FORTUNE: A Harvard Business School Professor Reimagines Capitalism

0
452

The article below shares a pretty amazing 'out-there' idea, until suddenly it wasn't. We have a very serious opportunity to help those who want to do what's right to source from where it's right – here

Soon we'll get back to our core network. The SOURCING CENTER has performed beyond our wildest dreams because, as she writes below, "….many companies … turned their resources toward the common good … finding or making medical and protective equipment....". We did exactly that.

But now its back to work, sharing insights, as we've always done inside our core network. For example, I learned yesterday of two AAPN-member major retailers beginning to generate orders. 

THIS is one heck of a visionary article…Mike

‘It doesn’t have to be quite so destructive’: A Harvard Business School professor reimagines capitalism
Fortune: BY KATHERINE DUNN, April 28, 2020

Six months ago, Rebecca Henderson wouldn't be able to share this with a mixed business audience.

But here goes: In American business, inequality is a liability—that is, the lack of a strong safety net carries a cost—and this realization is now front and center, the Harvard Business School professor says.

"I mean, maybe I'd say it really quietly at the end of a presentation," she says. "But now"—and here, she shouts—"THE COSTS OF NOT HAVING A SOCIAL SAFETY NET ARE FRONT AND CENTER! And people [are] saying, ‘Yes.’”

Perhaps no one is more surprised how suddenly we've arrived at this reckoning than Henderson. The COVID-19 pandemic has given the ideas in her book, Reimagining Capitalism in a World on Fire, out today (April 28)—on the costs of inequality, climate change, and the duty of business to address those costs head-on—a perverse timeliness, making these issues not only relevant, but even appealing, to people who previously may not have touched them with a 10-foot pole.

The product of a three-year period of writing, the book emerged from her class at Harvard of the same name. The structure is intended to mirror that course, starting with a skeptical audience in mind—Henderson says her students, on arrival, usually are—and progressing to a full-throated attack on the belief that shareholder returns should be the sole, or even primary, purpose of a modern business.

In her course, by the time multiple executives of multibillion-dollar companies have trekked to her classroom to attest to the fact that their companies are, indeed, in the midst of this transition away from focusing purely on profits, "the students start to find that maybe there's something here," she says. Read More