Articles

B Lab response to BrewDog ‘culture of fear’

B Lab response to BrewDog ‘culture of fear’

Does B Lab have an official response to the ‘culture of fear’ open letter issued by ex-BrewDog employees? What is B Corp Certification learning from this? What specific remedies are being deployed to ensure ‘rotten cultures’ at current and prospective certified B Corps are visible? 

Dr Edward de Bono (1933-2021)

Dr Edward de Bono (1933-2021)

Edward de Bono’s ideas are central to my cognitive development over the past decade, a shift away from ‘traditional’ (vertical) to parallel and lateral thinking – fundamental to an ethos that continues to guide my decision-making today. His ideas reinforced my lifelong notion that operacy 

Jamie Oliver’s B Corp model for hospitality

Jamie Oliver’s B Corp model for hospitality

[An article from Kaeru Beer, our partner organisation operating in hospitality]

Swinkels Circularity Index is determination to make a difference

Swinkels Circularity Index is determination to make a difference

[An article from Kaeru Beer, our partner organisation operating in hospitality]

Jobs for the boys — a drinks industry anachronism

Jobs for the boys — a drinks industry anachronism

[An article from Kaeru Beer, our partner organisation operating in hospitality]

Avoid aspirations to be dinosaur-shaped

Avoid aspirations to be dinosaur-shaped

Dinosaurs have a voracious appetite — for income, for turnover, for profits. Dinosaurs start huge and get bigger: mega-states, conglomerates, multinationals. Dinosaurs are aggressive, with a strategy that consumes everything standing in their way. Rhinoceroses are tough. But a tough stance is generally inflexible and 

Why mocking Buridan’s Donkey brings misery

Why mocking Buridan’s Donkey brings misery

The paradox of choice, or, in other words, why people claim to want more choice and freedom despite the downside it brings. From a business perspective, too much choice drives people away; from a customer perspective, the ‘fear of missing out’ brings misery.  Slaves to 

Traditional Thinking v Design Thinking

Traditional Thinking v Design Thinking

Why are some endeavours not only too afraid to step away from Traditional Thinking’s limitations, but also dismissive of anything suggesting a Design Thinking approach? While rejecting the unconventional is easy, safe and “the way it’s always been”, does Traditional Thinking disregard (at its peril) 

Whipping square pegs into round holes

Whipping square pegs into round holes

Having been ‘caned’ at least once per week in school for ‘misbehaviour’ (i.e. a failure to comply with inappropriate, draconian relics from a Dickensian dystopia), the notion of corporal punishment as a deterrent is laughable. And yet, hierarchies and micromanagers continue to punish employees through 

Don’t open books to see only the words being sought

Don’t open books to see only the words being sought

There is wisdom and obligation in never judging a book by its cover. And yet, the foolishness of opening a book to see only the words being sought is perhaps a more harmful mindset that requires its own idiom. Don’t open books to see only 

Discard existing notions and ideas to think outside-the-box

Discard existing notions and ideas to think outside-the-box

It’s not about workarounds and temporary fixes to improve potential. It’s not about premature change. Lasting success happens by discarding all existing notions and ideas to think outside-the-box and find a new approach, a disruptive solution that alters everything you thought was ‘the right way 

Success through ethics with human critical thinking and diversity

Success through ethics with human critical thinking and diversity

We need human critical thinking and diversity to succeed with this. © Move the Elephant for Inclusiveness, 2017

Having values-driven motivation helps businesses achieve more

Having values-driven motivation helps businesses achieve more

Money is like fuel. Cars need fuel, but the purpose of the car is not to buy more fuel. Business is the same. The purpose of business is not to make money, it’s to advance a greater purpose or cause. —Simon Sinek This keeps me 

Curb the decline of hierarchy with Adaptive Leadership methods

Curb the decline of hierarchy with Adaptive Leadership methods

Not only are Adaptive Leadership methods essential for successful teams, growth, innovation and, most of all, respect for people, they’re also vital to curb the steady decline experienced by organisations that favour a mistrusting, hierarchical approach to (micro)management. At the core of Adaptive Leadership are 

Overlook opportunities for increased success — ethical success

Overlook opportunities for increased success — ethical success

Is a widening respect-for-people deficit in today’s commercial endeavours and entrepreneurship overlooking the opportunity for increased success — ethical success?

