评论
打印
Lately, a lot of chief executives have promised to shift their business model.
最近，很多首席执行官（CEO）承诺要改变他们的商业模式。
They pledge to serve all stakeholders, not just shareholders.
承诺服务所有的利益相关方，不光是股东。
Investment return, they say, will no longer take precedence over the health and welfare of employees, suppliers, even planet Earth.
他们说：投资回报将不再作为他们的主要目标，凌驾于员工、供应商、甚至是地球的健康和福祉之上。
Not just in a crisis, but every day. This is a change that business absolutely needs to make, but that does not mean it is going to be easy.
不仅是在危机中，更是每一天都要秉持这样的理念。这是企业绝对要去做的改变，但是这并不意味着就很容易。
It's like going from being a young couple to having kids.
就像从一对小情侣，到拥有孩子的变化。
When you're trying to make decisions with just one other person in the relationship, it's pretty straightforward.
在你想要做决定的时候，如果只需和这段关系中的另一个人商量，那就很简单，很直接。
Where should we have Sunday lunch? What should we watch for the movie?
比如我们周日在哪儿吃午餐？我们要看哪部电影？
But when you add one child, a second child, new decision makers, life gets complicated.
但是当你们有了第一个孩子、第二个孩子、新的参与决策的人时，生活就变得复杂了。
And each one has their own unique needs and individual perspective.
每个人都有自己特定的需求和立场。
We all know that you're not supposed to have a favorite child, and that being fair doesn't always mean being equal.
我们都知道不应该偏爱某个孩子，公平也并不完全等同于平等。
It's one of the biggest challenges in parenting, and in stakeholder capitalism.
这是为人父母最大的挑战之一，同样也是“利益相关方资本主义”的难题。
Employees need to earn a living wage. How else can they be confident that they can feed their families?
员工需要挣钱糊口，不然他们要怎么相信自己可以养活家人呢？
Pension fund investors need to earn a positive return.
养老基金投资者需要能获得投资收益。
Only then can they be sure that they are managing the savings and retirement of their investors responsibly.
只有那样，他们才能确定自己负责任地管理好了投资者交到他们手里的存款和退休生活。
Consumers want and deserve products and services that are both affordable and safe.
顾客希望获得，也应该获得物美价廉、安全可靠的产品和服务。
And we all want a society and planet that lets us breathe.
而我们也都想要一个可以自由呼吸的社会和地球。
I have spent my career helping companies and their leaders improve their performance, particularly at times of transition.
我的工作，就是帮助公司及其管理层，提升业绩，尤其是在过渡期。
We've all gone digital. We've responded to new health care regulations. We've improved their productivity, made them more diverse and inclusive.
我们都实现了数字化，响应了新的医保规定，提升了他们的生产力，让企业更多元化、更包容。
It took us a while to learn that you can't actually make a company more digital by appointing a chief digital officer,
我们花了一段时间才明白，要让一个企业更数字化，不能光靠任命一个首席数字官，
or that a chief diversity officer could not single-handedly make a company's culture more inclusive.
一个首席多元官也不可能靠一己之力去使这个公司的文化变得更加包容。
So we already know that we cannot just appoint a chief stakeholder officer if we really want to serve all stakeholders.
所以，我们已经知道，如果我们真想要服务于所有利益相关方的话，只任命一个首席利益相关方负责人是不够的。
Instead, we need to reset. If we really want to serve stakeholder needs, we need to get everyone involved.
还需要重新配置。如果我们真想要服务于所有利益相关方的话，就需要让所有人都参与进来。
There are no quick fixes, but I do have a few ideas. Let's start at the top: the boardroom.
这事没有捷径，不过我有几个想法。让我们从高层、董事会开始。
This is where a company's strategy is set and governed, and if all stakeholder needs aren't accounted for here, really, nothing's changing.
董事会是企业制定战略、进行管理的地方，如果在董事会都不能考虑到所有的利益相关人的需求的话，那真的什么都不会改变。
By definition, a board can stand in the way of serving all stakeholders. Why?
从定义上来看，董事会可能会阻碍企业服务所有利益相关方。为什么呢？
Because often, a board is elected by shareholders.
因为董事会往往是由股东选出来的。
It represents their interests. It's there to act on their behalf. That's not just a dictionary definition.
它代表了股东的利益，代表股东行事。这不仅仅是词典上的定义。
It's enshrined in law in the US, and this can really limit how much change a CEO or board can effect if they want to serve the needs of more stakeholders.
