeystakeholderforallBfGorganizations,themarketplaceofofferingsisverymessy.Forexample,ifABCPlcisamultinationalbusiness,whichistheappropriateBfGorganizationtheypartnerwith?Dotheychoose4pillarsofConsciousCapitalismor10principlesofUNGlobalCompact?DotheygoforBCorpassessment?orShouldtheyusetheBluePrintforBetterBusinessmodel?

SystematicallyidentifytheoverlapsandintegratebestpracticesandofferingsoftheBfGmovementecosystem.Articulationasystemicplanofactionforcollectivemarketpenetration.

4Non-profitmindset

Atypicalforprofitcompanyfoundedin1990,forexample,LexusorESPNhavegrown,outreachedandhaveachievedsomuch,comparedtoanyorganizationintheNon-Profitsector.Businesseshaveaccountabilityfornon-deliveryofmission,non-profitshavenoaccountabilityfornon-deliveryofmission.

Furtherattractnon-profitorganizationsworkforcewithsuccessfulentrepreneursandskilledtalentoverandabovevolunteerengagements.


6.CALLTOACTION

GlobalCollaborationbetweenBfGorganizationsToreiterateallofaboveinonesentence,unlesskeyplayersoftheBfGorganizationsaresystemicallymapped,convenedandstrategicallyagreeacollaborativewayforward,weareunlikelytoseetheresultswedesireinthenearfuture.Andalthoughthismaylooklikeanimpossibletask,itisimportanttorememberthattectonicshiftsrequireheavylifting.Interestingly,althoughnotpubliclymentioned,manyoftheleadersoftheBfGMovementrecognizetheneedforanalignedglobalmissionandconcomitantstrategyandstructuretoimplementit.Thebigquestionis‘canwetranscendthisindividualismtomakesomethingnewandpowerfulhappentogetherandwhatdoescollectivesuccesslooklike?’

Figure2:PresencingInstitute,TheoryUprocessAbreakthroughapproachisneeded:Alltoooften,werespondtochallengesbydeployingsolutionsthatwe’remostfamiliarwith;wemighttermthisapproach“reacting.”Butwhenfacedbyseeminglyintractableproblems,weneedtorespondinadeeper,morethoughtfulway,onethatsetsthestagefortrueinsightstoemerge.Inthesecases,nothingshortof“re-generating”willsuccessfullyresolvethesituation.Weneedtore-frame,re-design,re-structureandre-actanewpurposefulintegratedresponsethatunitesBfGorganizationstodirectlyaddressthecollectivechallengesweface.


UNSDGs-Apromisingpossibilityforunifiedaction:TheSustainableDevelopmentGoals(SDGs)formallyadoptedby193countriesinSeptember2015,are17action-orienteduniversallyapplicablegoalstoaddressavariousissues,includingendingpovertyandhunger,improvinghealthandeducation,empoweringwomen,makingcitiesmoresustainable,combatingclimatechange,andprotectingoceansandforests,sustainableeconomicgrowthetc.Theresetanambitiousagendatoleavenobehindby2030.Yes,therearecriticismsaboutthecontent&contextoftheSDGs,theycanbeaddressedseparately.TheSDGsofferametricdriven,aspirational,globalagendathatchallengesthebusinesscommunitytoreimaginesustainabilityandtolookafreshathowtheycanachievegoalsthatcancreatetangibleshiftsintheglobalsystem.Nowthat’sexciting…Andhereiswhat’spossible!

StrategicActionsMap:[AligningwiththeSDGs&directresponsibilityfortheirattainmentneedstobeurgentlyincorporatedintotheexistingcorporate,financial&regulatoryreporting,listing&fundingrequirements.]STEP1:INSIGHT- Developinsightintowhatismissingandnecessary,systemically,toaddressglobalpriorities- Maphowindividualmissions&initiativesofkeyorganizationsoftheBfGmovementcometogetheri.e.Maptheecosystem:mission,offerings,sectors,stages,outcomes,sphereofimpact,geographicalreach,capacity,operationalstrategy,SWOT,budgetetc.

- CreateacollectivePurposeManifestothatBfGorganizationspledgetoachieveSTEP2:PURPOSE- Identify&ConvenethekeyBfGorganizationleaderstoforma‘MetaAlliance’- Alignontheclearandcompellingpurpose&futureforsuchalliance- Developinitialongoingstructureforcontinueddialogue,coordinatedaction&collectiveoutreach

STEP3:ACTION- Co-investinacollaborativetechplatformtoamplifyimpact&agreeonkeyparameterse.g.funding,recruitingandmobilizingknowledge/skills&resources,holdingthroughchangeetc.