Success cannot be measured by financials alone

Success cannot be measured by financials alone

True success cannot be measured by financials alone, but by focusing on the critical perspectives that rarely appear on spreadsheets pored over in ivory towers. Successful business recognises the importance of learning and growth: aligning internal processes with customer perception, employee satisfaction and social or 

Building values-based, impact-driven connections in 2021

Building values-based, impact-driven connections in 2021

I want to create values-based, impact-driven networking channels in 2021, for ethical professionals operating in the Netherlands, Benelux and the EU. Who is interested in forming these with me? With limited opportunities to meet and create value with like-minded businesspeople and entrepreneurs in 2020, the 

Are you a risk-taker or a risk-transferer?

Are you a risk-taker or a risk-transferer?

Do you take risks and share the rewards, or do you take the rewards by transferring the risk? Team-players tend to favour the former; self-interest motivates the latter. As an employee, are you driven by group success or personal gain? Is autonomy, mastery and purpose 

Focusing outside the box and evolving with artisanal employees

Focusing outside the box and evolving with artisanal employees

EMPLOYEES: be more than an employee, be an artisan. Add value and excellence in everything you do. EMPLOYERS: focus outside the box, employ artisans and evolve. Once upon a time anybody with a skill was an artisan, a craftsperson, a tradesperson: somebody passionate about producing 

Passion, potential and personality create the perfect fit for an employee

Passion, potential and personality create the perfect fit for an employee

If a capable candidate has the passion, potential and personality to succeed, what is more important? Don’t waste time on checkboxes to find a perfect-fit. If you find somebody who combines passion, potential and personality, don’t waste the opportunity to add value and increase success.

Optimiser or Satisficer?

Optimiser or Satisficer?

Are people satisficers or optimisers? It is an overlooked trait, albeit critical to determining how to effect successful change. We optimise sufficient decision-making! We adequately plan for extremes! We are flexible to rigid-commitment! We test our strategies! We maximise satisfactory benefits!

Always on the offensive or gaining value from a successful approach?

Always on the offensive or gaining value from a successful approach?

Micromanagers and struggling hierarchies choose enforcement as their preferred engagement method, failing to recognise any value in explaining and encouraging. Adaptative Leadership engages with people, explains and encourages — repeatedly. Despite always being the last resort, enforcement is consequently unnecessary. What is your leadership style: 

How Organisational Transformation appears as several mindset shifts

How Organisational Transformation appears as several mindset shifts

Any organisation, commercial or otherwise, that hopes to remain relevant in the 21st century economy by successfully embracing the current paradigm shift in working practices ought to consider the steps succinctly demonstrated in this simple, yet effective ‘MINDSET SHIFTS for Organisational Transformation’ Sketchnote by Tanmay 

Resilient democracy?  Or antifragile democracy?

Resilient democracy? Or antifragile democracy?

Does The Economist’s November 28th 2020 cover question overlook a fundamental problem? Do we want or need a democracy that is merely resilient – i.e. remains strong during and after shocks and stressors? No, I suspect not! This is the mistake many commercial enterprises also 

A Day for entrepreneurial thanks

A Day for entrepreneurial thanks

Entrepreneurs keep economies afloat and introduce change, initiative and innovation much swifter and with less disruption than larger corporations’ bigger-is-better confusion: the more distended an object, the more severely it breaks on impact with a challenge, hurdle or crisis. Entrepreneurs are the nutrients keeping a 

Search for success or plan for failure

Search for success or plan for failure

Events from the past few years teach businesses not to predict anything with certainty; established plans and known models are susceptible to unexpected change. Today’s entrepreneur avoids learning backwards; repeating past triumphs no longer guarantees future success. As established commercial pillars collapse, the 21st century 

