FORGET SILVER BULLETS,

WELCOME TO THE GOLDMINE

We’ve been surfacing the best evidence & inspiration to help you shine.
Arrow Down - Gold Blue

Recommended nuggets

EVIDENCE // GROWTH

TOPIC // Strength of Purpose
KEY INSIGHTS // Compnaies leading with purpose enjoy stronger reputation, brand affinity, and positive business impact. // Global customers are 4 to 6 X more likely to trust, buy, champion and protect companies with a strong purpose // Purpose gives brands permission to profit. // Strength of purpose and business results of a company are strongly related // Zeno’s Diagnostic tool evaluates strength of an organisation’s purpose across key metrics
AUTHOR // Zeno Group
PUBLISHED // June 2020
THEMES // #resilience #growth #stats
TOPIC // Unilever CEO Sees Purpose-Led Businesses Only Gaining Relevance
KEY INSIGHTS // Trade-off between purpose and profit is a misconception, better financial performance is a by-product of responsible leadership. // Capitalism is evolving to be a more equitable model. // People need trusted brands more than ever. // Greater emphasis on building agility and responsiveness post Covid -19. // Companies with purpose last. // Multi-stakeholder model starts with employees.
AUTHOR // Bloomberg
PUBLISHED // May 2020
THEMES // #resilience #trust #employees #agility #growth
TOPIC // Purpose is everything
KEY INSIGHTS // Purpose driven organisations experience higher market share growth and grow 3 X faster than their rivals, all while achieving higher employee and customer satisfaction. // More than 80 percent of consumers are willing to pay more for a brand that is committed to CSR and environmental goals. // Customers today base their purchasing decisions on how brands treat their people, the environment, and the communities in which it operates. // Longevity and authenticity differentiate purpose driven businesses from the others. //
AUTHOR // Deloitte
PUBLISHED // October 2019
THEMES // #growth #employees #stats
TOPIC // Put purpose at the core of your strategy
KEY INSIGHTS // Purpose facilitates growth in new ecosystems and in uncertain conditions. // Leaders have to transform the leadership agenda and disseminate purpose throughout the organisation. // Purpose has to be moved from the periphery to the core of the strategy for sustained profitable growth. // Purpose at the core of the strategy unifies organisations, motivates stakeholders and broadens the positive impact on society. //
AUTHOR // Harvard Business Review
PUBLISHED // October 2019
THEMES // #growth #resilience
TOPIC // State of the global workplace
KEY INSIGHTS // Statistics on employment and workforce engagement based on Gallup surveys in 155 countries. // Employee engagement worldwide is at 15%, however it varies significantly from across regions. // An organisation’s organic growth is closely tied to its employee engagement. // Managers play a crucial role in implementing performance management systems that are performance oriented, engagement based, and strengths focused. // Gallup’s Q12 employee engagement metric addresses positive relationships, developmental opportunities, and sense of purpose. // Millennial workers seek jobs that give them a sense of purpose.
AUTHOR // Gallup
PUBLISHED // 2017
THEMES // #employees #stats #growth #agility
TOPIC // The state of the debate on purpose in business
KEY INSIGHTS // Purpose can be a powerful enabler of success in multiple ways: from providing strategic clarity, to facilitating innovation and transformation, to connecting organisations with their people, and building bridges between organisations. // “Conscious capitalism” is gaining momentum. // Purpose helps companies to “do good while doing well” and maximises value for shareholders, customers, employees, and the society over the long term. // Public disclosures about “corporate purpose” surpasses the rate of public disclosure about sustainability. // Create win-wins by aligning executives and employees’ commitment to the company’s purpose. // Purpose is not invented but discovered. // Revenue growth, market share, retention rates, customer satisfaction and brand reputations are metrics to measure outcomes of purpose- led strategies. // Case studies of companies that have successfully integrated purpose with their strategy. // Purpose may be the best source of resilience in the face of the 21st century complexities. // Purpose acts as a filter- helping companies to spot political risks, stay focussed on long term goals and resist pressures to react to trends and fads.
AUTHOR // EY Beacon Institute
PUBLISHED // 2016
THEMES // #resilience #employees #agility #growth
TOPIC // How to Harness the Power of Purpose
KEY INSIGHTS // Investors are noticing the strong link between Purpose and Performance. There is a growing demand for socially responsible investing and an increasing number of investors seek products and firms that can deliver both returns and societal benefits (such as climate change and economic inclusion). // Purpose/Performance payoff: Organizations with a strong sense of Purpose are more than twice as likely to have above-average shareholder return. // To transform your organization and harness the full potential of Purpose, it must be articulated, activated, and embedded to have any significant impact. // Measuring and tracking the impact: To help companies determine if their efforts are effective, BCG have developed a methodology for measuring an organisation’s purpose.
AUTHOR // BCG
PUBLISHED //
THEMES // #growth #stats #measure
TOPIC // SDG17 – solving the global goals
KEY INSIGHTS // A successful development agenda requires inclusive partnerships — at the global, regional, national and local levels — built upon principles and values, and upon a shared vision and shared goals placing people and the planet at the centre. // Global goals provide US$12 trillion of new opportunities that are emerging by 2030. // Pursuing SDGs opens up new opportunities for business, drives innovation and enhances reputation. // SDG17 creates the six building blocks for solving tough problems. // Leadership happens when our consciousness of what needs to change is met with action.
AUTHOR // Bridge Institute
PUBLISHED // 2020
THEMES // #growth #trust
TOPIC // B2B Purpose Paradox
KEY INSIGHTS // Purpose-driven companies make more money, have more engaged employees, more loyal customers, and are better at innovation and transformational change. // Once a marketing practice to support worthy causes and boost reputation, purpose is now embraced as a critical growth strategy. // Purpose can increase shareholder value by $1 Billion. // The question is no longer if an organization will state its purpose, but how it will activate that purpose authentically. // Employees are the priority audience for B2B purpose, followed by customers, shareholders, communities, future talent, and supply chain. // 86% respondents believe that purpose is important to their business, yet only 24% said purpose is embedded in their business to the point of influencing culture, innovation, operations and their engagement with society. // The report discusses 4 main challenges that prevent full activation of purpose, with purpose being perceived as a PR tactic being the most significant challenge. // To ignite purpose, companies should identify their purpose ambassadors, drive purpose from senior leadership, embed purpose into culture, make employees their engines and measure the impact. // Enhanced purpose communications can pay off. // Measure impacts of activated purpose on new products or services, reputation, customer retention, growth, and ultimately sales.
AUTHOR // Carol Cone
PUBLISHED // 2020
THEMES // #growth #employees #agility #resilience #measure #statistics
TOPIC // Megatrends 2020 and beyond KEY INSIGHTS // EY Megatrends provide leaders with a framework for navigating COVID-19 and charting future growth. // The megatrends are eight future scenarios, emanating from disruptive forces of technology, demographics, environment and globalisation prompt leaders to reverse-engineer their company’s trajectory. // To remain relevant, businesses will need to adapt to the changing landscape and reshape their strategies around sustainability and inclusion to create long term value. // Companies that will stand out in the future will understand the megatrends early on, determine their purpose accordingly and implement their transformation in time to make them more resilient. AUTHOR // EY PUBLISHED // 2020 THEMES // #growth #resilience #agility
TOPIC // Resilience Barometer: Build Resilience, Protect Value
KEY INSIGHTS // FTI Consulting’s 2020 Resilience Barometer highlights how G20 countries are preparing for emerging risks and crises that threaten revenue, value and reputation in 2020. // The report measures the resilience of companies from all G20 countries against 18 regulatory, operational, cultural, leadership and technological threats. // As businesses continue to confront cybersecurity, financial crimes and regulatory threats in 2020, they remain largely unprepared. // New technologies such as AI, Machine learning and blockchain are enabling companies to enhance resilience. // 7 of the all the countries with above average resilience are in emerging markets. // Most resilient companies have embedded sustainability into their business models and decision making structures and engage with a range of stakeholders to prepare for related risks. // Companies must embrace technology transformation to remain viable and fight new threats.
AUTHOR // FTI Consulting
PUBLISHED // 2020
THEMES // #resilience #growth #statistics
TOPIC // Purpose led growth
KEY INSIGHTS // Brands with a purpose grow 2X faster than others. // Purpose is one of the most misunderstood business buzzwords today. // Among marketing leaders, 76% think their organization has a defined purpose, but only one in 10 have a corporate purpose statement that’s backed by a meaningful activation plan. // The critical factor that sets successful companies apart is the ability to infuse the purpose led thinking throughout the company, rather than just being a marketing exercise. // Articulation, infusion and amplification are the 3 steps that take purpose from a tactic to a movement. // Articulation carries a brand from tactics to promise. Infusion then moves a brand from promise to strategy. And finally, amplification gets a brand from strategy to movement. // Relevance, credibility, uniqueness, coherence and Business-proof are the building blocks of defining a meaningful purpose. // To infuse purpose it should be leadership driven, culture & strategy-led, 360executed and impact measured. // Purpose should be inspiring, collaborative and conversation fuelling to amplify and create a movement beyond the brand.
AUTHOR // Kantar
PUBLISHED // 2020
THEMES // #growth #statistics #agility #resilience #measure
TOPIC // How to Build a Regenerative Brand
KEY INSIGHTS // With Gen-Zers wanting a meaningful change, the future belongs to regenerative brands. // Brands that are aware, additive and alive will thrive in an era of shifting paradigms. // Sustainability and resilience are fine qualities of a regenerative brand. // Regenerative brands combine what’s meaningful for consumers with what’s material to the business in order to create long term shared value.
AUTHOR // Fast Company
PUBLISHED // September 2020
THEMES // #resilience #growth
TOPIC // 2020 most valuable brands list
KEY INSIGHTS // The article lists Forbes’ 2020 top 100 most valuable brands. // Apple, Google, Microsoft, Amazon and Facebook were the most valuable brands of 2020. // While Nintendo, Hennessey, Burger King and AXA joined the list this year, HP, Phillips, and Kellogg’s were knocked off. // The ranking proves that an issue with any of the characteristics that form and drive a purpose led brand could trigger a chain reaction, negatively impacting a brand’s bottom line. // A brand that truly connects with consumers and exhibits characteristics of resilience, agility, innovation will stand the test of time and deliver immense financial value.
AUTHOR // Forbes
PUBLISHED // July 2020
THEMES // #growth #measure
TOPIC // Ethical investments are outperforming traditional funds
KEY INSIGHTS // Environmentally focussed investing is becoming mainstream. // Average returns for sustainable funds suggest that there is no performance trade-off for such funds. // Morningstar research indicates that sustainable funds last longer and outperform their traditional peers. // Funds with robust ESG strategies are overall better financial performers.
AUTHOR // The Guardian
PUBLISHED // June 2020
THEMES // #resilience #growth #statistics
TOPIC // Blackrock Joins Allianz, Invesco saying ESG outperformed
KEY INSIGHTS // Global sustainable mutual funds and ETFs had inflows of $40.5 billion in the first quarter of 2020, up 41% from the previous year. // There is persistence in investor preference towards sustainability. // ESG characteristics indicate resilience during market downturns. // Companies that have strategies around sustainability are better positioned than their peers to withstand adverse market conditions.
AUTHOR // Bloomberg
PUBLISHED // May 2020
THEMES // #resilience #growth
TOPIC // The essence in resilient leadership
KEY INSIGHTS // A truly resilient organization is one that has transformed, having built the attitudes, beliefs, agility, and structures into its DNA that enable it to not just recover to where it was, but catapult forward—quickly. // Resilient leaders are defined first by who they are in embodying five essential qualities and then by what they do across three critical time frames: Respond, Recover, and Thrive. // Resilient leaders shift mindsets, navigate uncertainties, and invest in building trust to develop a recovery playbook that serves as a solid foundation for the post-COVID-19 future. // Resilient leaders must start by defining the destination at the end of recovery and envision it in terms of desired stakeholder outcomes. // The physical, emotional, financial and digital dimensions of trust must be nurtured to rebuild confidence with stakeholders. // The article describes four important moves that organisations must successfully execute to be able to successfully navigate through the recovery phase of Covid-19. // As organizations emerge from Recover and transition into the Thrive phase, trust, coupled with the five qualities of resilient leadership, serves as a strong foundation on which resilient leaders can build the business models to address the new markets that will emerge. // The article also discusses C-suite considerations for the recovery playbook in detail, and includes discussions around growth and profitability, Digital transformation, Workforce structures, and managing stakeholder expectations.
AUTHOR // Deloitte
PUBLISHED // April 2020
THEMES // #resilience #agility #trust #growth
TOPIC // Organising for the future with Tech, Talent and Purpose
KEY INSIGHTS // A study conducted by BCG and BrightHouse found that organizations with a well-defined purpose were more likely to show above-average performance. // New technologies, changing business needs, evolving talent market, and greater employee expectations are redefining 21st century businesses. // Companies need to unlearn the mechanistic view of last century organisations and imagine the organization of the future to be a robust yet more organic and evolving model. // Technology will help break the compromise between scale and customization. //// Leaders need to focus on six core attributes discussed in the article to keep up with accelerating changes.
AUTHOR // BCG
PUBLISHED // September 2019
THEMES // #employees #agility #growth
TOPIC // For corporate purpose to matter, you’ve got to measure it
KEY INSIGHTS // There is correlation between purpose and long-term performance, only if a company’s purpose is deeply embedded and not superficial. // This article poses questions around the effectiveness of organisations’ purpose: How well is it articulated? Does it inspire? How deeply is it integrated? How well is it recognised? // Articulating a purpose is far simpler than embedding or integrating. Many organisations wonder why their beautifully sounding purpose statement doesn’t necessarily stick. It’s usually not relating to the statement itself, rather how effectively the company has embedded it into their everyday decision making and actions.
AUTHOR // BCG
PUBLISHED // August 2018
THEMES // #measure #growth
TOPIC // Capital P – Purpose. How can purpose reveal a path through disruption?
KEY INSIGHTS // EY shares insights from 1,470 business leaders from a wide range of industries around the world surveyed on the topic of Purpose. // The results reveal how best-in-class purposeful companies are using their purpose as a beacon to navigate turbulent times. These are the Purposeful companies who embrace a humanistic, multi-stakeholder orientated Purpose and align all they do in order to pursue it. // The article reveals that not all companies’ purposes are created equally and that most companies claim to have purpose but their understanding of what it means varies significantly. // The research focuses on 5 definitions of Purpose and the ‘Capital P-Purpose’ is explained. // What’s also revealed is the 4 phases of becoming a purpose-led organisation.
AUTHOR // EY
PUBLISHED // April 2018
THEMES // #growth #agility
TOPIC // Optimize for both social and business value
KEY INSIGHTS // CEOs should take advantage of the changing landscape and establish competitive advantage at the intersection of shareholder value, corporate longevity and societal impact. // Sustainable business model innovation (S-BMI) takes a much wider perspective than traditional business model innovation by considering a broader set of stakeholders; the system dynamics of the socio-environmental context; longer time horizons for sustaining adaptable advantage; the limits of business model scale, viability, and resilience; the cradle-to-grave production and consumption cycle; and the points of leverage for profitable and sustainable transformation. // Companies can compete in creating societal value by expanding the value of products or services on six dimensions: economic gains, environmental sustainability, customer well-being, ethical content, societal enablement, and access and inclusion. // Companies can leverage by creating models that include the public and social sectors to improve the company’s business and societal proposition. // Organizations should focus on insightful metrics that directly connect the company’s unique purpose and business models to the way the company creates differentiated value and societal impact. Moreover these metrics should be integrated into their managerial software, operating plans, target setting, investment decisions, executive compensation and employee recognition.
AUTHOR // BCG
PUBLISHED // June 2019
THEMES // #measure #growth #resilience #agility
TOPIC // The business case for purpose
KEY INSIGHTS // Companies are categorised into three categories when it comes to purpose: Prioritizers (clearly articulated and embedded purpose), developers ( In the process of embedding purpose), and laggards (purpose was not understood or communicated). // Although 90 percent of executives surveyed said their company understands the importance of such purpose, only 46 percent said it informs their strategic and operational decision-making. // Purpose—or the lack of shared understanding of purpose—seems to have a direct impact on the bottom line. // Short term shareholder pressure, systems and infrastructure that are not aligned with long term purpose, lack of performance targets and incentives aligned with purpose and poor communication across the organization are the main barriers that hinders the integration of purpose into the company’s strategy.
AUTHOR // HBR
PUBLISHED // 2015
THEMES // #employees #statistics #growth #resilience
TOPIC // Putting purpose to work
KEY INSIGHTS // 79% of business leaders believe that purpose is central to business success, however only 34% of them actually use purpose as a guidepost for decision making of their leadership team. This gap presents an opportunity for truly-purpose driven leadership. // In order to drive this individual connection to purpose, employers must take an empathetic approach to talking about the value of their products and services and how those benefits provided to customers are a direct result of employees’ day-to-day contributions. // Purpose needs to direct much of how people are managed—how they’re recruited, developed, and rewarded. // Companies can put purpose to work by intentionally embedding purpose in three main aspects of the organization: leadership and management practices, communications, and talent strategies.
AUTHOR // PWC
PUBLISHED // June 2016
THEMES // #growth #employees #statistics #resilience
1
2
3
4
5