- Serveasacollectiveumbrellatocatalyzedifferencemakinginitiatives- Simulatearunthrough-Takeastandaround1to2bold,difference-makinginitiativesandcreatestrategy,clearagreements,financialcommitments&actionteamstopursue.Testresultsandrealignbasedonlearnings.

STEP4:LEVERAGE- Createwaystoamplify&acceleratetheworkofeachparticipatingBfGorganization- LiveTrackingofcollectiveprogressandamplifyingeffortssystematically- Providecomprehensive,standardizedglobalinformationacrossarangeofpowerfulstreamlinedinterfacesandsolutions.


Toincubatethe‘MetaAlliance’weneedanorganization/committee/steeringgroupsuchas‘TheGlobalCommissiononBusinessandSustainableDevelopment’,the‘BTeam’,the‘WorldEconomicForum’orsimilargloballyrespectedorganizationthathasstrongconveningpower.Withsomethoughtleadership,expertiseandresourceschanneledinagenerativeway,wecaneffectivelyrolloutapathwayforbusinesstocatalyzethattippingpointindeliveringonandprogressingasustainablefutureforall.Itisimportanttorememberthatevennon-profitsarebusinessesandthereforeneedtobedrivenlikeaPurposeLedBusiness.AquickconservativeestimateonaviableRevenueGenerationModelforthe‘MetaAlliance’basedonorganizationschosenaboveissetoutbelow:10RepresentingMembercontributions(5%ofTotalIncomeannually) ~USD4.3millionEstimate20membercontributions ~USD8millionWithUSD8millionasseedfunding,followingservicescouldoffered:- InitiateStep1&2listedabove,- Buildparticipativetechplatformforfundraisingformembers–bystreamliningfundingmetricsandattractingImpactInvestments,PhilanthropicInvestments,organizationalCSRfundsetc.

- Coverforcommonadmin&commonsocialmediapush&pull,- Activateglobalbusinessconsultantsnetworkandbuildaself-sustainingbusinessmodel.Onafinalnote,thispurposeofthispapertoislookpasttheillusionintothereality,inspireavisionarywayforwardandpresentacaseforactionwhichisopentostimulatingdebates&dialoguesandcollectivelypavethewayforward.ItrustImetthispurpose.IwouldliketoendwithJohnElkington’squotebelow.ArewereadytoBreakthrough?Ibelieveweare!

“ ABreakthroughsolutionmeetsthefollowingcriteria:

ItisFuture-Ready,Ambitious,Fair&Disruptive

- John Elkington, Volans


7.REFERENCES1) Mostdatapickeddirectlyfromorganizationswebsites.2) FinancialData:US-http://www.guidestar.org/Home.aspx&

UK-http://apps.charitycommission.gov.uk/Showcharity/RegisterOfCharities/registerhomepage.aspx

3) Anexhaustivelistof128organisationsincludingbelow,mappedbyTheDoughtyCentrefor

CorporateResponsibility,anaction-researchcentrewithinCranfieldSchoolofManagement,UK.(Details:http://www.som.cranfield.ac.uk/som/dinamic-content/media/Doughty/initiative%20list%20and%20website.pdf)

No. Name Websiteaddress

1 ABISAcademyofBusinessinSociety

http://www.abis-global.org/en

2 AldersgateGroup http://www.aldersgategroup.org.uk/themes/new-economy

3 AspenInstitute http://www.aspeninstitute.org/policy-work/business-society/corporate-programs/corporate-values-strategy-group

4 AustralianConservationFoundation

http://www.acfonline.org.au/sites/default/files/resources/ACF_BetterThanGrowth.pdf