OneCircle responds to uncertainty with vision

OneCircle responds to uncertainty with vision

While robust organisations persevere through turbulent conditions, pioneers foresee coming storms and respond with innovative action to flourish and prosper. A far-sighted vision triumphs when facing actual or potential adversity. Today’s progressive drink producers are thus loyal to OneCircle, founder of the revolutionary KeyKeg and 

Remembering lucky randomness survivors at VJDay75

Remembering lucky randomness survivors at VJDay75

VJ Day’s 75th anniversary stresses a respect for historic significance, and it is important for people to share their perception about how events affected them. I commemorate the occasion here through reflecting on close life with a veteran — a 2nd Battalion Royal Welch Fusilier 

Flexibility transforms modern business

Flexibility transforms modern business

FlexJobs’ 2016 survey reveals only 7 percent of US workers say ‘they’re most productive in the office’ — 51 percent prefer working from home and 8 percent ‘would choose a coffee shop, coworking space, library, or other place besides the office’. Another 8 percent ‘would 

Economic hopes continue to follow coronavirus social guidance

Economic hopes continue to follow coronavirus social guidance

[An article from Kaeru Beer, our partner organisation operating in hospitality]

Struggling business and creative freelancers share success

Struggling business and creative freelancers share success

Countless entrepreneurs earn a living in the arts, yet businesses overlook creative professionals and choose cronyism if a hanger-on offers to work gratis. As post-COVID-19 bartering (to exchange goods or services for other goods or services instead of money) plays a greater 21st century economic 

Knowledge-worker sloths choose flexibility

Knowledge-worker sloths choose flexibility

In This Morning Routine will Save You 20+ Hours Per Week, Benjamin Hardy raises two important commercial concerns: The Myth of the 8 Hour Workday and Quality Vs Quantity. Knowledge-workers sitting behind desks for eight hours, Monday to Friday, is an archaic tradition, absurd for 

Whole self brings maximum discretionary effort to work

Whole self brings maximum discretionary effort to work

Employers, stop favouring employees who only bring their salary-earning self to your business. Select potential employees who bring their whole self to work. Reap the rewards. Build authentic, honest teams instead of merely ticking boxes. New results begin with a new mindset.

Success overturns commercial norms

Success overturns commercial norms

Since exploiting opportunity requires balancing priorities, exciting, dynamic and thriving enterprises overturn commercial norms. Destabilising the equilibrium is easy, rewarding or lucrative. Gut instinct plays decision-maker. Some opportunities tick every checkbox, yet gut instinct rejects them. Conversely, forward-thinkers embrace other dire-looking opportunities that offer gut 

When swinging the lead is too heavy to bother

When swinging the lead is too heavy to bother

To swing the lead, according to the Longman Dictionary of Contemporary English, is ‘to avoid work by pretending to be ill‘. Having witnessed colleagues’ behaviour for over 30 years, I believe the lead often swings because people cannot be bothered travelling, or need an extra 

Leadership, improvement or agreement motivates valued-added teams

Leadership, improvement or agreement motivates valued-added teams

Service levels decline, waste replaces value, operational costs increase, and productivity is suboptimal when organisations lacks adaptive leadership, performance improvement or operational-level agreements. Workforces dissolve into loose, shapeless divisions without the glue that forms colleagues and teams into effective, lean value-adding streams. Agreements are often 

Complacent thinking about future crises

Complacent thinking about future crises

Imagine living on a planet that is given the opportunity to survive, a place in which everybody considers everyone else’s wellbeing. Imagine public interest reaching beyond personal vanity’s blinkers. Imagine concern for distant events that may, in due course, threaten individual liberty. And then: imagine 

Environment pleads for self-reflection

Environment pleads for self-reflection

What have we learnt so far this year? During the enforced absence from shopping for useless junk, worthless trinkets that make us feel less miserable, do we miss keeping-up-with-the-Joneses materialism, which we believe defines how people see us? When indiscriminate levellers appear, slicing through society,