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5 Myths Socially Conscious Entrepreneurs Need to Ignore



June 09, 2014 – Comments (0) | RELATED TICKERS: TSLA , SCTY.DL , NSRGF

Great article in Fast Company that addresses five common myths/objections when it comes to running conscious enterprises. While the article is geared toward entrepreneurs, I believe "thinking like an entrepreneur" is a helpful practice for investors. If nothing else, this entrepreneurial mindset can help us focus on qualities in a business such as purpose, long-term vision, culture, and other items that might be left by the wayside in typical Wall Street circles. When evaluating potential investments I increasingly focus on the leadership, purpose, and culture of a business first, and ideally find a business with a 'conscious culture' and the financial growth/cash flow production to back it up. 

Here are some snippets from the article (which I recommend reading in its entirety): 

5 Myths Socially Conscious Entrepreneurs Need to Ignore

A series of powerful forces are changing business as we know it. From the speed of communication to information accessibility, all lead to increased transparency and a more global perspective.

Whether we choose to define the newest iteration of capitalism as Shared Value, Conscious Capitalism, Institutional Logic, Benefit Corporations, Triple Bottom Line, SRI, ESG, or Regenerative Capitalism, the fact is companies that don’t update their business practices are significantly less likely to thrive. Meanwhile, those that harness the power of purpose are capturing significant value and creating meaningful competitive advantages along the way....

This new, holistic approach to business may be the most significant movement of our time, as well as the most misunderstood. Below are five pervasive myths surrounding stakeholder capitalism today:

Reality: Smart companies understand purpose and profitability go hand in hand.

Historically, it’s been easy to lump investing for impact in with philanthropy. When Google CEO Larry Page recently and publicly stated he’d rather give his money to Elon Musk than to charity, his message underscored a common belief that creating positive impact is necessarily tied to giving away your money.

Whether you agree or not with Larry’s view that visiting Mars is philanthropic, his point is not that charity is misguided but that businesses built with purpose and run by inspired leaders can change the world and improve lives in the process, all while creating outsized financial returns.

Mr. Musk’s entrepreneurial approach to capitalism, represented by his success at Solar City and Tesla, is built on innovation and emerging technologies and demonstrates well two key elements of next generation capitalism: building companies specifically to address social and environmental challenges, and harnessing certain advantages that purpose can create to win....

Reality: Businesses taking a holistic approach to growth unlock unrecognized value and create competitive advantages.

While the fundamental purpose around which a company is built can yield compelling opportunities, equally, if not more important, is how a company conducts its business.

In their 2011 Harvard Business Review article, Michael Porter and Mark Kramer define shared value as the expansion of “the total pool of economic and social value” available to both corporations and surrounding communities. Companies who practice a shared-value approach investigate untapped revenue sources within their immediate environment, finding ways to maximize profitability by--not in addition to--improving human lives and promoting environmental welfare.

Unlike philanthropy, shared value is not external to profitable business practices but integral to them. Porter and Kramer cite cashew producer Olam International, which stopped shipping nuts from Africa to Asia for processing in cheap factories and opened local processing plants, training and hiring workers in Tanzania, Mozambique, Nigeria, and Cote d’Ivoire instead. The move allowed the company to cut shipping costs by up to 25% while establishing deep roots in a community vital to its long-term survival....

Reality: Sustainable companies outperform their unsustainable counterparts.

A growing body of research shows that companies who invest in a holistic stakeholder approach--through policies benefiting shareholders, employees, local communities, consumers, supply chain partners, and the environment in concert--perform significantly better in the long term than those who don’t.

Using a value-weighted portfolio of Fortune’s 100 Best Companies to Work For, Wharton Professor Alex Edmans strikingly found that companies who invest in the happiness of their employees see greater financial returns, as can companies who employ socially responsible investment screens. Research by Harvard Business School professors Robert Eccles and George Serafeim, and Ioannis Ionnou of the London Business School, indicates companies who voluntarily invest in sustainable practices “significantly outperform their counterparts over the long term.”....

Reality: Consumers are more educated than ever about sustainability and corporate values, and they’re voting with their money.

Rhetoric surrounding sustainability isn’t changing--it’s already changed. Thought leaders worldwide understand responsible consumerism doesn’t mean privation. The old “doom and gloom” model of environmental responsibility has been replaced by one recognizing resource scarcity on a planet rapidly heading toward 9 billion people and valuing resource efficiency, innovation, and socially/environmentally responsible processes.

A recent BCG study summarizes another key driver of this shift: The millennial generation--representing $1.3 trillion in annual spending--engages with brands far more extensively and personally than older generations, and expect their values to be reflected in brands they purchase. They value careers that serve the greater good, products and services connected to social causes. They will also be the most influential generation our country has seen, numbering 78 million in 2030....

Reality: Stakeholder capitalism is vital to an industry’s continued survival.

It’s well past time to start thinking about financial profit as only one element of a much larger contextual system--one including personal, social, and environmental regeneration. Human welfare, environmental sustainability, employee happiness, and social benefits are critical elements of the larger system in which we, and the companies we build and/or work for, are tied. The idea that a corporation somehow exists outside of that, subject only to the shareholder’s profit motive, is not just short-sighted but irresponsible. In the end, each of these constituents is inherently tied to long-term financial success. Without shared value creation across these areas, there can be no long-term profitability.

I think these are important trends for Foolish investors to follow, particularly when identifying businesses poised to generate significant value for many years and decades ahead. 

David K

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