EVIDENCE // RESILIENCE

TOPIC // Edelman Trust Barometer – Competence and Ethics
KEY INSIGHTS // The foundation of building trust is based on competence (delivering on promises) and ethics (doing the right thing and working to improve society). // The battle for trust will be fought on the field of ethical behaviour. Ethical drivers (e.g., integrity, dependability, purpose) are 3 X more important to company trust than competence. // Business viewed as the only competent institution, holding a 54-point edge over government. However, NGOs are perceived as the only ethical institution with business lagging behind NGOs by 21 points. // Belief driven buyers choose, switch, avoid or boycott a brand based on its stand on societal issues. // 73% of employees want to have a say in the planning process and the opportunity to change the society. // Chief executives can no longer focus exclusively on shareholder returns as stakeholders demand greater social and environmental responsibility.
AUTHOR // Edelman
PUBLISHED // 2020
THEMES // #trust #agility #resilience #stats
TOPIC // Purpose not platitudes
KEY INSIGHTS // To develop a robust corporate purpose, top executives must pressure test corporate purpose with their teams, employees and themselves by challenging, testing and improving it continually. // When a company’s purpose is alligned with it’s employees’ purpose, employee engagement increases 4 X and employee retention increases 2 X, while also improving the firm’s financial performance. // This article describes how CEOs and top executives can better live up to their special role in a purpose journey. Certainly not by going it alone or by making pronouncements but by enlisting the organization’s help to challenge the purpose, test it, and improve it so that everyone can shape it and own it together. // Best leaders use scrutiny to challenge themselves and the company’s purpose with an aim of improving both.
AUTHOR // McKinsey
PUBLISHED // December 2016
THEMES // #employees #resilience #Agility
TOPIC // Strength of Purpose
KEY INSIGHTS // Compnaies leading with purpose enjoy stronger reputation, brand affinity, and positive business impact. // Global customers are 4 to 6 X more likely to trust, buy, champion and protect compnaies with a strong purpose. // Purpose gives brands permission to profit. // Strength of purpose and business results of a company are strongly related. // Zeno’s Diagnostic tool evaluates strength of an organisation’s purpose across key metrics.
AUTHOR // Zeno Group
PUBLISHED // June 2020
THEMES // #resilience #growth #stats
TOPIC // Unilever CEO Sees Purpose-Led Businesses Only Gaining Relevance KEY INSIGHTS // Trade-off between purpose and profit is a misconception, better financial performance is a by-product of responsible leadership. // Capitalism is evolving to be a more equitable model. // People need trusted brands more than ever. // Greater emphasis on building agility and responsiveness post Covid -19. // Companies with purpose last. // Multi-stakeholder model starts with employees. AUTHOR // Bloomberg PUBLISHED // May 2020 THEMES // #resilience #trust #employees #agility #growth
TOPIC // Employees First
KEY INSIGHTS // Companies wired to look after “employees first” build invaluable resiliency that will determine whether your business makes it post C19, or not. // Resiliency comes from looking after your people when they need you the most. // Authenticity, fairness & transparency will be noticed by your “surviving” workforce. // Structure & support, scheduled & repetitive for shared purpose
AUTHOR // Inspired Companies
PUBLISHED // April 2020
THEMES // #employees #resilience #trust
TOPIC // Put purpose at the core of your strategy
KEY INSIGHTS // Purpose facilitates growth in new ecosystems and in uncertain conditions. // Leaders have to transform the leadership agenda and disseminate purpose throughout the organisation. // Purpose has to be moved from the periphery to the core of the strategy for sustained profitable growth. // Purpose at the core of the strategy unifies organisations, motivates stakeholders and broadens the positive impact on society. //
AUTHOR // Harvard Business Review
PUBLISHED // October 2019
THEMES // #growth #resilience
TOPIC // World value Index – How people perceive a brand’s purpose
KEY INSIGHTS // World Value Index measures the extent to which a brand’s purpose inspires active support and purchase from [American] consumers. // Companies today inspire people to use their power to actively support their mission with participation, advocacy, and co-creation. // Growing audience that values and supports companies with purpose creates a great opportunity for brands. // Brands can harness the tremendous power of inspired people by aligning the goals of employees and customers. // 81% say business can be a force for positive social and environmental change.
AUTHOR // Enso
PUBLISHED // 2018
THEMES // #resilience #agility #trust
TOPIC // The state of the debate on purpose in business
KEY INSIGHTS // Purpose can be a powerful enabler of success in multiple ways: from providing strategic clarity, to facilitating innovation and transformation, to connecting organisations with their people, and building bridges between organisations. // “Conscious capitalism” is gaining momentum. // Purpose helps companies to “do good while doing well” and maximises value for shareholders, customers, employees, and the society over the long term. // Public disclosures about “corporate purpose” surpasses the rate of public disclosure about sustainability. // Create win-wins by aligning executives and employees’ commitment to the company’s purpose. // Purpose is not invented but discovered. // Revenue growth, market share, retention rates, customer satisfaction and brand reputations are metrics to measure outcomes of purpose- led strategies. // Case studies of companies that have successfully integrated purpose with their strategy. // Purpose may be the best source of resilience in the face of the 21st century complexities. // Purpose acts as a filter- helping companies to spot political risks, stay focussed on long term goals and resist pressures to react to trends and fads.
AUTHOR // EY Beacon Institute
PUBLISHED // 2016
THEMES // #resilience #employees #agility #growth
TOPIC // Global Marketing Trends 2021 – purpose built to flourish
KEY INSIGHTS // Organisations with a strong purpose are better positioned to navigate through unprecedented changes. // Purpose driven enterprises are not just getting more attention but also spurring consumer action. // Purpose is a long-term commitment that guides why and how an organisation exists. // A purpose driven enterprise aligns its brand purpose to a bigger enterprise-wide purpose. // The world is shifting to social enterprise. // Everyone is looking to businesses for solutions, with people seeing businesses as more competent than non-profits and governments to solve global issues. // Marketers can help bring purpose to the forefront of the enterprise. // Consumers are most aware of brands that responded to Covid-19 by protecting employees and supporting covid-19 community support initiatives.
AUTHOR // Deloitte
PUBLISHED // 2020
THEMES // #trust #resilience #agility
TOPIC // B2B Purpose Paradox
KEY INSIGHTS // Purpose-driven companies make more money, have more engaged employees, more loyal customers, and are better at innovation and transformational change. // Once a marketing practice to support worthy causes and boost reputation, purpose is now embraced as a critical growth strategy. // Purpose can increase shareholder value by $1 Billion. // The question is no longer if an organization will state its purpose, but how it will activate that purpose authentically. // Employees are the priority audience for B2B purpose, followed by customers, shareholders, communities, future talent, and supply chain. // 86% respondents believe that purpose is important to their business, yet only 24% said purpose is embedded in their business to the point of influencing culture, innovation, operations and their engagement with society. // The report discusses 4 main challenges that prevent full activation of purpose, with purpose being perceived as a PR tactic being the most significant challenge. // To ignite purpose, companies should identify their purpose ambassadors, drive purpose from senior leadership, embed purpose into culture, make employees their engines and measure the impact. // Enhanced purpose communications can pay off. // Measure impacts of activated purpose on new products or services, reputation, customer retention, growth, and ultimately sales.
AUTHOR // Carol Cone
PUBLISHED // 2020
THEMES // #growth #employees #agility #resilience #measure #statistics
TOPIC // The Edelman Trust Barometer – Brand Trust
KEY INSIGHTS // Brand trust is no longer a marketing strategy, it is the core part of business strategy. // In today’s landscape, brand trust is multidimensional, living at the intersection where personal and societal issues converge, and where words meet actions. // Brands are rewarded with more resilient relationships with customers when they deliver on their promises of advocacy and action. // Communicating with emotions, compassion and facts builds trust. // People are buying or boycotting brands over their response to the COVID-19 pandemic. // 71% respondents globally believe that trusting a brand is more important today than in the past. // Trust is second only to price when it comes to making purchase decisions about a brand. // Consumers are more likely to be loyal, engaged and to advocate for the brand when they trust the brand
AUTHOR // Edelman
PUBLISHED // 2020
THEMES // #trust #resilience #stats
TOPIC // Edelman Trust Top 10
KEY INSIGHTS // This article provides a great one-page summary of the Edelman’s Trust Barometer report 2020.
AUTHOR // Edelman
PUBLISHED // 2020
THEMES // #resilience #agility #trust #statistics
TOPIC // Megatrends 2020 and beyond
KEY INSIGHTS // EY Megatrends provide leaders with a framework for navigating COVID-19 and charting future growth.. // The megatrends are eight future scenarios, emanating from disruptive forces of technology, demographics, environment and globalisation prompt leaders to reverse-engineer their company’s trajectory. // To remain relevant, businesses will need to adapt to the changing landscape and reshape their strategies around sustainability and inclusion to create long term value. // Companies that will stand out in the future will understand the megatrends early on, determine their purpose accordingly and implement their transformation in time to make them more resilient
AUTHOR // EY
PUBLISHED // 2020
THEMES // #growth #resilience #agility
TOPIC // Resilience Barometer: Build Resilience, Protect Value
KEY INSIGHTS // FTI Consulting’s 2020 Resilience Barometer highlights how G20 countries are preparing for emerging risks and crises that threaten revenue, value and reputation in 2020. // The report measures the resilience of companies from all G20 countries against 18 regulatory, operational, cultural, leadership and technological threats. // As businesses continue to confront cybersecurity, financial crimes and regulatory threats in 2020, they remain largely unprepared. // New technologies such as AI, Machine learning and blockchain are enabling companies to enhance resilience. // 7 of the all the countries with above average resilience are in emerging markets. // Most resilient companies have embedded sustainability into their business models and decision making structures and engage with a range of stakeholders to prepare for related risks. // Companies must embrace technology transformation to remain viable and fight new threats.
AUTHOR // FTI Consulting
PUBLISHED // 2020
THEMES // #resilience #growth #statistics
TOPIC // Purpose led growth
KEY INSIGHTS // Brands with a purpose grow 2X faster than others. // Purpose is one of the most misunderstood business buzzwords today. // Among marketing leaders, 76% think their organization has a defined purpose, but only one in 10 have a corporate purpose statement that’s backed by a meaningful activation plan. // The critical factor that sets successful companies apart is the ability to infuse the purpose led thinking throughout the company, rather than just being a marketing exercise. // Articulation, infusion and amplification are the 3 steps that take purpose from a tactic to a movement. // Articulation carries a brand from tactics to promise. Infusion then moves a brand from promise to strategy. And finally, amplification gets a brand from strategy to movement. // Relevance, credibility, uniqueness, coherence and Business-proof are the building blocks of defining a meaningful purpose. // To infuse purpose it should be leadership driven, culture & strategy-led, 360executed and impact measured. // Purpose should be inspiring, collaborative and conversation fuelling to amplify and create a movement beyond the brand.
AUTHOR // Kantar
PUBLISHED // 2020
THEMES // #growth #statistics #agility #resilience #measure
TOPIC // How to Build a Regenerative Brand
KEY INSIGHTS // With Gen-Zers wanting a meaningful change, the future belongs to regenerative brands. // Brands that are aware, additive and alive will thrive in an era of shifting paradigms. // Sustainability and resilience are fine qualities of a regenerative brand. // Regenerative brands combine what’s meaningful for consumers with what’s material to the business in order to create long term shared value.
AUTHOR // Fast Company
PUBLISHED // September 2020
THEMES // #resilience #growth
TOPIC // Trust and Brands: They make or break
KEY INSIGHTS // The article by Richard Edelman highlights the main takeouts from the Edelman Trust Barometer Special Report “Brand Trust in 2020”. // Trust has emerged as the second most important factor influencing consumers’ purchasing decisions. // Two-thirds of customers expect brands to be the driver of societal change. // 44 percent of the respondents cared about brand impact on the environment. // When a brand’s promises are met with tangible actions, consumers reward them with more resilient relationships. // Now is the time for brands to lead, inspire and deliver change.
AUTHOR // Edelman
PUBLISHED // June 2020
THEMES // #trust #resilience #statistics #measure
TOPIC // Ethical investments are outperforming traditional funds
KEY INSIGHTS // Environmentally focussed investing is becoming mainstream. // Average returns for sustainable funds suggest that there is no performance trade-off for such funds. // Morningstar research indicates that sustainable funds last longer and outperform their traditional peers. // Funds with robust ESG strategies are overall better financial performers.
AUTHOR // The Guardian
PUBLISHED // June 2020
THEMES // #resilience #growth #statistics
TOPIC // Blackrock Joins Allianz, Invesco saying ESG outperformed
KEY INSIGHTS // Global sustainable mutual funds and ETFs had inflows of $40.5 billion in the first quarter of 2020, up 41% from the previous year. // There is persistence in investor preference towards sustainability. // ESG characteristics indicate resilience during market downturns. // Companies that have strategies around sustainability are better positioned than their peers to withstand adverse market conditions.
AUTHOR // Bloomberg
PUBLISHED // May 2020
THEMES // #resilience #growth
TOPIC // The essence in resilient leadership
KEY INSIGHTS // A truly resilient organization is one that has transformed, having built the attitudes, beliefs, agility, and structures into its DNA that enable it to not just recover to where it was, but catapult forward—quickly. // Resilient leaders are defined first by who they are in embodying five essential qualities and then by what they do across three critical time frames: Respond, Recover, and Thrive. // Resilient leaders shift mindsets, navigate uncertainties, and invest in building trust to develop a recovery playbook that serves as a solid foundation for the post-COVID-19 future. // Resilient leaders must start by defining the destination at the end of recovery and envision it in terms of desired stakeholder outcomes. // The physical, emotional, financial and digital dimensions of trust must be nurtured to rebuild confidence with stakeholders. // The article describes four important moves that organisations must successfully execute to be able to successfully navigate through the recovery phase of Covid-19. // As organizations emerge from Recover and transition into the Thrive phase, trust, coupled with the five qualities of resilient leadership, serves as a strong foundation on which resilient leaders can build the business models to address the new markets that will emerge. // The article also discusses C-suite considerations for the recovery playbook in detail, and includes discussions around growth and profitability, Digital transformation, Workforce structures, and managing stakeholder expectations.
AUTHOR // Deloitte
PUBLISHED // April 2020
THEMES // #resilience #agility #trust #growth
TOPIC // The Edelman Trust Barometer – Trust at Work
KEY INSIGHTS // Trust at Work is a fundamental rebalancing of the employee employer relationship, shifting from top-down control to one that emphasizes employee empowerment. // Globally, “my employer” (75 percent) is significantly more trusted than NGOs (57 percent), business (56 percent), government (48 percent) and media (47 percent). // More than three-quarters (76 percent) say they want CEOs to take the lead on change instead of waiting for the government to impose it. // 73 percent believe a company can take actions that both increase profits and improve economic and social conditions in the community where it operates. // 67 percent of employees expect their employers to have a greater purpose and desire to have a job that creates a meaningful societal impact. // Australian employees who have trust in their employer demonstrate greater advocacy (80%), loyalty (71%), engagement (69%) and commitment (87%).
AUTHOR // Edelman
PUBLISHED // 2019
THEMES // #resilience #employees #statistics #trust
TOPIC // Pull Factor
KEY INSIGHTS // The pull factor framework provides 21st century brands a way to combine consumers needs with sustainable behaviours and brand equity. // The data marks a significant and continuing shift in personal values, priorities and desires toward a life rich with more meaningful relationships and more health, balance, passion and growth. // Respondents prioritized safe drinking water (91%), mental health (89%), clean air (88%), education (86%), stable financial institutions (86%) and clean oceans (85%) as their top concerns. // People want brands to play a larger role in shaping a better world that prioritizes meaning purpose and positive impact for all. // The report identifies 9 most impactful sustainable behaviours that present massive opportunities for brand leadership to drive material impact and propel society towards sustainable living. // Case studies of brands that are succeeding in unlocking the Pull Factor.
AUTHOR // BBMG
PUBLISHED // September 2019
THEMES // #trust #resilience #agility #statistics
TOPIC // A sense of purpose – how to reconcile profit with purpose
KEY INSIGHTS // How do 21st-century corporations reconcile profit with purpose? And what do organisations ‘do’ when they focus on Purpose? // Companies need direction to identify and communicate that the products or services they offer have a purpose beyond simply the financials. // Research between the EY Beacon Institute and Saïd Business School collaboration sets out to show best practice and the steps an organisation takes when embarking on a purpose journey to help their organisation to transform.
AUTHOR // Saïd Bus. School
PUBLISHED // October 2018
THEMES // #resilience #employees
TOPIC // The Humanisation of the Corporation
KEY INSIGHTS // Recognising the shift businesses need to make now more than ever ‘from a mechanistic to a more humanistic’ view of the corporation. // This article reveals how the pursuit of narrow goals (20th century style ‘profit at all cost’ focus) has resulted in disengagement of employees, mistrust of business (society wide trust deficit), and inequality between winners and losers. // Key principles that leaders can follow to humanise their companies in ways that generate benefits for both business and the broader system (stakeholders and society) are recommended in this article. // Becoming a human company is a lengthy journey. It starts with articulating a meaningful purpose and understanding where your company’s starting point is and ensuring everyone is well equipped for the change.
AUTHOR // BCGl
PUBLISHED // February2018
THEMES // #resilience #agility
TOPIC // Decoding the next decade of change
KEY INSIGHTS // As climate change continues to pose a significant threat to the world and as Gen-Z and Gen-Alpha continue to voice their opinions of calls for change through protests and movements, consumers, businesses, and governments will be forced to focus on sustainable practices centred around replenishing and preserving biodiversity. // 2020 will be the beginning of a decade of collective action with collaborative efforts among consumers, companies and governments to solve wider issues that affect the planet and humanity. // Businesses should identify the SDGs that align the most with their organization’s purpose and communicate regularly with employees and other stakeholders to collaborate and enable the targeted SDGs to become part of normal business activity.
AUTHOR // Positive Luxury
PUBLISHED // 2020
THEMES // #resilience #statistics #trust
TOPIC // Optimize for both social and business value
KEY INSIGHTS // CEOs should take advantage of the changing landscape and establish competitive advantage at the intersection of shareholder value, corporate longevity and societal impact. // Sustainable business model innovation (S-BMI) takes a much wider perspective than traditional business model innovation by considering a broader set of stakeholders; the system dynamics of the socio-environmental context; longer time horizons for sustaining adaptable advantage; the limits of business model scale, viability, and resilience; the cradle-to-grave production and consumption cycle; and the points of leverage for profitable and sustainable transformation. // Companies can compete in creating societal value by expanding the value of products or services on six dimensions: economic gains, environmental sustainability, customer well-being, ethical content, societal enablement, and access and inclusion. // Companies can leverage by creating models that include the public and social sectors to improve the company’s business and societal proposition. // Organizations should focus on insightful metrics that directly connect the company’s unique purpose and business models to the way the company creates differentiated value and societal impact. Moreover these metrics should be integrated into their managerial software, operating plans, target setting, investment decisions, executive compensation and employee recognition.
AUTHOR // BCG
PUBLISHED // June 2019
THEMES // #measure #growth #resilience #agility
TOPIC // Getting uncomfortable on Purpose
KEY INSIGHTS // A good purpose sets aspirations without ignoring the brutal truths. // Purpose should suggest a way to create a positive impact while attracting and maintaining the resources to do so. // The discomforting gap between aspiration and reality inspires innovation and collaboration. // Purpose should be a timeless idea that remains the core of the strategy while it evolves and develops with time. // To translate purpose into substantive actions it requires honest, open and difficult communications. // Purpose should shape the organization’s M&A, and R&D strategies, its product portfolio, internal processes and corporate statesmanship activities.
AUTHOR // BCG
PUBLISHED // January 2019
THEMES // #agility #resilience
TOPIC // The business case for purpose
KEY INSIGHTS // Companies are categorised into three categories when it comes to purpose: Prioritizers (clearly articulated and embedded purpose), developers ( In the process of embedding purpose), and laggards (purpose was not understood or communicated). // Although 90 percent of executives surveyed said their company understands the importance of such purpose, only 46 percent said it informs their strategic and operational decision-making. // Purpose—or the lack of shared understanding of purpose—seems to have a direct impact on the bottom line. // Short term shareholder pressure, systems and infrastructure that are not aligned with long term purpose, lack of performance targets and incentives aligned with purpose and poor communication across the organization are the main barriers that hinders the integration of purpose into the company’s strategy.
AUTHOR // HBR
PUBLISHED // 2015
THEMES // #employees #statistics #growth #resilience
TOPIC // Putting purpose to work
KEY INSIGHTS // 79% of business leaders believe that purpose is central to business success, however only 34% of them actually use purpose as a guidepost for decision making of their leadership team. This gap presents an opportunity for truly-purpose driven leadership. // In order to drive this individual connection to purpose, employers must take an empathetic approach to talking about the value of their products and services and how those benefits provided to customers are a direct result of employees’ day-to-day contributions. // Purpose needs to direct much of how people are managed—how they’re recruited, developed, and rewarded. // Companies can put purpose to work by intentionally embedding purpose in three main aspects of the organization: leadership and management practices, communications, and talent strategies.
AUTHOR // PWC
PUBLISHED // June 2016
THEMES // #growth #employees #statistics #resilience
TOPIC // What’s a business for?
KEY INSIGHTS // Although written in 2002 in the midst of Enron and WorldCom scandals, the article is eerily relevant to today’s dynamics. This article calls into question the motives and practices of major corporations and their executives. Throughout the article, Handy stresses the need to re-evaluate why businesses actually exist. If you think the answer is just profits, you might want to rethink!. // Make sure you are in a peaceful environment when you read the article, it will take you about 10 minutes to go through it. Handy discusses several topics related to the role of executives, shareholder expectation, ownership of businesses, wellbeing of employees and the impact of business activities on the society and the environment. It is best to read this article slowly and cautiously so that you don’t miss the important bits. // Unless companies change their culture, capitalism will continue to be viewed as the rich man’s self-serving game. Investors, talent and consumers may desert it and governments may impose more limiting regulations.
AUTHOR // HBR
PUBLISHED // December 2002
THEMES // #employees #trust #resilience
1
2
3
4
5
6

EVIDENCE // EMPLOYEES

TOPIC // Purpose not platitudes
KEY INSIGHTS // To develop a robust corporate purpose, top executives must pressure test corporate purpose with their teams, employees and themselves by challenging, testing and improving it continually. // When a company’s purpose is alligned with it’s employees’ purpose, employee engagement increases 4 X and employee retention increases 2 X, while also improving the firm’s financial performance. // This article describes how CEOs and top executives can better live up to their special role in a purpose journey. Certainly not by going it alone or by making pronouncements but by enlisting the organization’s help to challenge the purpose, test it, and improve it so that everyone can shape it and own it together. // Best leaders use scrutiny to challenge themselves and the company’s purpose with an aim of improving both.
AUTHOR // McKinsey
PUBLISHED // December 2016
THEMES // #employees #resilience #Agility
TOPIC // Unilever CEO Sees Purpose-Led Businesses Only Gaining Relevance KEY INSIGHTS // Trade-off between purpose and profit is a misconception, better financial performance is a by-product of responsible leadership. // Capitalism is evolving to be a more equitable model. // People need trusted brands more than ever. // Greater emphasis on building agility and responsiveness post Covid -19. // Companies with purpose last. // Multi-stakeholder model starts with employees. AUTHOR // Bloomberg PUBLISHED // May 2020 THEMES // #resilience #trust #employees #agility #growth
TOPIC // Employees First
KEY INSIGHTS // Companies wired to look after “employees first” build invaluable resiliency that will determine whether your business makes it post C19, or not. // Resiliency comes from looking after your people when they need you the most. // Authenticity, fairness & transparency will be noticed by your “surviving” workforce. // Structure & support, scheduled & repetitive for shared purpose
AUTHOR // Inspired Companies
PUBLISHED // April 2020
THEMES // #employees #resilience #trust
TOPIC // The state of the debate on purpose in business
KEY INSIGHTS // Purpose can be a powerful enabler of success in multiple ways: from providing strategic clarity, to facilitating innovation and transformation, to connecting organisations with their people, and building bridges between organisations. // “Conscious capitalism” is gaining momentum. // Purpose helps companies to “do good while doing well” and maximises value for shareholders, customers, employees, and the society over the long term. // Public disclosures about “corporate purpose” surpasses the rate of public disclosure about sustainability. // Create win-wins by aligning executives and employees’ commitment to the company’s purpose. // Purpose is not invented but discovered. // Revenue growth, market share, retention rates, customer satisfaction and brand reputations are metrics to measure outcomes of purpose- led strategies. // Case studies of companies that have successfully integrated purpose with their strategy. // Purpose may be the best source of resilience in the face of the 21st century complexities. // Purpose acts as a filter- helping companies to spot political risks, stay focussed on long term goals and resist pressures to react to trends and fads.
AUTHOR // EY Beacon Institute
PUBLISHED // 2016
THEMES // #resilience #employees #agility #growth
TOPIC // B2B Purpose Paradox
KEY INSIGHTS // Purpose-driven companies make more money, have more engaged employees, more loyal customers, and are better at innovation and transformational change. // Once a marketing practice to support worthy causes and boost reputation, purpose is now embraced as a critical growth strategy. // Purpose can increase shareholder value by $1 Billion. // The question is no longer if an organization will state its purpose, but how it will activate that purpose authentically. // Employees are the priority audience for B2B purpose, followed by customers, shareholders, communities, future talent, and supply chain. // 86% respondents believe that purpose is important to their business, yet only 24% said purpose is embedded in their business to the point of influencing culture, innovation, operations and their engagement with society. // The report discusses 4 main challenges that prevent full activation of purpose, with purpose being perceived as a PR tactic being the most significant challenge. // To ignite purpose, companies should identify their purpose ambassadors, drive purpose from senior leadership, embed purpose into culture, make employees their engines and measure the impact. // Enhanced purpose communications can pay off. // Measure impacts of activated purpose on new products or services, reputation, customer retention, growth, and ultimately sales.
AUTHOR // Carol Cone
PUBLISHED // 2020
THEMES // #growth #employees #agility #resilience #measure #statistics
TOPIC // The Edelman Trust Barometer – Trust at Work
KEY INSIGHTS // Trust at Work is a fundamental rebalancing of the employee employer relationship, shifting from top-down control to one that emphasizes employee empowerment. // Globally, “my employer” (75 percent) is significantly more trusted than NGOs (57 percent), business (56 percent), government (48 percent) and media (47 percent). // More than three-quarters (76 percent) say they want CEOs to take the lead on change instead of waiting for the government to impose it. // 73 percent believe a company can take actions that both increase profits and improve economic and social conditions in the community where it operates. // 67 percent of employees expect their employers to have a greater purpose and desire to have a job that creates a meaningful societal impact. // Australian employees who have trust in their employer demonstrate greater advocacy (80%), loyalty (71%), engagement (69%) and commitment (87%).
AUTHOR // Edelman
PUBLISHED // 2019
THEMES // #resilience #employees #statistics #trust
TOPIC // A sense of purpose – how to reconcile profit with purpose
KEY INSIGHTS // How do 21st-century corporations reconcile profit with purpose? And what do organisations ‘do’ when they focus on Purpose? // Companies need direction to identify and communicate that the products or services they offer have a purpose beyond simply the financials. // Research between the EY Beacon Institute and Saïd Business School collaboration sets out to show best practice and the steps an organisation takes when embarking on a purpose journey to help their organisation to transform.
AUTHOR // Saïd Bus. School
PUBLISHED // October 2018
THEMES // #resilience #employees
TOPIC // The business case for purpose
KEY INSIGHTS // Companies are categorised into three categories when it comes to purpose: Prioritizers (clearly articulated and embedded purpose), developers ( In the process of embedding purpose), and laggards (purpose was not understood or communicated). // Although 90 percent of executives surveyed said their company understands the importance of such purpose, only 46 percent said it informs their strategic and operational decision-making. // Purpose—or the lack of shared understanding of purpose—seems to have a direct impact on the bottom line. // Short term shareholder pressure, systems and infrastructure that are not aligned with long term purpose, lack of performance targets and incentives aligned with purpose and poor communication across the organization are the main barriers that hinders the integration of purpose into the company’s strategy.
AUTHOR // HBR
PUBLISHED // 2015
THEMES // #employees #statistics #growth #resilience
TOPIC // Putting purpose to work
KEY INSIGHTS // 79% of business leaders believe that purpose is central to business success, however only 34% of them actually use purpose as a guidepost for decision making of their leadership team. This gap presents an opportunity for truly-purpose driven leadership. // In order to drive this individual connection to purpose, employers must take an empathetic approach to talking about the value of their products and services and how those benefits provided to customers are a direct result of employees’ day-to-day contributions. // Purpose needs to direct much of how people are managed—how they’re recruited, developed, and rewarded. // Companies can put purpose to work by intentionally embedding purpose in three main aspects of the organization: leadership and management practices, communications, and talent strategies.
AUTHOR // PWC
PUBLISHED // June 2016
THEMES // #growth #employees #statistics #resilience
TOPIC // What’s a business for?
KEY INSIGHTS // Although written in 2002 in the midst of Enron and WorldCom scandals, the article is eerily relevant to today’s dynamics. This article calls into question the motives and practices of major corporations and their executives. Throughout the article, Handy stresses the need to re-evaluate why businesses actually exist. If you think the answer is just profits, you might want to rethink!. // Make sure you are in a peaceful environment when you read the article, it will take you about 10 minutes to go through it. Handy discusses several topics related to the role of executives, shareholder expectation, ownership of businesses, wellbeing of employees and the impact of business activities on the society and the environment. It is best to read this article slowly and cautiously so that you don’t miss the important bits. // Unless companies change their culture, capitalism will continue to be viewed as the rich man’s self-serving game. Investors, talent and consumers may desert it and governments may impose more limiting regulations.
AUTHOR // HBR
PUBLISHED // December 2002
THEMES // #employees #trust #resilience
TOPIC // The dispersed working: The new normal
KEY INSIGHTS // Contexis index measures purpose as a lead indicator of organisational performance. // Purpose is 3 X more important to drive performance in remote workers when compared to their office-based peers. // While social distance leads to distrust, an activated purpose provides context, inspires ownership, and builds trust amongst dispersed teams. // Leadership in the post Covid world = Purpose + Trust + Ownership + Context + Understanding human relationships.
AUTHOR // Contexis
PUBLISHED // 2020
THEMES // #employees #agility #trust
TOPIC // Purpose is everything
KEY INSIGHTS // Purpose driven organisations experience higher market share growth and grow 3 X faster than their rivals, all while achieving higher employee and customer satisfaction. // More than 80 percent of consumers are willing to pay more for a brand that is committed to CSR and environmental goals. // Customers today base their purchasing decisions on how brands treat their people, the environment, and the communities in which it operates. // Longevity and authenticity differentiate purpose driven businesses from the others.
AUTHOR // Deloitte
PUBLISHED // October 2019
THEMES // #growth #employees #stats
TOPIC // State of the global workplace
KEY INSIGHTS // Statistics on employment and workforce engagement based on Gallup surveys in 155 countries. // Employee engagement worldwide is at 15%, however it varies significantly from across regions. // An organisation’s organic growth is closely tied to its employee engagement. // Managers play a crucial role in implementing performance management systems that are performance oriented, engagement based, and strengths focused. // Gallup’s Q12 employee engagement metric addresses positive relationships, developmental opportunities, and sense of purpose. // Millennial workers seek jobs that give them a sense of purpose.
AUTHOR // Gallup
PUBLISHED // 2017
THEMES // #employees #stats #growth #agility
TOPIC // Organising for the future with Tech, Talent and Purpose
KEY INSIGHTS // A study conducted by BCG and BrightHouse found that organizations with a well-defined purpose were more likely to show above-average performance. // New technologies, changing business needs, evolving talent market, and greater employee expectations are redefining 21st century businesses. //Companies need to unlearn the mechanistic view of last century organisations and imagine the organization of the future to be a robust yet more organic and evolving model. // Technology will help break the compromise between scale and customization. // From strategic planning to budgeting to goal setting, leaders will need to employ more agile methods. // Leaders need to focus on six core attributes discussed in the article to keep up with accelerating changes.
AUTHOR // BCG
PUBLISHED // September 2019
THEMES // #employees #agility #growth
TOPIC // Neuroscience of Trust
KEY INSIGHTS // Compared with people at low-trust companies, people at high-trust companies report: 74% less stress, 106% more energy at work, 50% higher productivity, 13% fewer sick days, 76% more engagement, 29% more satisfaction with their lives, 40% less burnout.
AUTHOR // HBR
PUBLISHED // 2017
THEMES // #employees #trust #statistics
TOPIC // The ROI of trust
KEY INSIGHTS // Those working in high-trust companies enjoyed their jobs 60% more and were 70% more aligned with their organization’s purpose. // Mutual respect, inclusion and transparency are the building blocks of building trust. // Employees in high-trust companies are more productive and innovative and therefore can expect up to 17% more compensation for their efforts.
AUTHOR // Medium
PUBLISHED // November 2017
THEMES // #trust #employees
TOPIC // The damage inflicted by poor managers
KEY INSIGHTS // When engagement levels slip, top leaders benefit by analysing leadership management techniques from the top down, assess their skills, analyse department relationship dynamics and provide coaching, training and support to their leaders to improve the company as a whole.
AUTHOR // Gallup
PUBLISHED // December 2016
THEMES // #employees #statistics
TOPIC // Why you hate work
KEY INSIGHTS // It is important for employers to ask the basic question: “What would make our employees feel more energized, better taken care of, more focused and more inspired?”.
AUTHOR // NY Times
PUBLISHED // May 2014
THEMES // #employees #statistics
1
2
3
4

EVIDENCE // AGILITY

TOPIC // Edelman Trust Barometer – Competence and Ethics
KEY INSIGHTS // The foundation of building trust is based on competence (delivering on promises) and ethics (doing the right thing and working to improve society). // The battle for trust will be fought on the field of ethical behaviour. Ethical drivers (e.g., integrity, dependability, purpose) are 3 X more important to company trust than competence. // Business viewed as the only competent institution, holding a 54-point edge over government. However, NGOs are perceived as the only ethical institution with business lagging behind NGOs by 21 points. // Belief driven buyers choose, switch, avoid or boycott a brand based on its stand on societal issues. // 73% of employees want to have a say in the planning process and the opportunity to change the society. // Chief executives can no longer focus exclusively on shareholder returns as stakeholders demand greater social and environmental responsibility.
AUTHOR // Edelman
PUBLISHED // 2020
THEMES // #trust #agility #resilience #stats
TOPIC // Purpose not platitudes
KEY INSIGHTS // To develop a robust corporate purpose, top executives must pressure test corporate purpose with their teams, employees and themselves by challenging, testing and improving it continually. // When a company’s purpose is alligned with it’s employees’ purpose, employee engagement increases 4 X and employee retention increases 2 X, while also improving the firm’s financial performance. // This article describes how CEOs and top executives can better live up to their special role in a purpose journey. Certainly not by going it alone or by making pronouncements but by enlisting the organization’s help to challenge the purpose, test it, and improve it so that everyone can shape it and own it together. // Best leaders use scrutiny to challenge themselves and the company’s purpose with an aim of improving both.
AUTHOR // McKinsey
PUBLISHED // December 2016
THEMES // #employees #resilience #Agility
TOPIC // Unilever CEO Sees Purpose-Led Businesses Only Gaining Relevance KEY INSIGHTS // Trade-off between purpose and profit is a misconception, better financial performance is a by-product of responsible leadership. // Capitalism is evolving to be a more equitable model. // People need trusted brands more than ever. // Greater emphasis on building agility and responsiveness post Covid -19. // Companies with purpose last. // Multi-stakeholder model starts with employees. AUTHOR // Bloomberg PUBLISHED // May 2020 THEMES // #resilience #trust #employees #agility #growth
TOPIC // World value Index – How people perceive a brand’s purpose
KEY INSIGHTS // World Value Index measures the extent to which a brand’s purpose inspires active support and purchase from [American] consumers. // Companies today inspire people to use their power to actively support their mission with participation, advocacy, and co-creation. // Growing audience that values and supports companies with purpose creates a great opportunity for brands. // Brands can harness the tremendous power of inspired people by aligning the goals of employees and customers. // 81% say business can be a force for positive social and environmental change.
AUTHOR // Enso
PUBLISHED // 2018
THEMES // #resilience #agility #trust
TOPIC // The state of the debate on purpose in business
KEY INSIGHTS // Purpose can be a powerful enabler of success in multiple ways: from providing strategic clarity, to facilitating innovation and transformation, to connecting organisations with their people, and building bridges between organisations. // “Conscious capitalism” is gaining momentum. // Purpose helps companies to “do good while doing well” and maximises value for shareholders, customers, employees, and the society over the long term. // Public disclosures about “corporate purpose” surpasses the rate of public disclosure about sustainability. // Create win-wins by aligning executives and employees’ commitment to the company’s purpose. // Purpose is not invented but discovered. // Revenue growth, market share, retention rates, customer satisfaction and brand reputations are metrics to measure outcomes of purpose- led strategies. // Case studies of companies that have successfully integrated purpose with their strategy. // Purpose may be the best source of resilience in the face of the 21st century complexities. // Purpose acts as a filter- helping companies to spot political risks, stay focussed on long term goals and resist pressures to react to trends and fads.
AUTHOR // EY Beacon Institute
PUBLISHED // 2016
THEMES // #resilience #employees #agility #growth
TOPIC // Global Marketing Trends 2021 – purpose built to flourish
KEY INSIGHTS // Organisations with a strong purpose are better positioned to navigate through unprecedented changes. // Purpose driven enterprises are not just getting more attention but also spurring consumer action. // Purpose is a long-term commitment that guides why and how an organisation exists. // A purpose driven enterprise aligns its brand purpose to a bigger enterprise-wide purpose. // The world is shifting to social enterprise. // Everyone is looking to businesses for solutions, with people seeing businesses as more competent than non-profits and governments to solve global issues. // Marketers can help bring purpose to the forefront of the enterprise. // Consumers are most aware of brands that responded to Covid-19 by protecting employees and supporting covid-19 community support initiatives.
AUTHOR // Deloitte
PUBLISHED // 2020
THEMES // #trust #resilience #agility
TOPIC // B2B Purpose Paradox
KEY INSIGHTS // Purpose-driven companies make more money, have more engaged employees, more loyal customers, and are better at innovation and transformational change. // Once a marketing practice to support worthy causes and boost reputation, purpose is now embraced as a critical growth strategy. // Purpose can increase shareholder value by $1 Billion. // The question is no longer if an organization will state its purpose, but how it will activate that purpose authentically. // Employees are the priority audience for B2B purpose, followed by customers, shareholders, communities, future talent, and supply chain. // 86% respondents believe that purpose is important to their business, yet only 24% said purpose is embedded in their business to the point of influencing culture, innovation, operations and their engagement with society. // The report discusses 4 main challenges that prevent full activation of purpose, with purpose being perceived as a PR tactic being the most significant challenge. // To ignite purpose, companies should identify their purpose ambassadors, drive purpose from senior leadership, embed purpose into culture, make employees their engines and measure the impact. // Enhanced purpose communications can pay off. // Measure impacts of activated purpose on new products or services, reputation, customer retention, growth, and ultimately sales.
AUTHOR // Carol Cone
PUBLISHED // 2020
THEMES // #growth #employees #agility #resilience #measure #statistics
TOPIC // Edelman Trust Top 10
KEY INSIGHTS // This article provides a great one-page summary of the Edelman’s Trust Barometer report 2020.
AUTHOR // Edelman
PUBLISHED // 2020
THEMES // #resilience #agility #trust #statistics
TOPIC // Megatrends 2020 and beyond
KEY INSIGHTS // EY Megatrends provide leaders with a framework for navigating COVID-19 and charting future growth.. // The megatrends are eight future scenarios, emanating from disruptive forces of technology, demographics, environment and globalisation prompt leaders to reverse-engineer their company’s trajectory. // To remain relevant, businesses will need to adapt to the changing landscape and reshape their strategies around sustainability and inclusion to create long term value. // Companies that will stand out in the future will understand the megatrends early on, determine their purpose accordingly and implement their transformation in time to make them more resilient
AUTHOR // EY
PUBLISHED // 2020
THEMES // #growth #resilience #agility
TOPIC // Purpose led growth
KEY INSIGHTS // Brands with a purpose grow 2X faster than others. // Purpose is one of the most misunderstood business buzzwords today. // Among marketing leaders, 76% think their organization has a defined purpose, but only one in 10 have a corporate purpose statement that’s backed by a meaningful activation plan. // The critical factor that sets successful companies apart is the ability to infuse the purpose led thinking throughout the company, rather than just being a marketing exercise. // Articulation, infusion and amplification are the 3 steps that take purpose from a tactic to a movement. // Articulation carries a brand from tactics to promise. Infusion then moves a brand from promise to strategy. And finally, amplification gets a brand from strategy to movement. // Relevance, credibility, uniqueness, coherence and Business-proof are the building blocks of defining a meaningful purpose. // To infuse purpose it should be leadership driven, culture & strategy-led, 360executed and impact measured. // Purpose should be inspiring, collaborative and conversation fuelling to amplify and create a movement beyond the brand.
AUTHOR // Kantar
PUBLISHED // 2020
THEMES // #growth #statistics #agility #resilience #measure
TOPIC // The essence in resilient leadership
KEY INSIGHTS // A truly resilient organization is one that has transformed, having built the attitudes, beliefs, agility, and structures into its DNA that enable it to not just recover to where it was, but catapult forward—quickly. // Resilient leaders are defined first by who they are in embodying five essential qualities and then by what they do across three critical time frames: Respond, Recover, and Thrive. // Resilient leaders shift mindsets, navigate uncertainties, and invest in building trust to develop a recovery playbook that serves as a solid foundation for the post-COVID-19 future. // Resilient leaders must start by defining the destination at the end of recovery and envision it in terms of desired stakeholder outcomes. // The physical, emotional, financial and digital dimensions of trust must be nurtured to rebuild confidence with stakeholders. // The article describes four important moves that organisations must successfully execute to be able to successfully navigate through the recovery phase of Covid-19. // As organizations emerge from Recover and transition into the Thrive phase, trust, coupled with the five qualities of resilient leadership, serves as a strong foundation on which resilient leaders can build the business models to address the new markets that will emerge. // The article also discusses C-suite considerations for the recovery playbook in detail, and includes discussions around growth and profitability, Digital transformation, Workforce structures, and managing stakeholder expectations.
AUTHOR // Deloitte
PUBLISHED // April 2020
THEMES // #resilience #agility #trust #growth
TOPIC // Pull Factor
KEY INSIGHTS // The pull factor framework provides 21st century brands a way to combine consumers needs with sustainable behaviours and brand equity. // The data marks a significant and continuing shift in personal values, priorities and desires toward a life rich with more meaningful relationships and more health, balance, passion and growth. // Respondents prioritized safe drinking water (91%), mental health (89%), clean air (88%), education (86%), stable financial institutions (86%) and clean oceans (85%) as their top concerns. // People want brands to play a larger role in shaping a better world that prioritizes meaning purpose and positive impact for all. // The report identifies 9 most impactful sustainable behaviours that present massive opportunities for brand leadership to drive material impact and propel society towards sustainable living. // Case studies of brands that are succeeding in unlocking the Pull Factor.
AUTHOR // BBMG
PUBLISHED // September 2019
THEMES // #trust #resilience #agility #statistics
TOPIC // The Humanisation of the Corporation
KEY INSIGHTS // Recognising the shift businesses need to make now more than ever ‘from a mechanistic to a more humanistic’ view of the corporation. // This article reveals how the pursuit of narrow goals (20th century style ‘profit at all cost’ focus) has resulted in disengagement of employees, mistrust of business (society wide trust deficit), and inequality between winners and losers. // Key principles that leaders can follow to humanise their companies in ways that generate benefits for both business and the broader system (stakeholders and society) are recommended in this article. // Becoming a human company is a lengthy journey. It starts with articulating a meaningful purpose and understanding where your company’s starting point is and ensuring everyone is well equipped for the change.
AUTHOR // BCGl
PUBLISHED // February2018
THEMES // #resilience #agility
TOPIC // Optimize for both social and business value
KEY INSIGHTS // CEOs should take advantage of the changing landscape and establish competitive advantage at the intersection of shareholder value, corporate longevity and societal impact. // Sustainable business model innovation (S-BMI) takes a much wider perspective than traditional business model innovation by considering a broader set of stakeholders; the system dynamics of the socio-environmental context; longer time horizons for sustaining adaptable advantage; the limits of business model scale, viability, and resilience; the cradle-to-grave production and consumption cycle; and the points of leverage for profitable and sustainable transformation. // Companies can compete in creating societal value by expanding the value of products or services on six dimensions: economic gains, environmental sustainability, customer well-being, ethical content, societal enablement, and access and inclusion. // Companies can leverage by creating models that include the public and social sectors to improve the company’s business and societal proposition. // Organizations should focus on insightful metrics that directly connect the company’s unique purpose and business models to the way the company creates differentiated value and societal impact. Moreover these metrics should be integrated into their managerial software, operating plans, target setting, investment decisions, executive compensation and employee recognition.
AUTHOR // BCG
PUBLISHED // June 2019
THEMES // #measure #growth #resilience #agility
TOPIC // Getting uncomfortable on Purpose
KEY INSIGHTS // A good purpose sets aspirations without ignoring the brutal truths. // Purpose should suggest a way to create a positive impact while attracting and maintaining the resources to do so. // The discomforting gap between aspiration and reality inspires innovation and collaboration. // Purpose should be a timeless idea that remains the core of the strategy while it evolves and develops with time. // To translate purpose into substantive actions it requires honest, open and difficult communications. // Purpose should shape the organization’s M&A, and R&D strategies, its product portfolio, internal processes and corporate statesmanship activities.
AUTHOR // BCG
PUBLISHED // January 2019
THEMES // #agility #resilience
TOPIC // The dispersed working: The new normal
KEY INSIGHTS // Contexis index measures purpose as a lead indicator of organisational performance. // Purpose is 3 X more important to drive performance in remote workers when compared to their office-based peers. // While social distance leads to distrust, an activated purpose provides context, inspires ownership, and builds trust amongst dispersed teams. // Leadership in the post Covid world = Purpose + Trust + Ownership + Context + Understanding human relationships.
AUTHOR // Contexis
PUBLISHED // 2020
THEMES // #employees #agility #trust
TOPIC // Purpose: Shifting from ‘why’ to ‘how’
KEY INSIGHTS // Building around unique capabilities and points of leverage with the potential for outsize impact on social challenges can create value. // Embed reflection, discussion and action in the heart of the business to bridge the purpose gap. // Integrating societal impact goals into compensation is a “proof point”. // Create a baseline from the stakeholders’ perspectives. // Tracking and reporting progress against purpose goals. // Entering new products/markets or making changes to existing products that enhance their societal value. // Incorporating purpose-driven metrics into compensation and performance decisions.
AUTHOR // McKinsey & Company
PUBLISHED // April 2020
THEMES // #agility #trust
TOPIC // State of the global workplace
KEY INSIGHTS // Statistics on employment and workforce engagement based on Gallup surveys in 155 countries. // Employee engagement worldwide is at 15%, however it varies significantly from across regions. // An organisation’s organic growth is closely tied to its employee engagement. // Managers play a crucial role in implementing performance management systems that are performance oriented, engagement based, and strengths focused. // Gallup’s Q12 employee engagement metric addresses positive relationships, developmental opportunities, and sense of purpose. // Millennial workers seek jobs that give them a sense of purpose.
AUTHOR // Gallup
PUBLISHED // 2017
THEMES // #employees #stats #growth #agility
TOPIC // Organising for the future with Tech, Talent and Purpose
KEY INSIGHTS // A study conducted by BCG and BrightHouse found that organizations with a well-defined purpose were more likely to show above-average performance. // New technologies, changing business needs, evolving talent market, and greater employee expectations are redefining 21st century businesses. // Companies need to unlearn the mechanistic view of last century organisations and imagine the organization of the future to be a robust yet more organic and evolving model. // Technology will help break the compromise between scale and customization. // From strategic planning to budgeting to goal setting, leaders will need to employ more agile methods. // Leaders need to focus on six core attributes discussed in the article to keep up with accelerating changes.
AUTHOR // BCG
PUBLISHED // September 2019
THEMES // #employees #agility #growth
TOPIC // Capital P – Purpose. How can purpose reveal a path through disruption?
KEY INSIGHTS // EY shares insights from 1,470 business leaders from a wide range of industries around the world surveyed on the topic of Purpose. // The results reveal how best-in-class purposeful companies are using their purpose as a beacon to navigate turbulent times. These are the Purposeful companies who embrace a humanistic, multi-stakeholder orientated Purpose and align all they do in order to pursue it. // The article reveals that not all companies’ purposes are created equally and that most companies claim to have purpose but their understanding of what it means varies significantly. // The research focuses on 5 definitions of Purpose and the ‘Capital P-Purpose’ is explained. // What’s also revealed is the 4 phases of becoming a purpose-led organisation.
AUTHOR // EY
PUBLISHED // April 2018
THEMES // #growth #agility
TOPIC // Competitive Agility (To affinity and Beyond, the rise of the purpose led brand)
KEY INSIGHTS // Companies that stand for something bigger than what they sell are more likely to attract customers, influence purchasing decisions, and retain relationships thereby improving profitability and competitiveness. // Understanding how to install a sense of “brand belongingness” through a clear and relevant purpose is quickly becoming a prerequisite for competitiveness. // Authenticity, creativity and acting humanly are the three guiding principles that set purpose driven brands apart.
AUTHOR // Accenture
PUBLISHED // 2018
THEMES // #agility #trust #statistics
TOPIC // The Edelman Trust Barometer – Trust in Crisis
KEY INSIGHTS // Current populist movements are fuelled by a lack of trust in the system and economic and societal fears, including corruption, immigration, globalization, eroding social values and the pace of innovation. // Of the four institutions, business is viewed as the only one that can make a difference. The best ways business can build trust in a better future are to pay fair wages, offer better benefits, and create more jobs. // The fastest ways businesses can erode trust are to bribe government officials, pay outsize compensation to senior management, and avoid taxes. // A top-down model does not work, and a more participatory model is needed.
AUTHOR // Edelman
PUBLISHED // 2017
THEMES // #trust #statistics #agility
1
2
3
4
5