5 Aviva http://www.aviva.com/media/news/item/aviva-convenes-corporate-sustainability-reporting-coalition-13023/

6 BCorporation http://www.bcorporation.net/

7 BTeam http://bteam.org/

8 BALLE https://bealocalist.org/

9 BaxendaleOwnership http://www.baxendaleownership.co.uk/

10 BeyondGDP http://ec.europa.eu/environment/beyond_gdp/index_en.html

11 BlueEconomy http://www.blueeconomy.eu/

12 BlueprintforBetterBusiness http://www.blueprintforbusiness.org/Home

13 BRAINPOoL http://www.brainpoolproject.eu/

14 BSR(BusinessforSocialResponsibility)

https://www.bsr.org/

15 BusinessAlliancefortheFuture www.ba4f.org


16 Business&HumanRightsResourceCente

http://business-humanrights.org/

17 BusinessintheCommunity http://www.bitc.org.uk/

18 CarbonTrackerInitiative http://www.carbontracker.org/

19 Cauxroundtable http://www.cauxroundtable.org/

20 CDPCarbonDisclosureProject https://www.cdp.net/en-US/Pages/HomePage.aspx

21 CDPCarbonAction https://www.cdp.net/en-us/programmes/pages/initiatives-cdp-carbon-action.aspx

22 CenterforBusinessandHumanRights

http://www.stern.nyu.edu/experience-stern/about/departments-centers-initiatives/centers-of-research/business-human-rights

23 Ceres http://www.ceres.org/investor-network/Ceres%20Blueprint%20for%20Sustainable%20Investing

24 CFAInstitute http://www.cfainstitute.org/learning/future/Pages/index.aspx

25 CFOSustainabilityNetwork http://www.accountingforsustainability.org/cfos/network-of-chief-financial-officers

26 CitizenRenaissance http://www.citizenrenaissance.com/

27 ClientEarth http://www.clientearth.org/

28 Commissiononthemeasurementofeconomicperformanceandsocialprogress

http://www.stiglitz-sen-fitoussi.fr/en/index.htm

29 ConsciousCapitalism http://www.consciouscapitalism.org/

30 CORE http://corporate-responsibility.org

31 CorporateSustainabilityReportingInitiative

http://www.osc.gov.on.ca/documents/en/Securities-Category5/rule_20091218_51-717_mof-rpt.pdf

32 Corporation20/20 http://www.corporation2020.org/

33 Cox,SirGeorge2013 http://www.yourbritain.org.uk/agenda-2015/policy-review-page/tackling-short-termism-the-cox-report

34 CradletoCradleProductsInnovationInstitute

http://www.c2ccertified.org/

35 CSRwire http://www.csrwire.com/

36 democracyatwork http://www.democracyatwork.info/about/

37 E3G http://www.e3g.org/

38 EdelmanTrustBarometer http://www.edelman.com/insights/intellectual-property/2014-edelman-trust-barometer/


39 EllenMacArthurFoundation http://www.ellenmacarthurfoundation.org/

40 EmployeeShareOwnershipCentre(ESOP)

http://www.esopcentre.com/

41 EnvironmentalLawService(FrankBoldSociety?)

http://en.eps.cz/our-work/campaign/purpose-corporation

42 EqualityTrust http://www.equalitytrust.org.uk/

43 EradicatingEcocideGlobalInitiative

http://eradicatingecocide.com/

44 EscondidoFramework http://www.escondidoframework.com/

45 EuropeanCoalitionforCorporateJustice(ECCJ)

http://www.corporatejustice.org/

46 FinanceInnovationLab http://thefinancelab.org/

47 FinancialReportingCouncil https://www.frc.org.uk/Our-Work/Codes-Standards/Corporate-governance/UK-Stewardship-Code.aspx

48 TheFortuneattheBottomofthePyramid

http://www.amazon.co.uk/Fortune-Bottom-Pyramid-Eradicating-Poverty-ebook/dp/B000P28WC6/ref=sr_1_1?s=books&ie=UTF8&qid=1399112361&sr=1-1

49 ForumfortheFuture http://www.forumforthefuture.org/

50 FourthSector http://www.fourthsector.net/

51 Generation:Sustainablecapitalism http://genfound.org/

52 GlobalAllianceforBankingonValues

http://www.gabv.org/

53 GlobalDruckerForum2014 http://www.druckerforum.org/

54 GlobalImpactInvestingRatingFund(GIIRS)

http://giirs.org/

55 GlobalInvestorCoalitiononClimateChange

http://globalinvestorcoalition.org/

56 GlobalReportingInitiative https://www.globalreporting.org/Pages/default.aspx

57 GloballyResponsibleLeadershipInitiative

http://www.grli.org/

58 GlobalShapersCommunity http://www.globalshapers.org/shapers/adam-grodecki

59 GlobalSustainabilityInstitute(AngliaRuskinUniversity)

http://www.anglia.ac.uk/ruskin/en/home/microsites/global_sustainability_institute/our_research/resource_management.Maincontent.0009.file.tmp/A5%20GRO%20Note.pdf

