Start with the consumer and work backwards

Read Giles' contribution to the Base London report, outlining his thoughts on what will motivate the public to change their travel behaviours – to use different forms of transport or drive different vehicles or travel at different times or drive differently.

Think Big, Sustainable Dining, B-Corps and more

Our latest e-bulletin takes a look at some of the latest movers and shakers in responsible business– from Telefónica’s ambitious Think Big programme, unlocking the potential of young people in order to unlock the potential of the business itself; to the new partnership between Harden's Restaurant Guides and the Sustainable Restaurant Association, which will make it easier for diners to choose where they eat based on sustainability as well as cuisine.

We also take a look at the rise of the Benefit Corporation and B-Corps (NB. they're different) in America. Do we really need a new classification for businesses that pursue profit as well as purpose? It’s true that B-Corps like Patagonia are showing real innovation and commitment – you don’t get much bigger than 'Don’t buy our product' as a sustainability message. But Patagonia was an innovative, socially responsible business long before signing up as a B-Corp. Introducing a new legal 'status' for responsible business risks giving the impression that 'normal' businesses aren't expected or able to balance profit with social value.

If you’d like to read the full e-bulletin, get in touch – katie@goodbusiness.co.uk

New Year, New Capitalism

When the Prime Minister keeps his speech so hidden that even Robert Peston can’t get a sneaky peek, you know he’s got something important to say.

And when the leader of the opposition is making a speech on the same subject on the same day, you know they’re talking about a hot topic.

Today, David Cameron and Ed Miliband will be talking very loudly about responsible business. They’ve seen the opinion polls, and they know that the public is ready and waiting to see political and corporate leadership in building sustainability into our economy, post-financial crisis.

‘But what will the government actually do?’, we all say. Rumour has it that Cameron plans to announce new policy to make it easier to set up co-operatives. With their typical partnership model of democratic management and shared profits between members, co-operatives find it easy to create shared value. So much so that the UN has declared 2012 to be International Year of Co-operatives, hoping to “raise public awareness of the invaluable contributions of cooperative enterprises to poverty reduction, employment generation and social integration”.

Co-operatives are certainly gaining a lot of attention – but it’s not just because they’re ‘nice’. It’s because they’re successful.

In the UK, John Lewis has announced bumper profits for the Christmas period, while The Co-operative has grown to such strength that in December it was announced as the preferred bidder to take over the 632 branches that Lloyds is being forced to sell. Overseas, in the economic powerhouses of Brazil, Russia, India and China, there are now four times as many co-operative members as direct shareholders. Globally, the top 300 co-operative businesses turnover $1.1 trillion a year – that’s equivalent to a top 10 economy of the world.

The growth and successes of co-operatives are, of course, influenced by a myriad of factors from sound financial management to marketing, from the appeal of the products to the appeal of the brand.

But what’s interesting (and what the PM and the UN seem attracted by) is that successful cooperatives embed responsible activities throughout the business, building trust in the brand.

I know that the mango I bought from the Co-op has been traded fairly, that it was grown in an environmentally sound way, and that the staff in the store will be helpful and positive. I know, because I trust them. I know, even if I didn’t read The Co-op’s new ‘radical’ ethical operating plan.

The fact that co-operatives are increasingly successful poses an interesting challenge – or rather an opportunity – for other business. It suggests that taking into account the values and the best interests of all those touched by the business is more than fluffy niceties. It’s something that consumers choose, something that builds value for those with a stake in the company, something that the government supports, something that employees value; it’s something that can drive success. And if the growing strength, credibility and popularity of co-operatives is anything to judge by, a more positive business approach might well prove itself to be a key ingredient for the winners of 2012.

Reinventing the high street

How do we design a high street as if the world mattered? That was the question set by Retail Reset at the Changemakers Fayre at Westminster Hub, last night.

As the post-it notes and scribbles started flying, pretty soon a debate emerged about chain stores and big business – where do they sit in all this? Do they have a role to play or are they just a recipe for clone town Britain? How can they contribute more positively to our high streets?

Which got me thinking…because while it’s great to see more and more businesses think seriously about how they can have a more positive impact, too often this feels hidden behind a CR report – a series of (albeit well-meaning) programmes, initiatives and commitments which can seem removed from the everyday activity of the company on the high street.

Surely there’s a missed opportunity here? Rather than just talking about what’s going on elsewhere, why not show it in action? Have a clothes retailer give over a section of their shop floor to provide working space for young designers, or a supermarket run regular classes in seasonal cooking in their store, or a bank deliver drop in business advice sessions for young entrepreneurs, or a communications company provide a space to support small business…

You get the idea.

Companies need to be brave about showing people what it means to them to be a good business – and through doing so they can not only talk to their customers more effectively, but play a vital role in making our high streets more exciting, inspiring and interesting places to be.

RIP GDP?

What do we value the most? A healthy bank balance? A clean river? Being able to borrow milk from your neighbours?

What we value as individuals varies immensely, so in some ways it’s surprising that so many of the benchmarks and targets we set ourselves in society and business are focussed on monetary measures of wealth and growth.

But things are on the move.

On Tuesday, the OECD launched their alternative measure of wellbeing – ‘Your Better Life Index’ – which encourages you to explore how countries compare, not just on traditional factors such as jobs and income, but also community, work-life balance and life satisfaction. Rather than proclaiming any one country top of the table, the countries rise and fall as you decide what wellbeing means to you.

And that’s not all. Back in November last year, David Cameron announced plans by the government to measure the nation’s happiness and introduced the notion of ‘general well-being’ (GWB) as an alternative to the traditional GDP. Along with initiatives such as Mappiness, Action for Happiness, and organisations such as the new economics foundation, it’s coming at us from all sides.

So how should businesses respond?

As the backbone of the economy, businesses have been the key driver of GDP and other traditional measures of progress. But with growing momentum behind new measures of ‘progress’, there’s a clear opportunity for business leadership in this space. And with evidence demonstrating strong links between greater well-being and economic prosperity, this is also more than just an altruistic goal. I’m looking forward to some real trailblazers demonstrating creative thinking in creating value and success beyond numbers.