Economics of Mutuality Is Out to Change Capitalism скачать в хорошем качестве

Economics of Mutuality Is Out to Change Capitalism

This EEA YouTube Show and ESM feature article continue the series of movers and shakers in stakeholder management as part of our Enterprise Engagement Alliance YouTube Channel and Meaningful Meetings series. It is no exaggeration to say that the Economics of Mutuality Foundation is out to change the world. Were it not founded by Mars Inc., one of the world’s most successful privately held companies, that would sound quixotic. Jay Jakub is Executive Director of the EOM Foundation, leads the strategy, adoption, and dissemination of the EOM framework. Before taking up this role, he was Senior Director of External Affairs at Mars, where he played a central part in developing and refining Economics of Mutuality. He is co‐author of Completing Capitalism: Heal Business to Heal the World, which introduces EOM to business leaders, investors, and scholars. The State of Stakeholder Capitalism • Post-2008 openness rose; COVID triggered short-term retrenchment. • ESG backlash reflects fatigue with virtue signaling and compliance that doesn’t create value. • The path forward is pragmatic value creation with proof—not moral suasion. • Scorecard: Jakub pegs progress around the “fifth inning” in US baseball terms, with nine being the last. The biggest blockers are poor communication and fragmentation among like-minded groups. Key Takeaways for Leaders • Start with a deliverable purpose; map the ecosystem; fix stakeholder frictions with targeted interventions; measure all four capitals; scale what moves revenue, margin, and resilience. • Treat solving social problems as a profit center (“do more good at a profit”) rather than “doing less bad at a cost EOM Goals and Objectives • Scale a practical, measurable operating model that manages four capitals—financial, social (trust/community capacity), human (well-being, capability), and natural—to drive top- and bottom-line results. • Replace box-checking with management. Move from lagging, compliance-style metrics to leading indicators that steer decisions and value creation. • Prove, then propagate. Generate repeatable case studies and investment-grade results that spread across business units, companies, and industries. Core Activities Education • Longstanding Oxford University Saïd Business School partnership and executive programs; expanding to more universities. • Curriculum helps leaders “unlearn” shareholder-primacy reflexes and learn to measure, manage, and mobilize non-financial capitals. Advisory / Implementation • Through Mutual Value Labs (foundation-owned consultancy) help organizations understand and implement EOM principles. • Start with a business unit, demonstrate value, then scale to additional projects. • Embed purpose as deliverable strategy; map stakeholder problems; deploy targeted, often low-cost interventions; measure mutual value and financial uplift. Investment / Market Proof • Began acquiring and combining operating companies (e.g., two healthcare/IT firms) to prove performance under a mutual-value model. Other plans under way to scale this concept. Business Versus Platforms (Addressing issues) • First platform: Loneliness (client-driven priority), with Asahi as an early partner to study how business can help address loneliness. • Collaborations with leading academics (e.g., Pamela Coulter, University of Manchester), plus free reports, webinars, and a London symposia. • Pipeline platforms: address aging demographics, financial exclusion, deforestation—each built to solve societal problems at a profit. Operating Principles and Metrics (the “management system”) • Purpose as a light: use it to illuminate stakeholder pain points, then fix them to improve ecosystem performance. • Four-capital measurement: quantify social/human/natural capital impacts and connect them to revenue, margin, resilience. • Talent flywheel: higher well-being and purpose-fit to attract and retain top performers and to enhance productivity gains. • Natural-capital efficiency: manage inputs as leading indicators (vs. only reporting footprints) to lower costs and risks while creating value. Field-Building and Alignment • Co-founding the Global Alliance for Conscious Business Education to unify theory (academia) and practice (EoM’s data/methods), open “centers of excellence,” and amplify a common voice across brands and geographies.