In this blog, our CEO Sarah Gillard reflects on her conversation in a podcast with Rebecca Henderson and Charles Wookey in which they discussed  reconnecting business with our sense of what it means to be human. You can listen to the podcast here

Recently, I had the pleasure of hosting a podcast with Rebecca Henderson, the John and Natty McArthur University Professor at Harvard, and Charles Wookey, former CEO of Blueprint. Our discussion explored how businesses can integrate deeper human values into their practices. We examined the challenges leaders face in balancing short-term pressures with long-term societal responsibilities and offered some practical insights for people within aspiring purpose-driven organisations. This short blog highlights the key takeaways from our conversation, with some pointers on how to foster meaningful change.

Rethinking business from external strategy to internal soul

Business as usual is no longer sufficient to meet the demands of an increasingly complex and interconnected world. As Rebecca highlighted, the focus needs to shift from purely technical, profit-driven strategies towards an inner journey of reflection. This involves reassessing the fundamental goals of business and asking deeper, human questions: What really matters? How can we balance financial success with the wellbeing of future generations?

This conversation draws attention to the mental shift required of today’s business leaders, moving beyond short-term metrics to consider long-term societal impacts. Rebecca spoke passionately about how younger generations are concerned not only with profit margins but with the planet’s future. The current language of “business cases” and “technical solutions” must evolve to incorporate broader, human-centric concerns, recognising that climate change, inequality, and other pressing issues cannot be solved by economics alone.

Charles highlighted the effectiveness of the Blueprint framework regarding this shift, offering businesses a way to connect philosophy, ethics, and purpose with their daily operations. Rather than being purely theoretical, this approach is grounded in actionable insights that help organisations align their purpose with real-world outcomes. By integrating principles from wisdom traditions, including faith and philosophy, businesses are encouraged to engage in conversations that transcend profit and strategy (Link to framework).

Finding long-term steadiness in a world of short-term targets

In a business environment dominated by KPIs, quarterly targets, and short-term objectives, there is a growing recognition of the need for a more human-centred approach. Rebecca pointed out how business leaders are often overwhelmed by the constant barrage of metrics, leaving little room to ask essential questions about the meaning of their work or the long-term impact they want to have on the world. A key question that comes up in all of our work is:

The business world will buffet you from every direction – what is it that holds you steady?

Words like “spirituality” and “values” are often met with scepticism in corporate circles, so leaders need to start with more accessible language. “Meaning” has emerged as a gateway term, allowing people to explore deeper topics without triggering discomfort or resistance. This concept of meaning-seeking, as emphasised by Viktor Frankl, is a fundamental part of human nature and can be applied to business settings in a way that bridges the gap between rationality and ethics.

Charles discussed the importance of creating safe spaces within organisations for these conversations to unfold. Businesses need to support leaders by encouraging them to reflect on their deeper values and the societal impacts of their decisions. Tools like mindfulness and spending time in nature, as Rebecca suggested, offer simple yet powerful ways for leaders to reconnect with their purpose amidst the hustle of daily business life. These practices allow leaders to create the space necessary for meaningful reflection, enabling them to make decisions that are not only good for business but for society.

A generational call for change

The world is witnessing a profound generational shift, as previously mentioned, with younger people increasingly demanding that businesses play a more active role in solving global challenges. Rebecca noted the frustration many young people feel as they watch previous generations burn through natural resources without regard for long-term consequences. She emphasised that this new generation is angry yet remaining hopeful—eager to find a path that balances immediate business pressures with the long-term wellbeing of society.

This generational shift is creating productive tension within organisations, a tension that leaders must learn to embrace. Charles explained how a strong sense of purpose can create a gap between the current reality and the desired future, pushing organisations to evolve. Leaders who genuinely commit to their purpose-driven vision can harness this tension to drive innovation and change, ensuring their business is not only financially successful but responsible for its impact on the planet and future generations.

Grounding leadership in relationships, reflection and responsibility for a real impact

For businesses to genuinely adopt purpose-driven strategies, leadership itself must evolve. As Charles outlined, the traditional model of leadership—focused on individual success and personal gain—must shift towards a decentred leadership that puts society and collective progress first. This requires leaders to step outside their own interests and focus on the relationships they cultivate, both within their organisations and with the communities they serve.

No one can do this alone.”

Leadership is no longer about wielding power from the top; instead, it’s about fostering collaboration, trust, and a shared sense of purpose. But as Rebecca reminded us, leaders cannot undertake this journey alone. Peer support groups, allies, and regular time for self-reflection are essential to staying grounded in their values and maintaining clarity of purpose. Strong support systems are crucial in guiding leaders through the complexities of purpose-driven business.

Hope is a tool for change

The conversation closed on an optimistic note, underscoring the role of hope as a driver for positive action. Rebecca referenced Rebecca Solnit’s insight, that “Hope is not an airy-fairy feeling… Hope is an axe you use to break down the door in case of emergency.” This sentiment resonates deeply within the purpose-driven business movement, highlighting that hope is not passive—it is active and transformative.

Both Charles and Rebecca believe we are at a pivotal moment, where businesses have the tools, technology, and resources to create a truly sustainable society. The challenge, however, is whether leaders will choose to use these tools to reimagine their organisations and their impact. The time for change is now, and businesses that seize this opportunity will not only thrive in the evolving world but will leave a lasting, positive impact on it.

To explore these insights further, you can listen to the full podcast here