而且还被写进了美国法律里，这样确实会限制CEO或董事会，即便他们想要服务于更多的利益相关方，他们能带来的变化也是有限的。
For years, if we're honest, we've been ticking boxes: ethnicity, age, gender.
老实说，多年来，我们一直在做勾选：伦理、年龄、性别。
We've been looking for people who look different, but boards still do the same thing.
我们一直在寻找不一样的人，但是董事会却还是没有变。
They look after the interests of shareholders.
他们始终只关注股东的利益。
We don't need tokens. We need people who truly understand the experience and represent the diversity of our stakeholders.
我们不需要表面功夫，而是需要真正理解我们的经历，并代表了各方利益的人。
Corporate boards can learn a thing or two from the nonprofit world.
企业董事会可以从非营利组织中学得一二。
I chair a charity, Teach First. It's an educational charity that produces outstanding teachers and schools.
我管理着一个叫Teach First的慈善组织。这是一个教育慈善组织，旨在培养出优秀的老师和学校。
Our board includes a wide range of skills: former civil servants, activists, teachers, ambassadors, technologists.
我们的管理层有着各种各样的背景：前公务员、活动分子、教师、大使、技术人员。
Some of them on paper have very little that's an obvious fit for an educational charity.
有些人的履历上很少有明显适合教育慈善机构的经历。
But they each have real experience with our stakeholders. Every board is different.
但是他们每个人都有着和我们的利益相关方打交道的经验。每一个管理层都是不一样的。
Imagine a world where corporate governance was very different than today:
想象一个打破传统的公司管理层：
community leaders sitting on the boards of their local bank;
社区领导出现在当地银行的董事会名单上，
moral philosophers advising social media companies; environmental activists as directors of global energy companies.
道德哲学家给社交媒体公司提建议，环境活动家做跨国能源公司的高管。
CEOs keep making pledges. They keep talking about social purpose, but real change won't happen until we change who governs and for what purpose.
CEO不断地做承诺，讨论社会使命，但并没有做出真正的改变，直到我们更换管理者和我们的使命。
We have to change the laws of incorporation that limit us, and remember who we really serve.
我们必须改变限制我们的公司法，铭记哪些才是我们真正服务的对象。
Next, let's talk about the big E, the environment. Sustainability goals have been written into annual reports all over the world.
接下来，让我们讨论一下大写的“E”，也就是环境。可持续目标已被写入了全球各地的年度报告中。
The goals are very lofty, and very, very long-term, and none of them will be accomplished if they don't have real steps along the way.
都是非常崇高的目标，且是非常长期的计划，如果他们没有具体可实施的措施，那这些目标一个都实现不了。
It's like saying, "I'm going to run a marathon, or a 5k, sometime in the future."
就像我们经常说：“我以后要去跑个马拉松或者五千米长跑。”
No one is going to believe you until they see you get off the couch, start training, putting in the miles every single day.
没有人会相信你，除非他们看到你从沙发上起来，开始训练跑步，每天都跑。
CEOs need the same thing. They need concrete, achievable, measurable goals, and they need to share the data and progress along the way.
CEO也一样。他们需要具体、可实现、可衡量的目标，他们也需要分享他们的数据和每天的进度。
Being green is good for the bottom line in the long run, but it requires investments, and those have to be shared.
从长远来看，环保有利于盈利，但是环保也需要投资，这些也需要共享。
Brazil-based Natura is the world's fourth largest cosmetics company.
总部位于巴西的Natura是全球第四大化妆品公司。
They've got the usual profit and loss statements for the investors and the executive,
他们给投资人和高管们看的也是常见的营业损益表，
but it's their other two P and Ls that make them a little bit special.
但让他们有点与众不同的，其实是另外两个“损益”指标。
One measures how well they do for the environment. The other looks at their impact on society.
一个是衡量他们环保做得如何，另一个是看他们对社会的影响。
They measure everything: seeds planted, jobs created, rubbish thrown in the bin.
这两个指标涉及到方方面面：播下的种子、创造的就业、扔进垃圾箱的垃圾。
Shell, the Anglo-Dutch energy company, is another example.
另一个例子是英荷能源公司，壳牌。
They figured out what many of us already knew; it's not good enough just to look after your own emissions.
他们想明白了我们很多人都已经知道的事；只管你自己的排放是不够的。
In fact, their emissions accounted for about 15 percent of their system emissions. So they changed.
