Responding to a comment from Joe Nocera about Howard Schultz’s unique background, both as the company founder and a kid from Brooklyn who grew up in public housing, I reframed the question back to the link between organizational and leadership values – and perceptions of time.
Markets may well be the most finely tuned mechanism we have for allocating resources efficiently around short-term costs and prices. But absent a robust framework of social and cultural values and priorities to channel market operations these efficient markets will lead to vast inequity and depletion of critical resources.
In my closing remarks at the Sustainable Food Laboratory Summit I explained that I did not think sustainability was a goal, a metric, or even an approach to doing business. Rather, it is a principle. And it has at its core a fundamental rethinking of space and time.
It became clear in talking with farmers, ranchers, businesspeople, chefs and public advocates during the Sustainable Food Laboratory summit that there is a ‘goodness’ premium associated with these three linked terms. It was equally clear that few people have a clear sense of what these terms mean, beyond an evocation of being different and somehow better than conventional produce.
At meeting after meeting, the conversation almost always turns to metrics and data. And while we need better data and better metrics - knowing of course that we do what we measure - we also need to remember for what reasons we are collecting data. Measurement alone is not the goal.
Hannah Jones, VP of Sustainable Business and Innovation at Nike, had the most memorable lines among dozens of speakers at two recent conferences, the “Ceres Conference 2011: Igniting Innovation, Scaling Sustainability” and The Conference Board’s “Corporate Citizenship and Sustainability” gathering in Washington, DC
We needed an outside perspective on working with leading corporations and turned to Jonathan to assess our approach, refine our strategy, facilitate internal roll-out and help us execute. He helped us to think big, see new opportunities, reshape our communications and engage internal stakeholders. His counsel and ongoing support has been constructively provocative. Jonathan’s strategic thinking is keen and his facilitation skills are superior; he drills quickly to the underlying issues with a deft combination of determination and diplomacy.
The businesses that will dominate future markets are weaving purpose into the core fabric of culture, brands, and operations. #Purpose is where self-interest and service meet. Don't miss the memo: https://t.co/87B58Rf9c1
Dems have 100 messages on #TaxScam: big bill, no time to read, handwritten scribble, artic refuge, fairness, wealth transfer, donor payback, defunds government, trillion $ debt, etc. 100 messages = no message. Outrage is not strategy. https://t.co/JoicNjErhH
Who run (& fund) the world? #Girls. "Donations to giving circles have tripled to $1.29 billion over the last decade, driven largely by women.Out of 1,600 giving circles nationwide, 70% have mostly female membership & ~50% were exclusively women." https://t.co/zrEBgC50W1