EVIDENCE // TRUST

TOPIC // Edelman Trust Barometer – Competence and Ethics
KEY INSIGHTS // The foundation of building trust is based on competence (delivering on promises) and ethics (doing the right thing and working to improve society). // The battle for trust will be fought on the field of ethical behaviour. Ethical drivers (e.g., integrity, dependability, purpose) are 3 X more important to company trust than competence. // Business viewed as the only competent institution, holding a 54-point edge over government. However, NGOs are perceived as the only ethical institution with business lagging behind NGOs by 21 points. // Belief driven buyers choose, switch, avoid or boycott a brand based on its stand on societal issues. // 73% of employees want to have a say in the planning process and the opportunity to change the society. // Chief executives can no longer focus exclusively on shareholder returns as stakeholders demand greater social and environmental responsibility.
AUTHOR // Edelman
PUBLISHED // 2020
THEMES // #trust #agility #resilience #stats
TOPIC // Unilever CEO Sees Purpose-Led Businesses Only Gaining Relevance KEY INSIGHTS // Trade-off between purpose and profit is a misconception, better financial performance is a by-product of responsible leadership. // Capitalism is evolving to be a more equitable model. // People need trusted brands more than ever. // Greater emphasis on building agility and responsiveness post Covid -19. // Companies with purpose last. // Multi-stakeholder model starts with employees. AUTHOR // Bloomberg PUBLISHED // May 2020 THEMES // #resilience #trust #employees #agility #growth
TOPIC // Employees First
KEY INSIGHTS // Companies wired to look after “employees first” build invaluable resiliency that will determine whether your business makes it post C19, or not. // Resiliency comes from looking after your people when they need you the most. // Authenticity, fairness & transparency will be noticed by your “surviving” workforce. // Structure & support, scheduled & repetitive for shared purpose
AUTHOR // Inspired Companies
PUBLISHED // April 2020
THEMES // #employees #resilience #trust
TOPIC // World value Index – How people perceive a brand’s purpose
KEY INSIGHTS // World Value Index measures the extent to which a brand’s purpose inspires active support and purchase from [American] consumers. // Companies today inspire people to use their power to actively support their mission with participation, advocacy, and co-creation. // Growing audience that values and supports companies with purpose creates a great opportunity for brands. // Brands can harness the tremendous power of inspired people by aligning the goals of employees and customers. // 81% say business can be a force for positive social and environmental change.
AUTHOR // Enso
PUBLISHED // 2018
THEMES // #resilience #agility #trust
TOPIC // Global Marketing Trends 2021 – purpose built to flourish
KEY INSIGHTS // Organisations with a strong purpose are better positioned to navigate through unprecedented changes. // Purpose driven enterprises are not just getting more attention but also spurring consumer action. // Purpose is a long-term commitment that guides why and how an organisation exists. // A purpose driven enterprise aligns its brand purpose to a bigger enterprise-wide purpose. // The world is shifting to social enterprise. // Everyone is looking to businesses for solutions, with people seeing businesses as more competent than non-profits and governments to solve global issues. // Marketers can help bring purpose to the forefront of the enterprise. // Consumers are most aware of brands that responded to Covid-19 by protecting employees and supporting covid-19 community support initiatives.
AUTHOR // Deloitte
PUBLISHED // 2020
THEMES // #trust #resilience #agility
TOPIC // The Edelman Trust Barometer – Brand Trust
KEY INSIGHTS // Brand trust is no longer a marketing strategy, it is the core part of business strategy. // In today’s landscape, brand trust is multidimensional, living at the intersection where personal and societal issues converge, and where words meet actions. // Brands are rewarded with more resilient relationships with customers when they deliver on their promises of advocacy and action. // Communicating with emotions, compassion and facts builds trust. // People are buying or boycotting brands over their response to the COVID-19 pandemic. // 71% respondents globally believe that trusting a brand is more important today than in the past. // Trust is second only to price when it comes to making purchase decisions about a brand. // Consumers are more likely to be loyal, engaged and to advocate for the brand when they trust the brand
AUTHOR // Edelman
PUBLISHED // 2020
THEMES // #trust #resilience #stats
TOPIC // Edelman Trust Top 10
KEY INSIGHTS // This article provides a great one-page summary of the Edelman’s Trust Barometer report 2020.
AUTHOR // Edelman
PUBLISHED // 2020
THEMES // #resilience #agility #trust #statistics
TOPIC // Trust and Brands: They make or break
KEY INSIGHTS // The article by Richard Edelman highlights the main takeouts from the Edelman Trust Barometer Special Report “Brand Trust in 2020”. // Trust has emerged as the second most important factor influencing consumers’ purchasing decisions. // Two-thirds of customers expect brands to be the driver of societal change. // 44 percent of the respondents cared about brand impact on the environment. // When a brand’s promises are met with tangible actions, consumers reward them with more resilient relationships. // Now is the time for brands to lead, inspire and deliver change.
AUTHOR // Edelman
PUBLISHED // June 2020
THEMES // #trust #resilience #statistics #measure
TOPIC // The essence in resilient leadership
KEY INSIGHTS // A truly resilient organization is one that has transformed, having built the attitudes, beliefs, agility, and structures into its DNA that enable it to not just recover to where it was, but catapult forward—quickly. // Resilient leaders are defined first by who they are in embodying five essential qualities and then by what they do across three critical time frames: Respond, Recover, and Thrive. // Resilient leaders shift mindsets, navigate uncertainties, and invest in building trust to develop a recovery playbook that serves as a solid foundation for the post-COVID-19 future. // Resilient leaders must start by defining the destination at the end of recovery and envision it in terms of desired stakeholder outcomes. // The physical, emotional, financial and digital dimensions of trust must be nurtured to rebuild confidence with stakeholders. // The article describes four important moves that organisations must successfully execute to be able to successfully navigate through the recovery phase of Covid-19. // As organizations emerge from Recover and transition into the Thrive phase, trust, coupled with the five qualities of resilient leadership, serves as a strong foundation on which resilient leaders can build the business models to address the new markets that will emerge. // The article also discusses C-suite considerations for the recovery playbook in detail, and includes discussions around growth and profitability, Digital transformation, Workforce structures, and managing stakeholder expectations.
AUTHOR // Deloitte
PUBLISHED // April 2020
THEMES // #resilience #agility #trust #growth
TOPIC // The Edelman Trust Barometer – Trust at Work
KEY INSIGHTS // Trust at Work is a fundamental rebalancing of the employee employer relationship, shifting from top-down control to one that emphasizes employee empowerment. // Globally, “my employer” (75 percent) is significantly more trusted than NGOs (57 percent), business (56 percent), government (48 percent) and media (47 percent). // More than three-quarters (76 percent) say they want CEOs to take the lead on change instead of waiting for the government to impose it. // 73 percent believe a company can take actions that both increase profits and improve economic and social conditions in the community where it operates. // 67 percent of employees expect their employers to have a greater purpose and desire to have a job that creates a meaningful societal impact. // Australian employees who have trust in their employer demonstrate greater advocacy (80%), loyalty (71%), engagement (69%) and commitment (87%).
AUTHOR // Edelman
PUBLISHED // 2019
THEMES // #resilience #employees #statistics #trust
TOPIC // Pull Factor
KEY INSIGHTS // The pull factor framework provides 21st century brands a way to combine consumers needs with sustainable behaviours and brand equity. // The data marks a significant and continuing shift in personal values, priorities and desires toward a life rich with more meaningful relationships and more health, balance, passion and growth. // Respondents prioritized safe drinking water (91%), mental health (89%), clean air (88%), education (86%), stable financial institutions (86%) and clean oceans (85%) as their top concerns. // People want brands to play a larger role in shaping a better world that prioritizes meaning purpose and positive impact for all. // The report identifies 9 most impactful sustainable behaviours that present massive opportunities for brand leadership to drive material impact and propel society towards sustainable living. // Case studies of brands that are succeeding in unlocking the Pull Factor.
AUTHOR // BBMG
PUBLISHED // September 2019
THEMES // #trust #resilience #agility #statistics
TOPIC // Pull Factor
KEY INSIGHTS // The pull factor framework provides 21st century brands a way to combine consumers needs with sustainable behaviours and brand equity. // The data marks a significant and continuing shift in personal values, priorities and desires toward a life rich with more meaningful relationships and more health, balance, passion and growth. // Respondents prioritized safe drinking water (91%), mental health (89%), clean air (88%), education (86%), stable financial institutions (86%) and clean oceans (85%) as their top concerns. // People want brands to play a larger role in shaping a better world that prioritizes meaning purpose and positive impact for all. // The report identifies 9 most impactful sustainable behaviours that present massive opportunities for brand leadership to drive material impact and propel society towards sustainable living. // Case studies of brands that are succeeding in unlocking the Pull Factor.
AUTHOR // BBMG
PUBLISHED // September 2019
THEMES // #trust #resilience #agility #statistics
TOPIC // Decoding the next decade of change
KEY INSIGHTS // As climate change continues to pose a significant threat to the world and as Gen-Z and Gen-Alpha continue to voice their opinions of calls for change through protests and movements, consumers, businesses, and governments will be forced to focus on sustainable practices centred around replenishing and preserving biodiversity. // 2020 will be the beginning of a decade of collective action with collaborative efforts among consumers, companies and governments to solve wider issues that affect the planet and humanity. // Businesses should identify the SDGs that align the most with their organization’s purpose and communicate regularly with employees and other stakeholders to collaborate and enable the targeted SDGs to become part of normal business activity.
AUTHOR // Positive Luxury
PUBLISHED // 2020
THEMES // #resilience #statistics #trust
TOPIC // What’s a business for?
KEY INSIGHTS // Although written in 2002 in the midst of Enron and WorldCom scandals, the article is eerily relevant to today’s dynamics. This article calls into question the motives and practices of major corporations and their executives. Throughout the article, Handy stresses the need to re-evaluate why businesses actually exist. If you think the answer is just profits, you might want to rethink!. // Make sure you are in a peaceful environment when you read the article, it will take you about 10 minutes to go through it. Handy discusses several topics related to the role of executives, shareholder expectation, ownership of businesses, wellbeing of employees and the impact of business activities on the society and the environment. It is best to read this article slowly and cautiously so that you don’t miss the important bits. // Unless companies change their culture, capitalism will continue to be viewed as the rich man’s self-serving game. Investors, talent and consumers may desert it and governments may impose more limiting regulations.
AUTHOR // HBR
PUBLISHED // December 2002
THEMES // #employees #trust #resilience
TOPIC // The dispersed working: The new normal
KEY INSIGHTS // Contexis index measures purpose as a lead indicator of organisational performance. // Purpose is 3 X more important to drive performance in remote workers when compared to their office-based peers. // While social distance leads to distrust, an activated purpose provides context, inspires ownership, and builds trust amongst dispersed teams. // Leadership in the post Covid world = Purpose + Trust + Ownership + Context + Understanding human relationships.
AUTHOR // Contexis
PUBLISHED // 2020
THEMES // #employees #agility #trust
TOPIC // Purpose: Shifting from ‘why’ to ‘how’
KEY INSIGHTS // Building around unique capabilities and points of leverage with the potential for outsize impact on social challenges can create value. // Embed reflection, discussion and action in the heart of the business to bridge the purpose gap. // Integrating societal impact goals into compensation is a “proof point”. // Create a baseline from the stakeholders’ perspectives. // Tracking and reporting progress against purpose goals. // Entering new products/markets or making changes to existing products that enhance their societal value. // Incorporating purpose-driven metrics into compensation and performance decisions.
AUTHOR // McKinsey & Company
PUBLISHED // April 2020
THEMES // #agility #trust
TOPIC // SDG17 – solving the global goals
KEY INSIGHTS // A successful development agenda requires inclusive partnerships — at the global, regional, national and local levels — built upon principles and values, and upon a shared vision and shared goals placing people and the planet at the centre. // Global goals provide US$12 trillion of new opportunities that are emerging by 2030. // Pursuing SDGs opens up new opportunities for business, drives innovation and enhances reputation. // SDG17 creates the six building blocks for solving tough problems. // Leadership happens when our consciousness of what needs to change is met with action.
AUTHOR // Bridge Institute
PUBLISHED // 2020
THEMES // #growth #trust
TOPIC // To Win Trust Brands must get their own houses in order
KEY INSIGHTS // 20th century businesses and brands have traditionally been expected to steer clear of taking a stand on any issues perceived to be controversial or politically divisive. Today brands can no longer afford to sit on the sideline. // Silence is no longer the safe option. However, when a company takes a stance, it must be authentic and backed by action, all whilst ensuring the businesses’ ‘own house is in order’. // Brands need to actively demonstrate that they are advancing social progress—both inside and outside the organization. // Brands are increasingly being measured by their public commitments. The role of the CMO to advocate change in an organisation has never been more important.
AUTHOR // Edelman
PUBLISHED // July 2020
THEMES // #trust #stats
TOPIC // The Embankment Project for Inclusive Capitalism
KEY INSIGHTS // 50% of a company’s market value is now represented by intangible assets and in some industries up to 80%. // As little as 20% of a company’s entire value is actually captured on the balance sheet – a decline from about 83% in the mid 70’s. // The embankment project categorises stakeholders as employees, customers, suppliers, governments and investors and long term value categories as Consumer, Human, Societal and Financial. What underpins this framework is the measurement of all of these categories across all stakeholders to measure the true value of a company. // This is not a silver bullet – but necessary progress. Requires companies and investors to play their part. For companies – identify the non tangible metrics and get the narrative right. For investors – engage more strategically with companies.
AUTHOR // EY
PUBLISHED // November 2018
THEMES // #measure #growth #trust #stats
TOPIC // Competitive Agility (To affinity and Beyond, the rise of the purpose led brand)
KEY INSIGHTS // Companies that stand for something bigger than what they sell are more likely to attract customers, influence purchasing decisions, and retain relationships thereby improving profitability and competitiveness. // Understanding how to install a sense of “brand belongingness” through a clear and relevant purpose is quickly becoming a prerequisite for competitiveness. // Authenticity, creativity and acting humanly are the three guiding principles that set purpose driven brands apart.
AUTHOR // Accenture
PUBLISHED // 2018
THEMES // #agility #trust #statistics
TOPIC // The Edelman Trust Barometer – Global Report – The Battle for Truth
KEY INSIGHTS // Media has become the least-trusted institution for the first time in Trust Barometer history Nearly seven in 10 people globally worry about false information or fake news being used as a weapon. // Trust in the U.S. has suffered the largest-ever-recorded drop in the survey’s history among the general population. // Edelman describes the rise of disinformation as the fourth wave of the trust tsunami. // Nearly two-thirds of respondents say they want CEOs to take the lead on policy change instead of waiting for government, which now ranks significantly below business in trust in 20 markets. // Companies headquartered in Canada (68 percent), Switzerland (66 percent), Sweden (65 percent) and Australia (63 percent) are most trusted.
AUTHOR // Edelman
PUBLISHED // 2018
THEMES // #trust #statistics
TOPIC // World Value Index – the leaders list
KEY INSIGHTS // Emotional awareness, shared values, and a shared mission are fundamental to modern leadership. // There is a shift in leadership from being defined by wealth, status and rank to leadership being about inspiring people and working towards shared success. // Bill Gates, who is first on the list, was a rare exception in that he ranked highly across divides of politics, gender, income, and age.
AUTHOR // Enso
PUBLISHED // 2018
THEMES // #trust #statistics
TOPIC // The Edelman Trust Barometer – Trust in Crisis
KEY INSIGHTS // Current populist movements are fuelled by a lack of trust in the system and economic and societal fears, including corruption, immigration, globalization, eroding social values and the pace of innovation. // Of the four institutions, business is viewed as the only one that can make a difference. The best ways business can build trust in a better future are to pay fair wages, offer better benefits, and create more jobs. // The fastest ways businesses can erode trust are to bribe government officials, pay outsize compensation to senior management, and avoid taxes. // A top-down model does not work, and a more participatory model is needed.
AUTHOR // Edelman
PUBLISHED // 2017
THEMES // #trust #statistics #agility
TOPIC // Neuroscience of Trust
KEY INSIGHTS // Compared with people at low-trust companies, people at high-trust companies report: 74% less stress, 106% more energy at work, 50% higher productivity, 13% fewer sick days, 76% more engagement, 29% more satisfaction with their lives, 40% less burnout
AUTHOR // HBR
PUBLISHED // 2017
THEMES // #employees #trust #statistics
TOPIC // The ROI of trust
KEY INSIGHTS // Those working in high-trust companies enjoyed their jobs 60% more and were 70% more aligned with their organization’s purpose. // Mutual respect, inclusion and transparency are the building blocks of building trust. // Employees in high-trust companies are more productive and innovative and therefore can expect up to 17% more compensation for their efforts.
AUTHOR // Medium
PUBLISHED // November 2017
THEMES // #trust #employees
1
2
3
4
5

