As an employer, I support the #GlobalClimateStrike

We’re living in a climate emergency and today is the Global Climate Strike, where people in over 150 countries will be stepping up to support young climate strikers and demanding an end to the age of fossil fuels. Because this is an extinction-level threat to our existence, Reason Digital is supporting the strike by closing […]

Digital growth depends more on business models than technology

More than 20 companies launched in 2009, including Uber, Slack, Pinterest, and Blue Apron, all eventually achieved $1 billion-plus valuations. Given that those companies were all venture-financed and emerged from Silicon Valley, you might assume that the key ingredients that have ensured their success were cutting-edge technologies, digital platforms, and customer bases that were chiefly made up of digital natives.

You would be wrong.

United Nations Special Rapporteur on extreme poverty and human rights in the UK

14 million people in the UK – a fifth of the population – live in poverty. Four million of these are more than 50% below the poverty line, and 1.5 million are destitute, unable to afford basic essentials. “In the fifth richest country in the world, this is not just a disgrace, but a social […]

A level paying field? The gender pay gap, small business and the tech sector

The gender pay gap is in the news again this week. Alexandra Topping reports in The Guardian that an MP select committee has recommended that medium-size companies of more than 50 employees should be forced to report details of their pay gap and to publish action plans and narrative reports about what they’re doing to […]

What are Millennials’ attitudes to work in 2018?

Geopolitical and social concerns have given rise to a new wave of business activism, and millennials and Gen Z are sounding the alarm, according to Deloitte’s seventh annual Millennial Survey.

Selling social change

All too often, nonprofits take a “build it and they will come” approach, focusing most of their efforts on creating services that they think are innovative or effective, and expressing surprise when those services go begging for participants. It’s time for nonprofits to develop a more sales-driven approach to social change.

The hard truth about innovative cultures

Innovative cultures are generally depicted as pretty fun. Other characteristics extolled by management books include tolerance for failure, willingness to experiment, psychological safety, highly collaborative, and nonhierarchical. And research supports the idea that these behaviors translate into better innovative performance.

But despite the fact that innovative cultures are desirable and that most leaders claim to understand what they entail, they are hard to create and sustain. How can practices apparently so universally loved—even fun—be so tricky to implement?

Responding to the UK Government’s Civil Society Strategy

The UK Government recently launched its new Civil Society Strategy: Building a future that works for everyone, echoing Theresa May’s first speech as Prime Minister where she vowed to fight against “burning injustice” and to be “driven, not by the interests of the privileged few but by yours.”

Creating a purpose-driven organisation

A higher purpose is not about economic exchanges. It reflects something more aspirational. It explains how the people involved with an organization are making a difference, gives them a sense of meaning, and draws their support.

When organisations embrace purpose, it’s often because a crisis forces leaders to challenge their assumptions about motivation and performance and to experiment with new approaches. Robert E. Quinn and Anjan V. Thakor have developed a framework to help build a purpose-driven organization. It enables you to overcome the largest barrier to embracing purpose—the cynical “transactional” view of employee motivation—by following eight essential steps.

How do the world’s richest football clubs spend their money?

There is criticism over large salaries paid to footballers and over dividends paid to shareholders, but the world’s richest football clubs also spend their money trying to be responsible members of their sporting and local communities.

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