The food industry is undergoing a major transformation, but while food companies often serve as the face of this so-called ‘food revolution,’ the source of some of the most significant changes isn’t the C-suite, but rather our farms.
As Jack Welch, longtime CEO of General Electric, has said, “no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it.” It follows that businesses are actively competing to attract and retain top talent.
While millennials have largely been the focus of city leaders’ efforts to attract new talent and residential growth, a new Brookings study finds that innovation districts — areas which are highly walkable and transit-oriented, rich with amenities and employment opportunities — would also benefit from attracting and serving adults 50 years of age and up, who can fill gaps in the innovation ecosystem, including age diversity, professional expertise and
Pursuing purpose beyond profit is becoming paramount for brands looking to shift towards more sustainable, responsible business practices and maintain a competitive edge, the proof of which is evidenced by the Campbell Soup Company's withdrawal from the Grocery Manufacturers Association (GMA) late last week. The company will sever ties with the trade group, which represents the food and beverage industry, at the end of 2017.
Employee engagement has been a growing focus for years, with companies large and small building programs in an effort to inspire employees and drive productivity. In fact, 74 percent of people say their job is more fulfilling when they are given opportunities to make a positive impact at work. More recently, there has been an increased desire from employees for engagement that’s focused on sustainability.
New types of partnerships can enable systemic changes to flourish. That thinking is behind the Origin Green Ambassadors programme, which brings education, leading global brands and entrepreneurial sustainability professionals together to collaborate and learn. Five years on, there’s strong evidence that the approach is driving best practice and industry-wide innovation.
Multinational engineering and infrastructure firm AECOM is set to build the tallest residential development in Western Europe. Reaching 67 stories, the Spire London tower will be built in West India Quay near Canary Wharf. When completed, it will rise to 771 feet and house 861 apartments and penthouses.
AECOM’s work also includes projects in New York City such as the 2.8 million-square-foot 3 World Trade Center and the 1.6 million-square-foot One Vanderbilt, and Citi Field in Flushing, Queens; as well as the Mercedes-Benz Stadium in Atlanta.
Just weeks after the UN Secretary General released a report detailing sluggish progress on the 17 Sustainable Development Goals (SDGs), efforts are already underway to bolster support for their widespread adoption.
We live in a volatile, uncertain and complex world. With threats of climate change, rising income inequality, social unrest, resource scarcity and ecological degradation predicted to affect society’s progress, leaders and the institutions they run must play new roles to realize a sustainable future.
Breakthrough innovation is essential, requiring paradigm shifts and pivots in how we operate and function as a society.
As a manager for Cisco's corporate social responsibility programs, I focus on public-private partnerships that support an inclusive digital economy, specifically by applying technology to create positive, sustainable change in education and workforce development. At SB’17 Detroit, during a panel on “How to Use Technology and Creativity to Boost People Upward in a Rapidly Changing Job Market,” I shared insights into one of these programs, the Cisco Networking Academy, which is providing digital skills that boost people upward in today’s rapidly changing job market.
Automation, artificial intelligence, the growth of the informal economy and shifts away from command-and-control power cultures are all trends that are profoundly shaping the workplace. But what will the future workplace look like? Of course, the honest answer is that we don’t really know.
Ten years after the release of its first sustainability program Plan A, British retailer Marks & Spencer (M&S) has unveiled Plan A 2025, a new and improved sustainability strategy that builds on the company’s previous successes while addressing a communication gap that exists between the brand and consumers.
A resilient organization must operate in a way that ensures all associated entities survive and thrive.
In a healthy ecosystem, everyone has a niche and a role; feedback loops are short and constant, ensuring accountable and creative decision-making is happening at all levels. Functioning in this way not only strengthens internal functionality, but allows organizations to better nurture crucial outside partnerships.
So, what if an organization functioned like a climax ecosystem? Sharp feedback mechanisms, efficient supply chains, and self-organized teams create organizations that are always ready for the next big opportunity.
Climate change is the most important issue of our time and one that concerns people of all ages, genders, races and socio-economic backgrounds, yet the environmental movement continues to be dominated by an overwhelmingly narrow demographic says a new report.
According to a new study released by Frost & Sullivan and GlobeScan on behalf of CSR Europe, a lack of middle management engagement is creating obstacles for the achievement of the Sustainable Development Goals (SDGs).
We are killing our planet. Of course, it’s not quite that simple, but, as acclaimed writer Elizabeth Kolbert explains in her Pulitzer-Prize-winning book The Sixth Extinction, humans are to blame for the impending mass extinction that will spell the end of many of the world’s species. The Earth has seen five other mass extinctions over the last half-billion years; one of them was the asteroid that obliterated the dinosaurs. But this time, it’s not an asteroid — it’s us.
A few weeks ago, I had the opportunity to attend Imperative’s Purpose Leadership training. While there, I took the time to reflect – not only on my own journey as the leader of a purpose-driven agency, but on a common challenge that our clients often face when it comes to "purpose," which is: