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Corporate governance: how can change happen?

Explore how change can happen in corporate governance through diverse institutions, new economic ideas, and challenging existing interests. Discover the potential of mission-led businesses and the role of the state in facilitating economic activism.

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Corporate governance: how can change happen?

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  1. Corporate governance: how can change happen? Nina Boeger

  2. Making change happen • Ideas • Institutions • Interests (Duncan Green, How Change Happens, 2016)

  3. Ideas • New Economics • Kate Raworth, Doughnut Economics, 2017 • Political psychology • George Monbiot, Out of the Wreckage, 2017 • Enterprise diversity • Nina Boeger and Charlotte Villiers, Shaping the Corporate Landscape, 2018

  4. Institutions • Diversity in terms of size / term / purpose / ownership / decision-making / social culture. • Diversity of movements and models • Community Business • Social Enterprise • Employee ownership • Mutuals • Coops (incl. open and platform coops) • ‘Fairshares’ businesses • B Corps • Benefit corporations • Purpose-driven corporations.

  5. Interests • Challenge of reaching the (failing) mainstream. • What seems to be failing: • CSR (ineffectiveness) • State regulation (political blockages / inter-dependence) • Where we seem to be heading: • State and IO’s facilitatingeconomic activism • Enabling businesses that encompass new ideas (including company law, public procurement, tax, land and planning, IP etc).

  6. The mission led business review • Coherence of the narrative, opening up beyond the social economy: a ‘new social contract’ for business. • Focus on purpose or mission offers clear strategic priority. • Highlighting state’s role as facilitator more than ‘regulator’ (e.g. model articles). • Recognition of challenges and collaborative institutional efforts, e.g. investors, business leaders, advisors, academics. • Considering (further) development of legal forms, e.g. benefit company.

  7. Some concerns • Insufficient political profile and commitment. • Failure to recognise all ‘mission-led’ businesses. • Risking not coherence but further division. • Emphasis on business case and panel composition. • Further reflection necessary on wider legal context.

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