事实上，他们的排放量占到了他们整个体系排放量的15%。所以他们做出了改变。
Working with activists and pension funds, they set three-year rolling goals with progress markers year by year.
他们和活动家以及养老基金合作，制定了三年的目标，每一年都有一个进度指标。
By 2050, they hope to reduce their net carbon footprint by almost two thirds. That is a major reduction.
他们希望到2050年，可以将他们的净碳足迹减少近三分之二。这个减排量非常可观。
Initially, these targets are linked to the bonuses of their top 150 decision makers,
一开始，这些目标只和他们上层150名决策者的奖金相关联，
and over time the pay of nearly 17,000 employees could be linked in part to how they treat Mother Earth.
随着时间推移，近17000名员工的工资也会部分受到他们如何对待地球母亲的影响。
It's still early days for this industry and many of these initiatives.
对于这个行业以及这些目标来说，一起都还在起步阶段。
Success will depend on how well we stay the course when the investments become more significant,
成功与否将取决于我们能否坚持到底，当投资人变得更重要时，
when stakeholders disagree, or when competitors start catching up.
当利益相关方持有不同意见时，或者当竞争对手奋起直追时，我们是否还能坚持。
Let's spend a little bit of time on a stakeholder who is sometimes hidden, and those are our suppliers.
我们来进一步谈谈一个有时看不见的利益相关方，那就是供应方。
They are the connective tissue underneath many companies: Uber drivers, widget makers, service employees.
他们是很多企业的“结缔组织”：优步司机、小零件制造商，服务行业人员。
They're like an invisible life force that power our economy,
他们像是一种隐形的生命力，推动我们经济的发展，
and one thing we know for sure is that the success or failure of your business depends on your suppliers and partnerships.
而且我们可以肯定的是，企业的成功与否也取决于你的供应商和合作伙伴。
It's a painful lesson that many hospitals, including in the US and UK, will take from COVID-19.
这是很多医院，包括英国、美国的医院，从新冠病毒中得到的惨痛教训。
In pandemics, robust, agile supply chains deliver the masks, ventilators, testing kits and vaccines that we all need.
在疫情中，只有抗风险能力强且反应迅速的供应链，才能及时提供口罩、呼吸机、试剂盒以及疫苗，这都是我们最急需的。
It saves lives, and it helps to reopen our economy. Suppliers don't just matter when we're in a crisis.
这能够拯救生命，也有利于重启我们的经济。供应商不光是在危机中很重要。
If you really want to scale your positive impact, you have to look beyond the walls of your company.
如果你想真正扩大自己的正面影响，目光就不能仅仅局限于公司内部。
BHP Billiton, the Australian mining company, did just that when it made a commitment to end gender imbalance in its workforce by 2025.
澳大利亚矿业公司，必和必拓，最近就是这么做的，这家公司承诺要在2025年之前结束员工编制性别不均衡的状况。
It decided to encourage, or kind of nudge, its suppliers into also participating by providing training and technology.
他们决定通过提供培训和技术来鼓励，甚至是推动其供应商也参与进来。
In Chile, Kal Tire helps to change the enormous tires on BHP's trucks.
智利的卡尔胎业帮助他们改造了必和必拓的作业车上巨大的轮胎。
It is a very physical, demanding, dangerous job, and to be honest with you, not that many women were even interested in the job.
他们的工作非常耗体力，而且很危险，说实话，并没有很多女性对这些工作感兴趣。
The two companies change that. First, they developed a mechanical arm.
两家企业合力改变了这种情况。首先，他们开发出了一种机械臂。
And then they proactively encouraged women to apply for the job.
然后积极鼓励女性应聘他们的岗位。
Now, Kal Tire is just one company. It's an example.
这还只是卡尔胎业这一家企业的例子。
BHP Billiton has thousands of suppliers, and if you really want to engage your supplier network, you can use incentives to get them engaged.
必和必拓有上千家供应商，如果你真的想让你的供应链网都参与进来，就可以采用一些激励措施。
Today, Kal Tire illustrates how well that can be done, and across BHP's supplier networks,
今天，卡尔胎业在这方面为我们树立了榜样，而在必和必拓的所有供应商中，
women are now 15 percent more likely to get the job than they were even a year ago today.
现在女性从事这类工作的可能性相较上一年就提高了15%。
Suppliers and partnerships will make or break your business.
供应商和合作伙伴可以决定你的业务成败。
In good times, they're the key to your success, scaling it worldwide, and in bad times, they're the key to your survival.
