Ethical Leadership and Governance

Sadly, purpose statements at all too many organizations are just empty words. The companies that issue them don’t live up to their lofty promises. But research by Bain & Company identified some companies that are the exceptions. They employ four methods to turn their statements into reality.

Today’s business school education isn’t suited to the big challenges facing the world — climate change, economic inequality and racial injustice — that the leaders of tomorrow will be expected to solve. So, how can students and young professionals succeed in a system that primarily rewards profit? How can they create real change while working in a corporate world that’s mostly stuck in outdated business models?

There is a way forward to a more restorative form of leadership in our society; it will only come when individuals answer a call toward greater moral leadership.

A sufficiently independent, highly supported yet customer value-aligned technology practice can ultimately lead the business to new opportunities.

Answering three questions about purpose and environmental, social, and governance issues can help business leaders zero in on what matters most for their organizations.

Global corporations must approach ESG in a way that is transparent, consistent, flexible, innovative, sustainable, sensitive to cultural differences, dynamic, and future-proofed.

It’s never too late to create and implement a data ethics framework, but the best step a company can take is implementing this framework from the outset of the business.

For most companies, there is little emotion inherent in the practical reality of what they make, do or sell—which makes having purpose as a context for product all the more critical.

With stakeholders and shareholders vying for attention, CEOs need to develop a new kind of ethical leadership to build trust in society and deliver results.

From gun safety to voting rights to climate action, CEOs from Levi Strauss and Unilever describe how they decide which social issues to back, and why.

While the vast majority of S&P 500 companies are formalizing ESG reporting, analysis suggests that governance metrics are being overlooked.

What is sustainable transformation? It is a commitment that involves economic growth, social inclusion and environmental protection

Creating a circular business model is challenging—and taking the wrong approach can be expensive. Pick a strategy that fits your resources and capabilities.

In turbulent times, companies need a reliable anchor to guide decision-making. When organizations become moral communities, underpinned by purpose, they provide that stability for stakeholders as well as a reassuring sense of hope, solidarity, agency, and meaning. Three strategies can help. First, tell a big story about what your organization believes in and what it is trying to accomplish. Second, treat purpose as an organizing principle that guides company structure, strategy, and culture. Third, model courageous, purpose-driven leadership yourself.

A 5-step framework for putting purpose into practice.

Venture capitalists’ role as funding source and mentor of tech start-ups makes them uniquely placed to press for more responsible use of technology.

What does benefitting all stakeholders really entail?

Identifying the right blend of circular economy strategies is vital for economic and environmental returns.

Want to attract and retain top young talent? You have to prioritize working to make a positive impact, not just to the bottom line but to the world.

Christian Erfurt, CEO and co-founder of Be My Eyes on combining purpose and profit to build a sustainable tech business that does good.

Three ways boards and CEOs can place sustainability at the center of their decision making

Businesses must root strategy in moral purpose to thrive in a complex, rapidly changing world.

While most companies strive to build a culture of trust and transparency, it can be difficult to ensure people demonstrate ethical behavior at every level of a business, internally and externally.

Public pressure and changing norms are paving the way for business leaders to be paid based on a new set of criteria.

The business case for pro-environment investments makes sense intuitively, but appealing to executives’ sense of responsibility might work better.