[글로벌퓨처임팩트컨퍼런스] 기조세션_Enrich Sahan(DEAL)

1. Doughnut Design for Business Purpose Networks Governance Ownership Finance How does the design of your business block transformative action? How could a redesign of your business unlock transformative action? DEAL’s guide to redesigning businesses through Doughnut Economics - Core workshop doughnuteconomics.org/tools/191

2. 2 A compass for human prosperity

3. Humanity is living dangerously out of balance

4. 4 Malawi China goodlife.leeds.ac.uk UK USA Every nation must transform

5. Lao Republic of Korea India https://goodlife.leeds.ac.uk Every nation must transform Australia

6. To change the future, change the dynamics Regenerative Working with and within the cycles of the living world make take use lose regenerate biological materials restore technical materials Degenerative Running down Earth’s life-supporting system make take use lose 6

7. Landscape degradation Zero deforestation Landscape restoration Built-in obsolescence 100% recyclable Repair & modular design Sustainable Degenerative Regenerative 7

8. To change the future, change the dynamics Distributive Sharing opportunity and value with all who co-create it Divisive Capturing opportunity and value in the hands of a few 8

9. Aggressively enforced patents Technology partnerships Open source design Poverty wages Living wage Living wage and proﬁt share Inclusive Divisive Distributive 9

10. DEGENERATIVE

11. 11 To change the future, change the dynamics Regenerative Working with and within the cycles of the living world make take use lose regenerate biological materials restore technical materials Degenerative Running down Earth’s life-supporting system make take use lose

12. regenerative practices Open modular design - Fairphone Circularity of materials - Houdini An economy that works with and within the cycles of the living world Factory as Forest - Interface Closing biological loops - Sanergy

13. 13 To change the future, change the dynamics Distributive Sharing opportunity and value with all who co-create it Divisive Capturing opportunity and value in the hands of a few

14. distributive practices Fair Tax Mark - LUSH Supplier commitment – El Puente Employee ownership – Richer Sounds Community-focused tourism - FairBnB Sharing opportunity and value with all who co-create it

15. 15 Regenerative Distributive Degenerative Divisive Commons & communities Public services NGOs & charities What’s possible with current business design Business as usual designed to maximise margins and dividends

16. Commons & communities Public services NGOs & charities 16 Regenerative Distributive Degenerative Divisive Business as usual designed to maximize margins and dividends Business redesigned to unlock regenerative & distributive possibilities

17. Landscape degradation Zero deforestation Landscape restoration Built-in obsolescence 100% recyclable Repair & modular design Sustainable Degenerative Regenerative 17

18. Aggressively enforced patents Technology partnerships Open source design Poverty wages Living wage Living wage and proﬁt share Inclusive Divisive Distributive 18

19. Regenerative Distributive Degenerative Divisive What can block transformative ideas? rigid financial targets outdated processes short-term thinking culture of hierarchy What can unlock transformative ideas? broad perspectives culture of courage long-term thinking suspending practicality 19

20. Visualise a thriving future economy It is regenerative and distributive by design - and your business is part of it. What has your business started doing? What has it now stopped doing? What would they suggest? ● activists ● junior colleagues ● technical experts ● industry leaders … Towards regenerative and distributive business: generating transformative ideas 20

21. Towards regenerative and distributive business: generating transformative ideas 21 What would these many voices say? Employees? Local communities? Customers? Workers in the supply chain? Nearby forests and rivers? The air and soil? The living planet? Future generations? …

22. There are many effective ways to start transforming business. Making the business case Setting new targets and metrics Providing enlightened leadership Exerting public pressure 22

23. We should introduce refillable perfume bottles – but bringing consumers on board needs investment, and the payback period on that capital expenditure is too long. ex-senior executive, major footwear brand senior executive, major beauty brand head of innovation, major clothing brand I’ve been asked to create a range of regenerative clothing – while being expected to deliver the usual 15% profit margins from the outset. Impossible. We prototyped an expandable shoe – it was going to be profitable, but wouldn’t have hit our usual margins, so we dropped it. 23

24. Purpose Networks Governance Ownership Finance This is the deep design of business - as inspired by author & theorist Marjorie Kelly. How many beneﬁts can we generate through this enterprise? How much value can we extract through this enterprise? Degenerative and divisive Regenerative and distributive 24

25. Purpose Networks Governance Ownership Finance Degenerative and divisive Regenerative and distributive 25 Proﬁt driven business Purpose driven business Example Manos del Uruguay Purpose Why does this business even exist? What purpose does it serve in the world? How is that purpose manifest in its operations? How is that purpose manifest in its products or services?

26. Purpose Networks Governance Ownership Finance Degenerative and divisive Regenerative and distributive Collaborative partnerships Example El Puente 26 Extractive relationships Tax avoidance Commodiﬁed relationships Regressive lobby groups Networks What relationships does the business hold - with its customers, suppliers, staff, governments, communities and partners? What new connections does it need to create? What outdated relationships must now be left behind?

27. Purpose Networks Governance Ownership Finance Degenerative and divisive Regenerative and distributive Example Riversimple Governance in service of ﬁnance 27 Governance in service of purpose Governance Who is on the board, with a voice in decision-making? What are the company rules and culture? What are the metrics of success? How openly are annual accounts reported?

28. Purpose Networks Governance Ownership Finance Degenerative and divisive Regenerative and distributive Example Patagonia Extractive ownership 28 Generative ownership Private equity Stock market Venture capital Ownership Who owns the business? What are their interests and expectations? To what extent can the owners change or undermine the intended purpose of the business?

