Poem written on 21 August 2017, to the occasion of Vilma’s Peace Campaign for Hiroshima day 2017.
Seeking breakthroughs to more sustainable capital markets
How to mobilise talents and create the best disruptive ideas to innovate a bank’s business model and performance? Rabobank uses moonshot campaigns, start-up boot camps and also created the “Attack-Your-Bank” event series. Attack Your Bank: […]
How can we use narratives to make our business and our societies’ systems function better and be more viable-sustainable? There is a story, or narrative, for every woman and man, for every politician and for everything. Narratives provide arguments to accept or reject human activity as the major source of climate change, they create heroes or fire up political scandals, they visualise the positive or negative social or environmental impacts of businesses. This article discusses how narratives are important to accomplish collective tasks and challenges, regardless of whether they share fictitious stories or stories about real events.
The Food and Agriculture Organisation of the United Nations, FAO, has recently published its vision document Future of Food and Agriculture. Trends and Challenges.
Stories, or narratives, can teach valuable lessons to managers who have to act in times of complexity and unpredictability. These stories do not have to be descriptions of real life events, such as the story of what led to the sinking of the Titanic. Even fiction can provide these valuable insights. Here are some examples on good fiction that teach valuable human lessons to managers.
The article shows a sharp eye for the flaws of Holacracy, or rather of the way Holacracy as a model for designing and running businesses has been implemented. The way Holacracy is known to generate problems when applied with a wider scope than the mere team scope. Implementing management and organisational principles like holacratic principles and having to abandon those within a couple of months of years after deep conflicts were created and the effectiveness of the business was put in jeopardy is treating your staff, your stakeholders and funders as guinea pigs.
Systems thinking is a versatile tool for the analysis and design of businesses operating in environments where the outcomes of actions and the results of strategic choice are highly unpredictable. This article shows how system thinking as a tool was used to address a practical question: “What do we have to do, with our stakeholders or all together, to achieve 100% responsible soy products for food, feed and other applications into and inside Europe by 2020?”. This was the leading question of a 4-day expert event realised in 2016, which convened over 30 experts from business, the public sector and civil society to find answers to the leading question.