The "SDGs White Paper 2019" aims to help promote fundamental understanding of the SDGs — featuring sections that use concrete case studies and data to clearly explain what is happening in the world, what the issues are, and what Japan is doing on each of the 17 goals.
Cross-Posted from The Next Economy.
For businesses navigating the coronavirus, prospects are daunting in this liminal space. While many are navigating the current “new normal” well by taking each daily (hourly) change one at a time, some are starting to look past now through the power of “yes-and” thinking.
Only 35% of consumers say that working for a purpose-led company is one of the ways that they engage in behaviors to improve their impact on the world. But 81% believe it’s important for their organization’s values to align to their own. We call this gap between values and action the Brand Culture Action Gap™.
When one sets out to work "Regeneratively," it is with the intention of finding the full potential of some effort, one that will proceed through seven phases of thinking and acting. This is a look at Phase One, in which you begin with learning to discern a living, structured whole.
Organizational cultures are like snowflakes: No two are alike. Before you implement an employee engagement program or culture initiative, you must understand your workforce demographics and experiences to ensure the practices will solve a real need.
Cross-Posted from Business Case.
Your company’s purpose will not be found by commissioning a white paper or creating a complicated strategy document. It will emerge organically from an honest interrogation of what you’re truly about, what your people are about, and what feels easy to stand behind.
In the 1920s, people didn’t pay attention to the problems brought on by market excess — and that decade begat
the Great Depression. Today, truly modern companies are showing the way to a different kind of decade.
Marcus Erb, VP of Data Science & Innovation at Great Place to Work, and his team carry out research that helps businesses create workplaces in which all employees feel valued and trusted. Here, Erb explains how being a great place to work benefits both employees and their organizations.
At most organizations, inspiration and purpose drop as you move down management levels. The best leaders find ways to motivate people at every layer — from
those in the C-suite to employees toiling in the basement boiler room.
By equipping yourself and your organization to understand the changing landscape, and setting a strategic course, you can position your company,
customers, shareholders, industry and communities to have a more secure, resilient and thriving future.
Cross-Posted from Waste Not.
Waste is a fact, but it doesn’t have to be feared. We can tackle this through collection, sorting and processing; and by understanding where and why trash is finding its way into the environment, so we can stop it.
A conscious organisation accepts that there are limits to profit and that it should not be the priority. This change is about future-proofing your organisation. It’s not an ‘if’ question — it’s ‘when.’
Cross-Posted from Leadership.
In order to integrate sustainability into the core of a business, it has to be a part of the company’s culture. For this to happen, a top leader must be willing and ready to go first and evolve, according to leadership advisor Sandja
3.4M employees across 90 countries told us at Great Place to Work how they experience their workplaces. In this pool, we found that while there are common threads that make a workplace great, there are 4 factors seem to define the best experiences by region.
In 2013, TOMS made a terrible mistake: We outsourced Customer Service. If you’re building a purpose-driven business and considering a major “cost-cutting” decision, please learn from our mistakes. The “soul” of your brand may be at stake!