60 GlobalSustainabilityInvestmentAlliance

http://www.gsi-alliance.org/


61 GlobalUnionforsustainability http://www.globalunionforsustainability.org/en/

62 GreenAlliance http://www.green-alliance.org.uk/

63 GreenNewDealGroup http://www.greennewdealgroup.org/

64 GrossNationalHappiness(Bhutan) http://www.grossnationalhappiness.com/

65 HaasCenterforResponsibleBusiness

http://responsiblebusiness.haas.berkeley.edu/

66 HarvardMBAoath http://mbaoath.org/

67 HenryJacksonInitiative http://henryjacksoninitiative.org/

68 IndustryPolicyForum None

69 InstituteforGlobalEthics http://www.globalethics.org/

70 InstituteforHumanRightsandBusness

http://www.ihrb.org/

71 InstituteforNewEconomicThinking

http://ineteconomics.org/about

72 InstituteofBusinessEthics http://www.ibe.org.uk/

73 Integratedreporting http://www.theiirc.org/

74 Kay,John2012 http://news.bis.gov.uk/Press-Releases/Kay-review-sets-out-measures-to-transform-UK-equity-markets-67d81.aspx

75 LivingEconomiesForum http://livingeconomiesforum.org/

76 LivingWageFoundation http://livingwage.org.uk/

77 LongFinance http://www.longfinance.net/

78 Long-terminvestorsclub http://www.ltic.org/

79 LordMayor'sconferenceNov2011 http://www.icaew.com/~/media/Files/Technical/Ethics/trust-and-values-city-conference-287-11-2011.pdf