EVIDENCE // STATS

TOPIC // Edelman Trust Barometer – Competence and Ethics
KEY INSIGHTS // The foundation of building trust is based on competence (delivering on promises) and ethics (doing the right thing and working to improve society). // The battle for trust will be fought on the field of ethical behaviour. Ethical drivers (e.g., integrity, dependability, purpose) are 3 X more important to company trust than competence. // Business viewed as the only competent institution, holding a 54-point edge over government. However, NGOs are perceived as the only ethical institution with business lagging behind NGOs by 21 points. // Belief driven buyers choose, switch, avoid or boycott a brand based on its stand on societal issues. // 73% of employees want to have a say in the planning process and the opportunity to change the society. // Chief executives can no longer focus exclusively on shareholder returns as stakeholders demand greater social and environmental responsibility.
AUTHOR // Edelman
PUBLISHED // 2020
THEMES // #trust #agility #resilience #stats
TOPIC // Strength of Purpose
KEY INSIGHTS // Compnaies leading with purpose enjoy stronger reputation, brand affinity, and positive business impact. // Global customers are 4 to 6 X more likely to trust, buy, champion and protect compnaies with a strong purpose. // Purpose gives brands permission to profit. // Strength of purpose and business results of a company are strongly related. // Zeno’s Diagnostic tool evaluates strength of an organisation’s purpose across key metrics.
AUTHOR // Zeno Group
PUBLISHED // June 2020
THEMES // #resilience #growth #stats
TOPIC // B2B Purpose Paradox
KEY INSIGHTS // Purpose-driven companies make more money, have more engaged employees, more loyal customers, and are better at innovation and transformational change. // Once a marketing practice to support worthy causes and boost reputation, purpose is now embraced as a critical growth strategy. // Purpose can increase shareholder value by $1 Billion. // The question is no longer if an organization will state its purpose, but how it will activate that purpose authentically. // Employees are the priority audience for B2B purpose, followed by customers, shareholders, communities, future talent, and supply chain. // 86% respondents believe that purpose is important to their business, yet only 24% said purpose is embedded in their business to the point of influencing culture, innovation, operations and their engagement with society. // The report discusses 4 main challenges that prevent full activation of purpose, with purpose being perceived as a PR tactic being the most significant challenge. // To ignite purpose, companies should identify their purpose ambassadors, drive purpose from senior leadership, embed purpose into culture, make employees their engines and measure the impact. // Enhanced purpose communications can pay off. // Measure impacts of activated purpose on new products or services, reputation, customer retention, growth, and ultimately sales.
AUTHOR // Carol Cone
PUBLISHED // 2020
THEMES // #growth #employees #agility #resilience #measure #statistics
TOPIC // The Edelman Trust Barometer – Brand Trust
KEY INSIGHTS // Brand trust is no longer a marketing strategy, it is the core part of business strategy. // In today’s landscape, brand trust is multidimensional, living at the intersection where personal and societal issues converge, and where words meet actions. // Brands are rewarded with more resilient relationships with customers when they deliver on their promises of advocacy and action. // Communicating with emotions, compassion and facts builds trust. // People are buying or boycotting brands over their response to the COVID-19 pandemic. // 71% respondents globally believe that trusting a brand is more important today than in the past. // Trust is second only to price when it comes to making purchase decisions about a brand. // Consumers are more likely to be loyal, engaged and to advocate for the brand when they trust the brand
AUTHOR // Edelman
PUBLISHED // 2020
THEMES // #trust #resilience #stats
TOPIC // Edelman Trust Top 10
KEY INSIGHTS // This article provides a great one-page summary of the Edelman’s Trust Barometer report 2020.
AUTHOR // Edelman
PUBLISHED // 2020
THEMES // #resilience #agility #trust #statistics
TOPIC // Resilience Barometer: Build Resilience, Protect Value
KEY INSIGHTS // FTI Consulting’s 2020 Resilience Barometer highlights how G20 countries are preparing for emerging risks and crises that threaten revenue, value and reputation in 2020. // The report measures the resilience of companies from all G20 countries against 18 regulatory, operational, cultural, leadership and technological threats. // As businesses continue to confront cybersecurity, financial crimes and regulatory threats in 2020, they remain largely unprepared. // New technologies such as AI, Machine learning and blockchain are enabling companies to enhance resilience. // 7 of the all the countries with above average resilience are in emerging markets. // Most resilient companies have embedded sustainability into their business models and decision making structures and engage with a range of stakeholders to prepare for related risks. // Companies must embrace technology transformation to remain viable and fight new threats.
AUTHOR // FTI Consulting
PUBLISHED // 2020
THEMES // #resilience #growth #statistics
TOPIC // Purpose led growth
KEY INSIGHTS // Brands with a purpose grow 2X faster than others. // Purpose is one of the most misunderstood business buzzwords today. // Among marketing leaders, 76% think their organization has a defined purpose, but only one in 10 have a corporate purpose statement that’s backed by a meaningful activation plan. // The critical factor that sets successful companies apart is the ability to infuse the purpose led thinking throughout the company, rather than just being a marketing exercise. // Articulation, infusion and amplification are the 3 steps that take purpose from a tactic to a movement. // Articulation carries a brand from tactics to promise. Infusion then moves a brand from promise to strategy. And finally, amplification gets a brand from strategy to movement. // Relevance, credibility, uniqueness, coherence and Business-proof are the building blocks of defining a meaningful purpose. // To infuse purpose it should be leadership driven, culture & strategy-led, 360executed and impact measured. // Purpose should be inspiring, collaborative and conversation fuelling to amplify and create a movement beyond the brand.
AUTHOR // Kantar
PUBLISHED // 2020
THEMES // #growth #statistics #agility #resilience #measure
TOPIC // Trust and Brands: They make or break
KEY INSIGHTS // The article by Richard Edelman highlights the main takeouts from the Edelman Trust Barometer Special Report “Brand Trust in 2020”. // Trust has emerged as the second most important factor influencing consumers’ purchasing decisions. // Two-thirds of customers expect brands to be the driver of societal change. // 44 percent of the respondents cared about brand impact on the environment. // When a brand’s promises are met with tangible actions, consumers reward them with more resilient relationships. // Now is the time for brands to lead, inspire and deliver change.
AUTHOR // Edelman
PUBLISHED // June 2020
THEMES // #trust #resilience #statistics #measure
TOPIC // Ethical investments are outperforming traditional funds
KEY INSIGHTS // Environmentally focussed investing is becoming mainstream. // Average returns for sustainable funds suggest that there is no performance trade-off for such funds. // Morningstar research indicates that sustainable funds last longer and outperform their traditional peers. // Funds with robust ESG strategies are overall better financial performers.
AUTHOR // The Guardian
PUBLISHED // June 2020
THEMES // #resilience #growth #statistics
TOPIC // The Edelman Trust Barometer – Trust at Work
KEY INSIGHTS // Trust at Work is a fundamental rebalancing of the employee employer relationship, shifting from top-down control to one that emphasizes employee empowerment. // Globally, “my employer” (75 percent) is significantly more trusted than NGOs (57 percent), business (56 percent), government (48 percent) and media (47 percent). // More than three-quarters (76 percent) say they want CEOs to take the lead on change instead of waiting for the government to impose it. // 73 percent believe a company can take actions that both increase profits and improve economic and social conditions in the community where it operates. // 67 percent of employees expect their employers to have a greater purpose and desire to have a job that creates a meaningful societal impact. // Australian employees who have trust in their employer demonstrate greater advocacy (80%), loyalty (71%), engagement (69%) and commitment (87%).
AUTHOR // Edelman
PUBLISHED // 2019
THEMES // #resilience #employees #statistics #trust
TOPIC // Pull Factor
KEY INSIGHTS // The pull factor framework provides 21st century brands a way to combine consumers needs with sustainable behaviours and brand equity. // The data marks a significant and continuing shift in personal values, priorities and desires toward a life rich with more meaningful relationships and more health, balance, passion and growth. // Respondents prioritized safe drinking water (91%), mental health (89%), clean air (88%), education (86%), stable financial institutions (86%) and clean oceans (85%) as their top concerns. // People want brands to play a larger role in shaping a better world that prioritizes meaning purpose and positive impact for all. // The report identifies 9 most impactful sustainable behaviours that present massive opportunities for brand leadership to drive material impact and propel society towards sustainable living. // Case studies of brands that are succeeding in unlocking the Pull Factor.
AUTHOR // BBMG
PUBLISHED // September 2019
THEMES // #trust #resilience #agility #statistics
TOPIC // Pull Factor
KEY INSIGHTS // The pull factor framework provides 21st century brands a way to combine consumers needs with sustainable behaviours and brand equity. // The data marks a significant and continuing shift in personal values, priorities and desires toward a life rich with more meaningful relationships and more health, balance, passion and growth. // Respondents prioritized safe drinking water (91%), mental health (89%), clean air (88%), education (86%), stable financial institutions (86%) and clean oceans (85%) as their top concerns. // People want brands to play a larger role in shaping a better world that prioritizes meaning purpose and positive impact for all. // The report identifies 9 most impactful sustainable behaviours that present massive opportunities for brand leadership to drive material impact and propel society towards sustainable living. // Case studies of brands that are succeeding in unlocking the Pull Factor.
AUTHOR // BBMG
PUBLISHED // September 2019
THEMES // #trust #resilience #agility #statistics
TOPIC // Decoding the next decade of change
KEY INSIGHTS // As climate change continues to pose a significant threat to the world and as Gen-Z and Gen-Alpha continue to voice their opinions of calls for change through protests and movements, consumers, businesses, and governments will be forced to focus on sustainable practices centred around replenishing and preserving biodiversity. // 2020 will be the beginning of a decade of collective action with collaborative efforts among consumers, companies and governments to solve wider issues that affect the planet and humanity. // Businesses should identify the SDGs that align the most with their organization’s purpose and communicate regularly with employees and other stakeholders to collaborate and enable the targeted SDGs to become part of normal business activity.
