While stakeholder capitalism has been around since the 1970s, it’s only recently this model has taken off. That said, most corporations still struggle to have real impact considering their fragmented ecosystem of business objectives and structured give back programs like ESG and CSR. If sustainability is no longer a ‘nice to have’ but rather a ‘must have’ by consumer demand, how can corporations make sustainability the most SUSTAINABLE practice?

With the current segmentation of markets worldwide, the architecture of purpose has never been more relevant. In fact, purpose in business is at a crossroads between doing it right or risking ‘purpose washing.’ How can brands take the steps to operationalize purpose from the inside out to impact people, planet and profit (while leveraging the $12 trillion opportunity of aligning with the UN’s SDG goals)?

With the current segmentation of markets worldwide, the architecture of purpose has never been more relevant. In fact, purpose in business is at a crossroads between doing it right or risking ‘purpose washing.’ How can brands take the steps to operationalize purpose from the inside out to impact people, planet and profit (while leveraging the $12 trillion opportunity of aligning with the UN’s SDG goals)?

In a climate where organizations strive to make diversity, equity and inclusion happen, the basics of “accessibility” often get overlooked. What would it look like to consider neurodiversity in work culture and structures to attract the best talent from anywhere in the world?