Welcome to my blog. I’m Mike Tuffrey – a leader, adviser, speaker and writer on business, government and sustainability. I’ve worked across all three sectors for 30 years – making me a ‘tri-sector athlete’, or so I’m assured.
The big question that concerns me is how business, government and civil society can work more effectively together to bring better outcomes for all… prosperity, health, well-being, today and for my children’s generation, especially now half the world lives in cities.
Literally and metaphorically, we are all ‘in it together’. Click on This blog for more about my approach and on About Mike for details of my work. Then please do get in contact if you’d like to collaborate.
An opportunity to kick-start a move towards more mission-led companies is getting caught up in Brexit fall-out.
A little reported but potentially momentous bit of thinking is going on in the depths of the UK government. Earlier this summer the Cabinet Office started a consultation on ways to strengthen so-called ‘mission-led’ businesses. One question arising is whether we need a new form of corporate structure to encourage them.
The consultation set the scene like this: “The traditional roles of civil society and business are changing for the better. The social sector is becoming more business-like and businesses are keen to demonstrate their social impact. Continue reading
Too many companies are trapped by the ‘curse of materiality’ and aren’t accepting the challenge of change.
When the Global Goals were agreed last September, I hailed them as setting “the new, de-facto global standard for businesses to design, measure and account for their contribution to sustainable development”.
I said they present a unique opportunity for businesses to align their programmes and purpose to the needs of society – and in so doing, grow the business, reach new customers and markets, develop new products and boost the bottom line. Since the SDGs set out the issues the world has agreed are THE global priorities, business can’t succeed in the long run unless these aims are met.
That’s why I described them as providing the gateway for any business to shift from Continue reading
Britain’s referendum result has its roots in long-standing economic unfairness, and it will get worse unless business learns some lessons
The shockwaves from the UK’s vote to leave the European Union continue to reverberate around the world. Economists speculate on the implications. Politicians with elections looming in Europe and America worry what it means for them. Individual citizens in Britain – well, about half of them – ask profound questions about their country and the divisions so starkly revealed.
The sense of shock and the search for meaning is palpable. I will resist adding lots to the Continue reading
Corporations spend billions every year on causes and in communities around the world. But a shocking new survey shows they actually know little about the difference it makes.
Nowadays everyone agrees that spending shareholder funds in scattergun philanthropy doesn’t make sense: it’s not good for people in need, nor for companies trying to justify and sustain a community investment (CCI) programme.
So Corporate Citizenship asked corporate responsibility and sustainability practitioners how they set objectives and whether they measure outcomes. Over 130 practitioners from around the world replied. A massive three quarters said they aspire to achieve long-term Continue reading
Where does good decision-making in business come from? Let’s look at the role of data, seek inspiration from Plato, and consider if companies are potentially wasting billions in their community investment.
The power of numbers is embedded in modern management…. The numbers speak for themselves. What’s the bottom line? If you can’t measure it, you can’t manage it. We use phrases like these all the time, albeit often with a heavy heart.
Comments from my colleagues in this month’s CCBriefing help us come to terms with this. Mary Ellen Smith calls for quality in KPIs, while Charlie Ashford says radical transparency is both inevitable and an opportunity for companies. I’d add my own plea for us to rediscover the power of balanced scorecards. First popularised in 1992 by Robert Kaplanand David Norton at Harvard Business School, they broaden the focus from historic profit to non-financial and forward-looking aspects. Crucially, they harness the numbers into a decision-making format. Continue reading
Short-termism in the boardroom doesn’t just damage investors, it hurts us all. Thankfully, the evidence – sometimes from surprising places – shows that doing the right thing does pay off.
Here in London, voters are choosing a new mayor as I write. By the time you read this, we’ll know the outcome. During the campaign, the one issue all the candidates have agreed on is the lack of affordable homes – or rather the imbalance between restricted supply and escalating demand which is driving up the price of all forms of housing, whether purchased or rented.
The think-tank New Economics Foundation (where I’ve just joined the board of trustees) used the occasion of the Queen’s 90th birthday to show how the rise in UK house prices have outstripped average earnings twice over during her lifetime. There’s not much point in being 21,839% better off (yes really, in money terms) if you still can’t afford to put a roof over your head. In London, the trends are even more acute. Continue reading
Controversial taxi company, Uber, has just launched a new statement of mission to reposition the business. They follow in the footsteps of others, but beware of the dangers.
Technology is disrupting many businesses. Enabled by smartphone apps, radical change is coming – and just one example is playing out on the streets of London, where 100,000 private hire vehicles now compete daily with the traditional black cab trade. Behind it is Uber and its army of self-employed drivers, all part of the new sharing economy. Famously forthright, the London cabbies are still only arguing about this change in their livelihoods, unlike Paris where militant drivers took to the streets.
Uber started out in 2009 as UberCab in San Francisco, and has grown exponentially ever since. It recently relaunched its corporate branding. Out went the classic U logo and in came flexible treatment in its different markets, built around a new statement of corporate purpose: not a taxi app any more, but all about “creating industries that serve people – Continue reading
The Financial Times reports that shares in AG Barr, maker of Irn Bru, closed down 2.4% following the UK government’s announcement of a tax on sugar in soft drinks, while Britvic, producer of Robinsons squash, fell 1.3%. Loss of shareholder value in those two companies alone – some £40m.
Compare that to the small amount typically invested in corporate responsibility programmes and the business case for listening to stakeholders and acting correctly becomes overwhelming. Continue reading