Some of the orthodoxies of trade and industry are being fractured, as CEOs embrace new ideas about the purpose of a company. But how do we tell the difference between real change and virtue signalling? Writing for The Tablet, Charles Wookey CEO of A Blueprint for Better Business, explores what is involved in a re-engineering of corporate purpose.Read More
Amelia Watts, Communications Manager, A Blueprint for Better Business
Last year Unilever CEO Alan Jope, said to an audience at Cannes Lions: “Woke-washing is beginning to infect our industry. It’s putting in peril the very thing which offers us the opportunity to help tackle many of the world’s issues.” He added: “Purpose-led brand communications is not just a matter of ‘make them cry, make them buy’. It’s about action in the world.”Read More
Charles Wookey, CEO of A Blueprint for Better Business As purpose-led businesses take centre-stage, Robert Phillips, Founder of Jericho Chambers and Charles Wookey, CEO of Blueprint for Better Business, ask to whom should business leaders be accountable – and for what?Read More
Soulla Kyriacou is COO of A Blueprint for Better Business
Purpose is having a moment. From Larry Fink’s letter to CEOs back in 2018 to the changes in the UK Corporate Governance Code, and more recently the statement on purpose from the US Business Roundtable. There is now a growing expectation that every business should be clear about its purpose.
Investors can play a significant role in advancing the purpose movement through their investment decisions and active ownership as well as through themselves being purpose-led businesses.Read More
Dee Corrigan, Head of Corporate Engagement, A Blueprint for Better Business
On 10th September 2019, Dee spoke at the CRF event, Responsible Business: How does HR Drive the Agenda? She explores the power of purpose and the importance of understanding how the way we view other people shapes our workplaces. You can find her presentation here: CRF Presentation – Dee Corrigan – Blueprint
Speakers included Nick Dalton, Unilever, Dee Corrigan, Blueprint for Better Business, David Grayson, Cranfield School of Management, and our own Carmen von Rohr. These post meeting notes provide by the CRF summarise the key messages from the day: Responsible Business: How can HR Drive the Agenda?
Charles Wookey, CEO, A Blueprint for Better Business
Read my thoughts in full here
181 CEOs have signed the Business Roundtable Statement on the Purpose of a Corporation committing to lead their companies for the benefit of all stakeholders – customers, employees, suppliers, communities and shareholders.
We recently conducted some research which found that there is a shortage of trust and reciprocity in our relationships at work.
Our survey of 1,000 business professionals discovered that building relationships with colleagues is frequently done out of necessity, rather than desire. We think that this needs to change, as there is so much to be gained when knowledge, time and support is shared between colleagues and friends. Organisations are more successful, and individuals are much happier.
Written by Charles Wookey
When my oldest son first went to primary school, his warm and wise reception teacher summed him up well: “that boy is on permanent fast-forward”. We never did find the pause button. Even now, at 28, sitting still is not his forte. I’ve long realised that his father is partly to blame. My own nature is to crack on with life, filling each day with as much content as possible, and running when walking might do. Read More
Anxiety about giving colleagues negative feedback is one reason more than half of employees get no regular feedback at all. Vicky Grinnell-Wright of A Blueprint for Better Business and psychologist Sarah Rozenthuler offer tips for delivering constructive criticism. Read More
Written by Julia Rebholz, originally published in People Management
We need to start seeing people as individuals with limitless potential and trust them to make decisions, says Julia Rebholz
Top-down pyramidal structures are producing stressed-out middle managers, low productivity and poor working relationships. While this style of management was relevant for 1960s manufacturing jobs, in our 21st century service-based economy it is outdated and ineffective. Read More