80 LoyaltyRewards http://www.rijpm.com/pre_reading_files/Jane_Ambachtsheer_Loyalty_rewards_project_31_May.pdf

81 MarathonClub(UNPRI) http://www.unpri.org/the-marathon-club

82 McKinseyLongTermCapitalism http://www.mckinsey.com/features/capitalism

83 MartinProsperityInstitute,RotmanSchoolToronto

http://martinprosperity.org/

84 NaturalStep http://www.naturalstep.org/

85 Networkforsustainablefinancialmarkets

http://www.sustainablefinancialmarkets.net/

86 NewClimateEconomy http://newclimateeconomy.net/


87 NEF(NewEconomicsFoundationinUK,NewEconomicsInstituteinUS)

http://www.neweconomics.org/

88 NewEconomyWorkingGroup http://www.neweconomyworkinggroup.org/

89 OECD http://www.oecdbetterlifeindex.org/

90 Ownershipcommission2012 http://www.ownershipcomm.org/

91 OxfordMartinCommissionforFutureGenerations

http://www.oxfordmartin.ox.ac.uk/commission

92 Positivemoney http://www.positivemoney.org/

93 Post-CrashEconomicsSociety http://www.post-crasheconomics.com/

94 Postgrowth http://postgrowth.org/

95 Prince'sAccountingforSustainabilityproject

http://www.accountingforsustainability.org/

96 RealEconomyLab http://flourishingenterprise.org/real-economy-lab

97 RelationshipsGlobal,RelationshipsFoundation

http://relationshipsglobal.net/Web/

98 ResolutionFoundation http://www.resolutionfoundation.org/

99 Responsible100 http://www.responsible100.com/

100 ShareAction http://shareaction.org/

101 SpiritualCapitalFoundation http://www.spiritual-capital.org/

102 StPaulsinstitute http://www.stpaulsinstitute.org.uk/

103 StakeholderForum http://www.stakeholderforum.org/sf/

104 SustainabilityAccountingStandardsBoard

http://www.sasb.org/

105 Sustainablebrands http://www.sustainablebrands.com/

106 SustainableCompaniesproject http://www.jus.uio.no/ifp/english/research/projects/sustainable-companies/

107 SustainableStockExchangesInitiative

http://www.sseinitiative.org/

108 TEEB:TheEconomicsofEcosystems&Biodiversity

http://www.teebweb.org/

109 TellusMater http://www.tellusmater.org.uk/

110 TobinProject http://www.tobinproject.org/home

111 Togetherinsearchofcapitalism2.0 http://ecoopportunity.net/the-capitalism-2-0-project/


112 Tomorrow'scompany http://www.tomorrowscompany.com/

113 The300club www.the300club.org

114 TransparencyInternational http://www.transparency.org.uk/

115 Trucost http://www.trucost.com/

116 UNEnvironmentProgrammeFinanceInitiative

http://www.unpri.org/

117 UNEnvironmentProgrammeFinanceInitiative

http://www.unepfi.org/psi/http://www.unepfi.org/work_streams/investment/amwg

119 UNEnvironmentProgramme http://www.unep.org/newscentre/Default.aspx?DocumentId=2758&ArticleId=10698

120 UNGlobalCompactTenPrinciples http://www.unglobalcompact.org/abouttheGc/TheTenprinciples/index.html

121 UNGCAccenture2013 http://www.accenture.com/microsites/ungc-ceo-study/Pages/home.aspx

122 UNPRME http://www.unprme.org/

123 VolansBreakthroughCapitalism http://www.breakthroughcapitalism.com/

124 Weownit http://weownit.org.uk

125 WorkFoundation http://www.theworkfoundation.com/

126 WorldEconomicForum http://www3.weforum.org/docs/WEF_GAC_Values_2013.pdf

127 WorldForumLille http://www.worldforum-lille.org/en/

128 WorldBusinessCouncilforSustainableDevelopment

http://www.wbcsd.org/home.aspx

4) https://www.unglobalcompact.org/docs/communication_on_progress/cop-key-facts-

2015.pdf5) http://tomorrowscompany.com/wp-content/uploads/2016/05/UK-Business-Whats-wrong-

Whats-next.pdf6) https://www.forumforthefuture.org/cases7) https://www.globalreporting.org/resourcelibrary/GRIs%20Combined%20Report%202014-

2015.pdf


8) http://associationsnow.com/2015/04/nonprofit-boards-largely-ineffective-stanford-study-finds/

9) RealEconomyLab:http://realeconomylab.org10) CambridgeInstituteforSustainabilityLeadership:http://www.cisl.cam.ac.uk+

http://www.cisl.cam.ac.uk/about/pdfs/Cambridge_Insight_Brochure_Dec_2013.pdf11) http://businesscommission.org/news/2016/1/13/gcbsd-launch12) http://systemtransformation-sdg.gesi.org/160608_GeSI_SystemTransformation.pdf#zoom=5013) BTeamProgressReport:https://issuu.com/the-bteam/docs/b_team_progress_report_201614) NaturalCapitalProtocol:http://naturalcapitalcoalition.org

15) UNGlobalCompact&Volans:BreakthroughInnovationPlatform-

https://www.unglobalcompact.org/take-action/leadership/integrate-sustainability/breakthrough-innovation

16) PurposeDrivenLeader–PurposeDrivenCareer–NewstudyforCranfield’sDoughtyCentre-

http://ow.ly/TStQ3007YKm17) http://wbcsdservers.org/web/agm/wbcsd_agm_december2015.pdf18) OurPlanetNeedsaPurposefulPrivateSector,confirmsUN-

http://www.huffingtonpost.co.uk/jem-bendell/our-planet-needs-a-purpos_b_10567288.html?edition=uk

19) SDGCritics:http://www.slideshare.net/joebrewer31/who-framed-global-development-exec-

summary-51866328


8.ABOUTBLUDOT&DARSHITAGILLIESBluDotisaGlobalSystemIntegrationAdvisory.We:1. providebespokefacilitationservicesforconferences,intimategeo-politicaldialogues,2. conductindependentresearchonglobalimpactissues,3. incubatesystemicchangeprojects,and4. provideadvisory&mediationservicesformulti-stakeholdercollaborations.Darshitais

• CEOof'EaseonEdge’,• Co-founderof'BluDot’&‘PurposeLed’,• Directorof‘BusinessAlliancefortheFuture’,• DirectoroftheConsciousCapitalismUKchapter,• TrusteeoftheDarwinCentreTrust,• AssociatewithFutureConsiderations,• GlobalCompassionCouncilMemberoftheCharterforCompassion.

Professionally,sheisacharteredaccountant,coach&consultant,globalsystemintegrator&entrepreneur.DarshitastartedhercareerwiththeboarddirectorsofIndia’slargestforeignbank[StandardChartered]inoperationalrisk&investmentbanking.Asherperspectivesreshaped,herpathshiftedto‘upgradingthehumanoperatingsystem’andtodothismosteffectivelyshere-trainedasaprofessionalleadershipcoachandfacilitatorandcontinuesworkswithentrepreneurs,leaders&organisationsthroughintensivedevelopmental‘Immersion’journeys.InJan2014,Darshitaco-foundedBlu-Dot-aglobal-systemintegrationadvisorytoenableworldleaders,institutions&systemstoaddresscomplexbusinessandsocietalchallengesinamoresustainable,conscious,andstrategicway.

