Human Development Index
Slow Death or New Direction for the UN?
by
Mark Malloch ...
Economic Origins of Dictatorship and
Democracy
by Daron Acemoğlu, James A. Robinson
What forces lead to
democracy's creation? Why does it sometimes consolidate only to collapse at
other times? Written by two of the foremost authorities on this subject in the
world, this volume develops a framework for analyzing the creation and
consolidation of democracy. It revolutionizes scholarship on the factors
underlying government and popular movements toward democracy or dictatorship.
Daron Acemoglu and James Robinson argue that different social groups prefer
different political institutions because of the way they allocate political
power and resources. Their book, the subject of a four-day seminar at Harvard's
Center for Basic Research in the Social Sciences, was also the basis for the
Walras-Bowley lecture at the joint meetings of the European Economic
Association and Econometric Society in 2003 and is the winner of the John Bates
Clark Medal. Daron Acemoglu is Charles P. Kindleberger Professor of Applied
Economics at The Massachusetts Institute of Technology. He received the 2005
John Bates Clark Medal awarded by the American Economic Association as the best
economist working in the United States under age 40. He is the author of the
forthcoming text Introduction to Modern Economic Growth. James A. Robinson is
Professor of Government at Harvard University. He is a Harvard Faculty
Associate at the Weatherhead Center for International Affairs and a member of
the Canadian Institute for Advanced Research's Program on Institutions,
Organizations, and Growth. He is coeditor with Jared Diamond of the forthcoming
book Natural Experiments in History.
https://www.researchgate.net/publication/231791256_Economic_Origins_of_Dictatorship_and_Democracy
- 10-13-20
- THE NEW
CAPITALISM
These are the new rules of
capitalism
What does the future of
capitalism look like? Here’s what members of the Fast Company Impact Council
had to say back in June.
The Fast
Company Impact Council, an invitation-only group of corporate
leaders, entrepreneurial founders, and other leaders from across industries,
gathered on June 30 to share their insights. Members split into small groups,
moderated by Fast Company editors, and shared their
perspectives on how they are managing and innovating amid a trio of crises: the
global pandemic, the economic slowdown, and calls for social justice in the
wake of the killings of George Floyd, Breonna Taylor, and Ahmaud Arbery.
In this roundtable
discussion, led by deputy editor David Lidsky, top executives discussed the new
rules of capitalism and how stakeholders can make it work for everyone. In
alphabetical order, the participants in this session were Will Ahmed, CEO of
Whoop; Barie Carmichael, Batten Fellow at the Darden Business School; Frank
Cooper, CMO of BlackRock; Patrick Criteser, president and CEO of Tillamook
County Creamery Association; Laura González-Estéfani, founder, CEO, and partner
at The Venture City; Andrew King, managing partner at Bastille; Margery Kraus,
founder and executive chairman of APCO Worldwide; Stuart Landesberg, CEO and
cofounder of Grove Collaborative; and Oliver Libby, managing partner at
Hatzimemos/Libby.
Excerpts of the roundtable
have been edited for length and clarity.
Stuart Landesberg: I believe that business is the biggest agent for
change in our society, and I believe it to be the core organizing principle of
humans outside of the nuclear family over the last several hundred years. And
certainly the organizing principle that drives the most change in our societal
infrastructure. Over the last several hundred years, the desire for monetary
gain has outweighed the desire for the things that are good for people and the
planet—in the decision tree of the best and brightest people in the world. So I
am optimistic, because I’ve seen, in my own experience, that companies focused
on mission, purpose, sustainability [because] being good stewards of the world
and leaving the place a little better than we found it is a sustainable
competitive advantage. It’s an advantage in hiring. It’s an advantage in
partnership. It’s an advantage in brand. It’s an advantage in a lot of ways.
Frank Cooper: I spent most of my career outside of financial
services. I’ve been in entertainment and technology. I’ve been in packaged goods
through PepsiCo. I’ve been at BuzzFeed, Motown, and Def Jam. The
one common thread that I’ve had through all those experiences was this idea of
purpose. I’ve carried that with me from the very beginning. Here at BlackRock,
we feel like we’re one of the critical players in trying to help to advance
this idea that purpose-driven capitalism and purpose-driven companies are, in
fact, the future. I think purpose is one of the most important topics to cover,
but it’s also one of the most misunderstood topics. It’s often seen as an
abstract idea and a massive departure from capitalism, which I don’t think it
is at all.
