Designing
better
business

Dolly had it right;
this ain't no way
to make a living
Today

In the era that awaits, business must rethink its role in communities. In our lives. And on this planet.

If we want better business, we need to design them differently.

The purpose of business is to serve society, not the other way around.

Paul Polman,
former CEO Unilever
Reflect

What is it that creates destructive companies? And what if we could change those structures to create better business?

Reflect on the following:

Existing structures are often treated as a given. They aren’t, and rethinking them is essential to creating better businesses.

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.

  • Steward ownership

    In steward ownership models, voting power stays with stewards committed to the company’s mission rather than outside investors. Profits can still be earned, but the company cannot be sold or redirected purely for shareholder gain.

    This allows leadership to prioritise long-term purpose and resilience without the constant pressure of investor exits or takeover bids.

  • Cooperatives 2.0

    Employee-owned cooperatives give workers a real stake in governance and profits. Decision-making stays close to the people who understand the work, customers and communities best.

    This often shifts priorities toward long-term stability, job quality and community wellbeing rather than short-term financial returns.

  • Mission locks

    Make purpose hard to abandon. Some companies embed their social or environmental mission directly into their legal structure. These “mission locks” make it difficult for future leaders or investors to abandon the company’s purpose.

    By protecting the mission in governance, the company’s long-term commitments can survive leadership changes and ownership transitions.

  • Change the time horizon

    When success is measured in three-month cycles, long-term priorities often get squeezed out.

    Moving away from quarterly reports and adopting longer strategic horizons enable decisions that prioritise resilience, innovation and lasting value.

    Some companies are shifting both ends of the spectrum: moving away from quarterly earnings guidance and adopting longer strategic horizons — enabling decisions that prioritise resilience, innovation and lasting value.

  • Reinvesting profits

    Some ownership models cap how much profit can be distributed to investors. Most of the surplus is reinvested in employees, innovation and the long-term development of the company.

    This can help shift companies from being vehicles for financial extraction to long-term institutions.

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.

Theme #04

Reflecting the true cost

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