29. Purpose Networks Governance Ownership Finance Degenerative and divisive Regenerative and distributive Example The Body Shop and Plastics for Change partnership Finance serving financial returns 29 Finance serving purpose Finance Where does finance come from, and what does it demand? What are the margin and dividend expectations? What are the rules on reinvestment & profit allocation? What’s considered a fair return for investors?

30. Purpose Networks Governance Ownership Finance - aligning internal processes with business purpose - enabling new partnerships and engaging stakeholders - channelling investment into transformative ideas - locking-in legacy and protecting mission - becoming regenerative and distributive by design Beneﬁts of redesign 30 Supply chain security Product design process Fresh innovations Protect mission / legacy

31. Explore impacts and dependencies based on the dimensions of the Doughnut. Canvas 3 Current business design 31 Identify changes in your business design to enable your transformative ideas. Canvas 1 Rapid Doughnut mapping With these ideas in mind, explore how the current design of your business is blocking or enabling you. Canvas 4 Future business design 1 3 4 A four-part, half-day workshop to produce groundbreaking ideas. Canvas 2 Regenerative and distributive ambitions Create the most ambitious and transformative ideas that allow your business to become regenerative and distributive. 2 Core workshop: 4 to 5 hours Doughnut Design for Business Rapid Doughnut Mapping Regenerative & distributive ambitions Know your business design Redesign your business Canvas 5 Business redesign story Then summarise your Doughnut story of business redesign.

32. • Centre for Economic Transformation, Amsterdam • 200 Million Artisans • Accelerate2030 • Also Festival • Basel Area Business & Innovation • Bold Foundation Switzerland • Bristol Green Capital Partnership • British Retail Consortium • Change Makers Magazine • Coest • Ecosystem Incubator • Employee Ownership Association • FLO’s Oxford • Good Market • Impact Hub Basel • Impact Hub Kings Cross • Purpose Capital New Zealand • Purpose Economy • Social Enterprise UK • Start-up Foundation Finland • The London School of Economics and Political Science • Ubiquity University 22 pilot workshops

33. Doughnut Design for Business ✔ start-up incubators ✔ business networks ✔ founders ✔ intrapreneurs ✔ trade unions ✔ consultants ✔ think-tanks 33 Who might use it? ✔ accelerator programmes ✔ impact investors ✔ business schools ✔ community groups ✔ NGOs ✔ … anyone able to engage businesses in their deep design

34. Identify impacts Example of a consumer goods company Contribute to community projects Community water shortages Supply chain risks GHG emissions in transport Selling healthy nutritious food Biodegradable packaging Low wages in supply chain Fertilizers in crop production Creating good jobs Intense irrigation Drought risk Political instability Equal pay policy Organic production Truck transport emissions Canvas: Rapid Doughnut mapping 34

35. Factories se uester car on Discharged water is cleaner than input Discontinue harmful pro uct lines 10 year supplier contracts with social outcomes Prices pai to suppliers enable double li ing wage Proﬁt sharing with employees Only use li e-friendly chemistry Near ero margins for essential products Generate transformative ideas Example of a consumer goods company Canvas: Regenerative and distributive ambitions 35

36. Canvas: Current business design Purpose Networks Governance Ownership Finance Degenerative and divisive Regenerative and distributive Deep design model Current business design Which aspects still block our most transformative ideas? Which aspects can unlock our most transformative ideas? Main blockers Main enablers Transformative ideas 36

37. Canvas: Current business design Purpose Network Governance Ownership Finance Degenerative and divisive Regenerative and distributive Deep design model Current business design Example of a consumer goods company Supplier relationships focus on low prices and lack long-term commitment needed or deep partnership. Only in estors represented on the board - no oice of impacte sta ehol ers. High margin an divi end goals limit high social and ecological impact actions and exclude projects that achieve lower margins or returns. Management and board o require impact reporting alongsi e ﬁnancial. Acti ely support capital investment in high return pro ects that ha e ecological/social impact. Employee share ownership plan means some employee oice at shareholder meetings. Main blockers Main enablers Pay suppliers enough to ena le beyond li ing wage. In est so factories can sequester car on. Transition to li e-friendly chemistry. 37

38. Canvas: Future business design Regenerative and distributive Redesign your business to enable transformative ideas Proposed change How to implement How it helps Governance Purpose Networks Ownership Finance Redesign your business Example of a consumer goods company Long term commitment with prices to enable cost of sustaina le production. 5 year contracts with min. or er pledge or 10 priority suppliers - prices co ering cost of sustainable production. Start with 2 x obser er seats ne t year, with rotating seat or 5 main suppliers and one for employee rep. Employees and main suppliers represented on board. Un erstand needs o employees and suppliers for long-term partnership and impact. Margin an capital in estment re uirements lower for iggest social and ecological ideas. Increase internal in estment in social and ecological ideas - enable actions that ha e lower margins. Prioritise 3 biggest proposals next year to apply new ﬁnancial parameters on margins an cape . Deep partnership with key suppliers - assures security of supply and ena les social and ecological goals. 38 Enablers in the current business design Transformative ideas Blockers in the current business design

39. Canvas: Doughnut redesign story What should be the main focus of the business? What are the most transformative regenerative and distributive ideas the business needs to pursue? What should be redesigned to enable these ideas? Business Date Team write your story on the Why How What 39

40. Doughnut Design for Business Purpose Networks Governance Ownership Finance How does the design of your business block transformative action? How could a redesign of your business unlock transformative action? DEAL’s guide to redesigning businesses through Doughnut Economics - Core workshop doughnuteconomics.org/tools/191

[글로벌퓨처임팩트컨퍼런스] 기조세션_Enrich Sahan(DEAL)

[글로벌퓨처임팩트컨퍼런스] 기조세션_Enrich Sahan(DEAL)

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