Barie Carmichael: The executives and leaders I’ve watched who have
been able to break through [and build an inclusive corporate culture] are the ones
who have learned to cultivate dissension [and] something that I call being a
constructive skeptic, to begin to really break through and understand their
“social footprint.” Just as every company has a carbon footprint, it also has a
social footprint. The question is, Does it really know what that social
footprint is that’s embedded in the way it does business? This is not something
that can be cured by philanthropy or writing a check. It has to be cured by
that breaking through the blind spot to get at what it takes to make the change
happen.
Margery Kraus: We keep talking about diversity, [but] part of the
issue is that diversity is a number, and we can all, in some ways, have control
over that. Inclusion is a totally different thing. And inclusion is really
where we need to pay more attention—inclusion and equity. People spend a lot of
time bringing in diverse candidates, and if the culture is not accepting of
diversity, then you’re never going to have the benefit of diversity. The
benefit of diversity is that you learn things from sitting in a room with
people who are different than you are, and your clients get benefit from that.
Will Ahmed: The focus on unlocking human performances is one
that drives a lot of our decision-making, and [that means] anchoring a lot of
what we do in research. Doing research on health is really important,
independent from whether or not it helps build our business. Putting a big
focus on research has helped us maintain our mission and purpose. So when we
saw COVID-19 was becoming this this global pandemic, we added COVID-19 tracking
in our app. This was in early March—I think we were one of the first consumer
products to have COVID-19 tracking in an app. Within about two weeks, we had
over 1,000 responses of people who tested positive for COVID-19. We were then
able to partner with Cleveland Clinic and CQUniversity, two leading research
institutions. And we were able to collect a lot of data on what does COVID-19
look like alongside Whoop data. It effectively showed that having a super
elevated respiratory rate could be a predictor to COVID-19. Now if we weren’t
grounded in research, I don’t think we would have taken all those steps . . .
and a result of publishing that research, it appears to be good for our
business, too.
Laura González-Estéfani: I kind of don’t trust a lot of these companies
with these amazing statements [about their commitment to diversity and
inclusion]. You know, you just look around to your people. They’re all white
Americans. I think it’s super important to state that you, at the end of the
day, you lead by example. It’s as simple as that. It’s just a matter of
mindset. You cannot to a board, you cannot put out a company statement, when
you look around and everybody’s just like you, when your leadership team is
just like you.
Andrew King: My background is basically sports and esports . .
. and when you’re dealing with 12-, 13-, 14-year-olds, it’s a very different
mindset. What you see as the leading edge is really catering to an audience
that isn’t there yet. There is a lot that, ethically, we have to get our heads
around, not just kind of the YouTube issues of click authorization, click
acceptance for privacy, and things like that, but with some real issues
regarding mental illness, mental health, addiction, and things like that that
are going on. Esports is growing leaps and bounds, and that’s great for the
owners and participants and stakeholders, but it’s also very problematic. It
really doesn’t have the controls or the research in it to actually identify
best practices and actually how we navigate it with the next generation of
consumers.
Patrick Criteser: I’ve been at my company eight years, and the
concept of purpose is something that has certainly evolved. My view is that
employees have to resonate with the purpose. Increasingly, with your employees,
there are fewer barriers to them opting into the company, and whether you’re a
startup or 111 year-old company [like ours], you need the talent. You need
people to identify with and share values with the company. So it starts there.
In my mind, the rest of the business is constructed to serve that purpose. And
the market either rejects it or accepts it.
Oliver Libby: We have 600 entrepreneurs in about 80 countries,
starting them with very small amounts of capital very early in their
entrepreneurship journey. For me, the two things that are the main lessons are,
number one, impact and diversity are linked to high returns when done properly.
Without quoting returns, I would say we are certainly outperforming industry
benchmarks and disproving the fact that impact investing is concessionary. The
second thing is that the more hands-on approach is really helpful. This idea
that people place their bets on the roulette table and then the little ball
spins around and maybe a unicorn shows up is not a really great way to invest
over the long term. The venture capital industries’ returns demonstrate that
pretty clearly. They underperform the S&P as a group.
https://www.fastcompany.com/90560412/new-rules-capitalism-purpose-sustainability
The Global Risks Report series tracks global risks perceptions among risk experts and world leaders in business, government, and civil society. It examines risks across five categories: economic, environmental, geopolitical, societal, and technological. Every year the report also analyses key risks to explore further in deep-dive chapters—these could be risks that feature prominently on our survey, those for which warning signs are beginning to surface, or potential blind spots in risk perceptions.
The
Last Utopia: Human Rights in History :
https://www.goodreads.com/en/book/show/8903039 )
Humane: How the United
States Abandoned Peace and Reinvented War
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