This session explores the central question: Can companies truly redress power and deliver equity?
Right now, in a moment when millions are facing health risks and grave economic uncertainty, business leaders are again grappling with society’s demand that they deliver more than profit to their shareholders. In the progressive business community, we are hearing ideas that sound transformative. Like the now-familiar terms of CSR, ESG, triple bottom-line, conscious capitalism, and DEI, we’re now hearing: stakeholder capitalism, inclusive economies, the fourth sector, the purpose-first economy. There is good work being explored across all facets of the corporate sector — government policy, financial investment, legal structures that set a path towards making these concepts real. And yet recognition of lived experience of those who are not white and male inside even ‘enlightened’ companies lags behind. Our contributions are not heard, and our insights and truths may be gaslit or denied.
The question remains: in this moment of corporate reckoning, what is window dressing, and what truly constitutes a movement of power within organizations? This panel presents theories for actionable response to this gap, and offers evidence and practices that frame this challenge as an opportunity to create improved systems and methods of measurement that can positively affect both communities and the bottom line towards the creation of a new understanding of leadership, profit, and even capitalism itself.
The panel will:
• Bring together three experienced practitioners to investigate a set of core questions, and stimulate a conversation of possibility with participants
• How can individuals redress power structures and production processes in current corporate systems, to build change?
• How can companies redress power internally, with authenticity and impact?
• How can redressing power — delivering societal equity and social justice -- be seen as essential for company profitability?
• Discuss strategies for making inclusive and sustainable leadership and management styles the norm, where standards for equity and social justice are seen as essential factors for profitability, leading to an economic model that incorporates inter-connectedness, empathy and longevity as valued factors.
Introduction by Latha Poonamallee, Associate Professor of Management and Social Innovation & Chair of Management Programs.
We hope you can join us!