Dolly had it right; this ain't no way to make a living Today
Who leapt out of bed fired up to deliver maximal shareholder value? Eager to spend yet another
day pumping up the profit margin?
We're guessing not you.
And yet in most businesses, where we spend so much of our precious time and energy, profit and
growth are still the primary drivers.
In the era that awaits, business must rethink its role in communities. In our lives. And on
this planet.
The purpose of business is to serve society, not the other way around.
Reflect
What is it that steers businesses to act the way they do? And what if we could change those
structures to create better business?
Reflect on the following:
Destructive companies are generally not a result of evil people, but of how those businesses are designed.
If we want better business, we need to design them differently.
What problems could be solved more effectively if shareholders weren't pressured to deliver short-term profit?
How might decisions differ if owners and employees were the same people?
How would organisations operate if their primary purpose was social or environmental benefit?
How would decisions differ if leaders had to think in generations, not quarters?
What type of business do you think we'll get if ownership, financing and governance are all aimed at quick profits and expansion?
Re-imagine
What could a purpose-first business look like?
Let's build companies to be proud of! There are many ways to innovate and rethink ownership,
governance and incentives to build businesses.
Cooperatives 2.0
Employee-owned and democratically governed organizations keep decision-making close to those who do the work. This supports reinvestment in skills and local communities, and helps align everyday operations with long-term collective wellbeing.
Steward ownership
Using steward ownership models, companies can place long-term purpose at the heart of decision-making and steer what profits are used for. This helps ensure the business is run for its mission, not short-term gain.
Quitting quarterly reporting
Moving away from short-term financial reporting reduces pressure for immediate profits. This allows leaders and investors to focus on long-term performance, resilience, and responsible investments rather than quarterly targets.
Purpose locked in
Some certified B Corporations embed 'mission locks' in their legal structure, making it difficult to abandon social or environmental goals. This helps ensure that purpose survives leadership changes and ownership transitions.
Reinvesting profits
Companies using steward ownership models often cap how much profit can be distributed to owners. These profit caps and reinvestment rules ensure that most surplus is reinvested in employees, innovation, and long-term resilience.
Value beyond price
In many countries, public procurement rules now require authorities to consider social, environmental, and economic value — not just price — when awarding contracts. This pushes businesses to show how they contribute to society, not only how cheaply they deliver.
Experiment
Rehearse the future of business
How could you rethink the role of your business? Which structures steer your organisation —
and how could you shift them? Try these experiments and find out.
Inspiration
Here's how some businesses have been refined to better serve a greater purpose.