形势好的时候，他们是你成功的关键，帮助你走向全世界；形势不太好的时候，他们是企业生存的关键。
If suppliers are a hidden stakeholder, then customers are probably the most visible.
如果供应商算是隐藏利益相关方，那么顾客就可能是最明显的利益相关方。
But when shareholders rule supreme, some companies may have an incentive to focus on customers' short-term desires rather than their long-term needs.
但是当股东主宰公司决策的时候，有些企业可能会倾向于关注用户的短期欲望，而非长期需求。
Consumption of processed food has taken off around the world, and with it, global obesity rates have increased.
加工食品的消费在全球飞速增长，伴随着这种消费增长还有全球的肥胖率。
That's why the Access to Nutrition Foundation now tracks the salt, fat, sugar that global food and drink companies include in their products.
这也是为什么“营养获取基金会”现在会跟踪盐、脂肪及糖分的含量，这些正是许多跨国企业生产的食品、饮料中包含的成分。
They also track whether they market them responsibly. I think it's like measuring the calories consumed for every dollar these companies earn.
他们也会观察这些产品的推广是否是负责任的。我觉得就像是测量这些企业挣的每一美元里人们摄入了多少热量。
Companies that have been paying attention to this have begun to make changes, including ingredients and formulations.
一直对这方面有所关注的那些企业已经开始做出改变了，包括改变原材料和配方。
Nestle reduced the sugar in its breakfast cereal. Unilever reduced the volume and calories in its ice cream.
雀巢降低了自家早餐麦片里的糖分；联合利华减少了其冰淇淋产品的份量和热量。
Now, I'm not sure that's a good idea, but I can tell you it takes creativity and a little bit of investment.
我不确定这是不是个好主意，但我可以告诉你，这是需要创造力和一点投资的。
We know that consumer needs change over time,
我们知道消费者的需求会随着时间而改变，
but companies that make these investments proactively can be better positioned in the long term, even for shareholders.
但那些主动进行这样的投资的企业，长期来看会发展得更好，甚至对股东来说也是利好的。
As we all have tried to improve our eating habits, tried to eat less ice cream, these companies were well-positioned to capture that market.
随着我们都在努力改善我们的饮食习惯，努力少吃点冰淇淋，这些企业充分做好了占领这些市场的准备。
They were ahead, more competitive, and able to be more relevant.
他们已经提前迈出了步伐，更具竞争力，也可以成为更重要的角色。
It also aligns with governments, many of whom have looked at nutrition labeling, exercise programs, or even sugar taxes to encourage healthier eating.
这也和政府的目标一致，很多政府都研究过了营养标签、运动项目，甚至糖税，希望能鼓励民众接纳更健康的饮食。
If customers are stakeholders, then they should not be harmed by the goods, services and products we produce.
如果消费者是利益相关方，那么他们就不应该因为我们生产的商品、提供的服务而受到伤害。
It's that simple. For stakeholder capitalism to really work, we all need to see ourselves as chief executive officers.
就这么简单。要让利益相关方资本主义真正发挥作用，我们都需要把自己当做CEO。
If we really want change, we have to be willing to bear the backlash.
如果我们真的希望改变，就必须要愿意承担后果。
We're not always going to get it right, and that's OK. Real, substantive change takes time.
我们并非永远都能做对，犯了错误也没关系。真正重大的改变都需要时间。
The right answer keeps changing. But we have to try to do better.
正确的答案也一直在变，但我们必须尽力做得更好。
There's a quote that I love that really captures the essence of this moment.
有一句话是我非常喜欢的，很好地概括了这种时刻的本质。
It's by the American poet Gwendolyn Brooks. "We are each other's harvest. We are each other's business. We are each other's magnitude and bond."
那就是美国诗人关朵琳·布鲁克斯所说的：“我们是彼此的耕耘收获，我们是彼此的谋生之法，我们促进彼此，亦相互联结。”
Business is a set of ever-changing human bonds through which we plant and grow and reap.
企业就是由不断变化的人与人的纽带组成，我们依靠这些纽带进行播种、生长、收获。
Our harvest is our lives and livelihoods, our civil liberties, our skills and communities.
我们收获的是我们的生命和生产力，我们的公民自由、技能以及社群。
Business is what we make of it. Let's hit reset and serve all stakeholders. Thank you.
企业是我们创造出来的。让我们按下重启键，服务所有的利益相关方。谢谢大家。