AUTHOR // Positive Luxury
PUBLISHED // 2020
THEMES // #resilience #statistics #trust
TOPIC // The business case for purpose
KEY INSIGHTS // Companies are categorised into three categories when it comes to purpose: Prioritizers (clearly articulated and embedded purpose), developers ( In the process of embedding purpose), and laggards (purpose was not understood or communicated). // Although 90 percent of executives surveyed said their company understands the importance of such purpose, only 46 percent said it informs their strategic and operational decision-making. // Purpose—or the lack of shared understanding of purpose—seems to have a direct impact on the bottom line. // Short term shareholder pressure, systems and infrastructure that are not aligned with long term purpose, lack of performance targets and incentives aligned with purpose and poor communication across the organization are the main barriers that hinders the integration of purpose into the company’s strategy.
AUTHOR // HBR
PUBLISHED // 2015
THEMES // #employees #statistics #growth #resilience
TOPIC // Putting purpose to work
KEY INSIGHTS // 79% of business leaders believe that purpose is central to business success, however only 34% of them actually use purpose as a guidepost for decision making of their leadership team. This gap presents an opportunity for truly-purpose driven leadership. // In order to drive this individual connection to purpose, employers must take an empathetic approach to talking about the value of their products and services and how those benefits provided to customers are a direct result of employees’ day-to-day contributions. // Purpose needs to direct much of how people are managed—how they’re recruited, developed, and rewarded. // Companies can put purpose to work by intentionally embedding purpose in three main aspects of the organization: leadership and management practices, communications, and talent strategies.
AUTHOR // PWC
PUBLISHED // June 2016
THEMES // #growth #employees #statistics #resilience
TOPIC // Purpose is everything
KEY INSIGHTS // Purpose driven organisations experience higher market share growth and grow 3 X faster than their rivals, all while achieving higher employee and customer satisfaction. // More than 80 percent of consumers are willing to pay more for a brand that is committed to CSR and environmental goals. // Customers today base their purchasing decisions on how brands treat their people, the environment, and the communities in which it operates. // Longevity and authenticity differentiate purpose driven businesses from the others.
AUTHOR // Deloitte
PUBLISHED // October 2019
THEMES // #growth #employees #stats
TOPIC // How to Harness the Power of Purpose
KEY INSIGHTS // Investors are noticing the strong link between Purpose and Performance. There is a growing demand for socially responsible investing and an increasing number of investors seek products and firms that can deliver both returns and societal benefits (such as climate change and economic inclusion). // Purpose/Performance payoff: Organizations with a strong sense of Purpose are more than twice as likely to have above-average shareholder return. To transform your organization and harness the full potential of Purpose, it must be articulated, activated, and embedded to have any significant impact. // Measuring and tracking the impact: To help companies determine if their efforts are effective, BCG have developed a methodology for measuring an organisation’s purpose.
AUTHOR // BCG
PUBLISHED //
THEMES // #growth #stats #measure
TOPIC // To Win Trust Brands must get their own houses in order
KEY INSIGHTS // 20th century businesses and brands have traditionally been expected to steer clear of taking a stand on any issues perceived to be controversial or politically divisive. Today brands can no longer afford to sit on the sideline. // Silence is no longer the safe option. However, when a company takes a stance, it must be authentic and backed by action, all whilst ensuring the businesses’ ‘own house is in order’. // Brands need to actively demonstrate that they are advancing social progress—both inside and outside the organization. // Brands are increasingly being measured by their public commitments. The role of the CMO to advocate change in an organisation has never been more important.
AUTHOR // Edelman
PUBLISHED // July 2020
THEMES // #trust #stats
TOPIC // The Embankment Project for Inclusive Capitalism
KEY INSIGHTS // 50% of a company’s market value is now represented by intangible assets and in some industries up to 80%. // SAs little as 20% of a company’s entire value is actually captured on the balance sheet – a decline from about 83% in the mid 70’s. // The embankment project categorises stakeholders as employees, customers, suppliers, governments and investors and long term value categories as Consumer, Human, Societal and Financial. What underpins this framework is the measurement of all of these categories across all stakeholders to measure the true value of a company. // This is not a silver bullet – but necessary progress. Requires companies and investors to play their part. For companies – identify the non tangible metrics and get the narrative right. For investors – engage more strategically with companies.
AUTHOR // EY
PUBLISHED // November 2018
THEMES // #measure #growth #trust #stats
TOPIC // Competitive Agility (To affinity and Beyond, the rise of the purpose led brand)
KEY INSIGHTS // Companies that stand for something bigger than what they sell are more likely to attract customers, influence purchasing decisions, and retain relationships thereby improving profitability and competitiveness. // Understanding how to install a sense of “brand belongingness” through a clear and relevant purpose is quickly becoming a prerequisite for competitiveness. // Authenticity, creativity and acting humanly are the three guiding principles that set purpose driven brands apart.
AUTHOR // Accenture
PUBLISHED // 2018
THEMES // #agility #trust #statistics
TOPIC // The Edelman Trust Barometer – Global Report – The Battle for Truth
KEY INSIGHTS // Media has become the least-trusted institution for the first time in Trust Barometer history Nearly seven in 10 people globally worry about false information or fake news being used as a weapon. // Trust in the U.S. has suffered the largest-ever-recorded drop in the survey’s history among the general population. // Edelman describes the rise of disinformation as the fourth wave of the trust tsunami. // Nearly two-thirds of respondents say they want CEOs to take the lead on policy change instead of waiting for government, which now ranks significantly below business in trust in 20 markets. // Nearly two-thirds of respondents say they want CEOs to take the lead on policy change instead of waiting for government, which now ranks significantly below business in trust in 20 markets.Companies headquartered in Canada (68 percent), Switzerland (66 percent), Sweden (65 percent) and Australia (63 percent) are most trusted.
AUTHOR // Edelman
PUBLISHED // 2018
THEMES // #agility #trust #statistics
TOPIC // World Value Index – the leaders list
KEY INSIGHTS // Emotional awareness, shared values, and a shared mission are fundamental to modern leadership. // There is a shift in leadership from being defined by wealth, status and rank to leadership being about inspiring people and working towards shared success. // Bill Gates, who is first on the list, was a rare exception in that he ranked highly across divides of politics, gender, income, and age.
AUTHOR // Enso
PUBLISHED // 2018
THEMES // #trust #statistics
TOPIC // The Edelman Trust Barometer – Trust in Crisis
KEY INSIGHTS // Current populist movements are fuelled by a lack of trust in the system and economic and societal fears, including corruption, immigration, globalization, eroding social values and the pace of innovation. // Of the four institutions, business is viewed as the only one that can make a difference. The best ways business can build trust in a better future are to pay fair wages, offer better benefits, and create more jobs. // The fastest ways businesses can erode trust are to bribe government officials, pay outsize compensation to senior management, and avoid taxes. // A top-down model does not work, and a more participatory model is needed.
AUTHOR // Edelman
PUBLISHED // 2017
THEMES // #trust #statistics #agility
TOPIC // Neuroscience of Trust
KEY INSIGHTS // Compared with people at low-trust companies, people at high-trust companies report: 74% less stress, 106% more energy at work, 50% higher productivity, 13% fewer sick days, 76% more engagement, 29% more satisfaction with their lives, 40% less burnout.
AUTHOR // HBR
PUBLISHED // 2017
THEMES // #employees #trust #statistics
TOPIC // Why you hate work
KEY INSIGHTS // It is important for employers to ask the basic question: “What would make our employees feel more energized, better taken care of, more focused and more inspired?”.
AUTHOR // NY Times
PUBLISHED // May 2014
THEMES // #employees #statistics
1
2
3
4
5
MINE BY

Tutorials

Interviews & podcasts

Deep dives

Secret chapters

INSPIRATION //

Interviews

On Being Bold

INTERVIEWS // On Being Bold

KEY INSIGHTS // Lisa shares some of the key reasons why companies succeed and why they fail in this new era of business at NZ’s Bold Steps 2019 conference – 6 mins.

PUBLISHED // 05/12/2019

Tutorials

Inspired Companies win.

TUTORIAL // Inspired Companies win.

KEY INSIGHTS // Meet the new C.E.O.’s who can make or break your business faster than ever before in history.

PUBLISHED // 13/06/2018

Read it

Want answers? We’ve got some good ones.
Inspired INC. the book, is an indispensable roadmap to getting the world onside to propel your business forward.

Buy the book and join an Inspired
Inc. book club in your time zone.

Experience it

Board & C-Suite Briefings
Keynote Speaking
Media Interviews
Webinars & Workshops

Bite size ways to get started.

Deliver it

We work with you to:
Assess what’s in the way of the best version of your business.
Co-create a path to deliver it in ways the world will get behind.

Leverage our proven roadmap.

Keep me inspired.
Sign up for updates & insights.

Read it

Want answers? We’ve got some good ones.

Available from online retailers, the book Inspired Inc. is an indispensable roadmap to getting the world onside to propel your business forward.

Experience it

Board & C-Suite Briefings
Keynote Speaking
Media Interviews
Webinars & Workshops

Deliver it

We work with you to:
Assess what’s in the way of the best version of your business.
Co-create a path to deliver it in ways the world will get behind.

Keep me inspired.
Sign up for updates & insights.

Buy the book and join an Inspired Inc. book club in your time zone.

Bite size ways to get started.

Leverage our proven roadmap.

Read it

Want answers? We’ve got some good ones.

Available from online retailers, the book Inspired Inc. is an indispensable roadmap to getting the world onside to propel your business forward.

Experience it

Board & C-Suite Briefings
Keynote Speaking
Media Interviews
Webinars & Workshops

Deliver it

We work with you to:
Assess what’s in the way of the best version of your business.
Co-create a path to deliver it in ways the world will get behind.
Buy the book and join an Inspired Inc. book club in your time zone.

Bite size ways to get started.

Leverage our proven roadmap.

Keep me inspired.
Sign up for updates & insights.

UNITED KINGDOM / NORTH AMERICA / AUSTRALIA

©2020 @inspiredcompanies Pty Ltd. All rights reserved.