WEBSITE:www.darshitagillies.comCONTACT:

Email:[email protected]:@DarshitaGillies


9.ABOUTBARRETTVALUESCENTRE&RICHARDBARRETTTheBarrettValuesCentre(BVC)providespowerfulmetricsthatenableleaderstomeasureandmanagetheculturesoftheirorganisations,andtheleadershipdevelopmentneedsoftheirmanagersandleaders.RichardBarrettisanauthor,speakerandinternationallyrecognisedthoughtleaderontheevolutionofhumanvaluesinbusinessandsociety.HeisthefounderandchairmanoftheBarrettValuesCentre,aFellowoftheWorldBusinessAcademy,anAdvisoryBoardMemberoftheCentreforIntegralWisdom,HonoraryBoardMemberoftheSpiritofHumanityForum,andFormerValuesCoordinatorattheWorldBank.RichardhasbeenavisitinglecturerattheConsultingandCoachingforChange,LeadershipCourserunbytheSaïdBusinessSchoolattheUniversityofOxfordandHECinParis.HehasalsobeenanAdjunctProfessoratRoyalRoadsUniversity,InstituteforValues-basedLeadership,andavisitinglecturerattheOnePlanetMBAatExeterUniversity.RichardBarrettistheauthorof:

1. ANewPsychologyofHumanWell-Being:AnExplorationoftheinfluenceof2. Ego-SoulDynamicsonMentalandPhysicalHealth(Forthcoming—2015),3. TheMetricsofHumanConsciousness(2015),4. EvolutionaryCoaching:AValues-basedApproachtoUnleashingHumanPotential(2014),5. TheValues-DrivenOrganisation:UnleashingHumanPotentialforPerformanceandProfit

(2013),6. WhatMySoulToldMe:APracticalGuidetoSoulActivation(2012),7. Love,FearandtheDestinyofNations:TheImpactoftheEvolutionofHuman8. ConsciousnessonWorldAffairs(2011),9. TheNewLeadershipParadigm(2010),10. BuildingaValues-DrivenOrganization:AWholeSystemApproachtoCultural

Transformation(2006),11. LiberatingtheCorporateSoul:BuildingaVisionaryOrganization(1998),and

heisacontributingauthortoPsychometricsinCoaching(2012).

WEBSITES:www.valuescentre.comCONTACT:Email:[email protected]:@BarrettValues


10.ACKNOWLEDGEMENTSAftereightmonths,todayistheday:writingthisnoteofthanksisthefinishingtouchonthispaper.Ithasbeenaperiodofintenselearningforme,notonlytechnically,butalsoonapersonallevel.IlearntthatforalongtimeIunconsciouslydidnotcompletemythoughts,andInoticedhowevenwhilewritingsometimesIcouldnotfinishmysentences.Thispaperhastrulybeenatestofpatience.Speakingofwhich,IwouldfirstliketothankRichardBarrettforinitiatingthisresearchandforhisendlesspatiencewithmyseveralbreachesofdeadlines!;)Richard,youhavesupportedmegreatlyandIhaveimmenselyvaluedbeingmentoredinwritingandpresentingmythoughtsinanimpactfulway.AspecialgratitudeIgivetomylifepartnerRowanGillies&ourdaughterTaraGillies,alsoforyourpatiencewithmyabsencefromfamilymeals&enduringmylongnights.Rowan,yourcontributionsinstimulatingsuggestionsandencouragement,helpedmetopushmyboundariestodaretowritewhatIwasinitiallyunwillingtoevenacknowledge.

Inaddition,IwouldliketothankthemembersofBusinessAlliancefortheFutureforthevaluableexperienceofco-buildingthemovement,thisexperiencehasprovidedmewiththeinsideknowledgeoftherealdaytodaychallengesofseveraloftheorganizationslistedinthepaper.IdeeplyvaluethepersonalrelationshipswithseveraloftheBfGmovementsleaders.Finally,IwouldalsoliketoexpressmydeepestappreciationtoallthosewhoIhavenotspecificallymentionedforprovidingmethepossibilitytocompletethisreport.Thankyouverymuch,everyone!DarshitaGilliesLondon,25November,2016

Documents

THE GLOBAL COLLABORATION · GLOBAL COLLABORATION 5 Figure 1 below shows a timeline graph of the creation of 40 representative BfG organizations. The rise in such organizations has