“the internet is “a chameleon”. “It is the first medium that can act like all media — it can be text, or audio, or video, or all of the above. It is nonlinear, thanks to the world wide web and the revolutionary convention of hyperlinking. It is inherently participatory — not just interactive, in the sense that it responds to your commands, but an instigator constantly encouraging you to comment, contribute, join in. And it is immersive — meaning that you can use it to drill down as deeply as you like”
Time for ‘framework changes’ across the board. Bill Drayton, visionary who foresaw and catalyzed the social entrepreneurship movement, calls out for a very much needed transformation.
“We live in a world where education currently is about learning a few rules, and repetition of these rules reinforces them, but in a new dynamic society of flux there is no place for such stagnant rules. We need new skills and a ‘framework change’; It’s going to get very hard to create change or lead teams or even simply take part in group activities without empathy. In fact it’s the basic human social tool for surviving in this new world.”
Right on Bill.
“You cannot afford to have anyone on your team who isn’t a changemaker … and one of the qualities you need as a changemaker is empathy,” Drayton said. Drayton also shared his vision for a “fluid, open, team of teams,” where each employee has both the skills to identify opportunities and to solve problems, as the emerging organizational format for this era, as well as the departure from monolith-type corporations. “Change begets change … and the world we are going to is better,” he said.
“Why do companies use the language of sustainability, but fail to practice it?
Many companies use the sustainability language due to peer pressure. In 2010, the UN Global Compact group of companies published a report by Accenture, polling 766 CEOs around the world. About 92% said, “sustainability is now important to our company”.
What quickly became clear is that they understood sustainability very differently than us. They understood it as reporting, having a chief sustainability officer, understanding problems around the supply chain—88% said they would drive it through their supply chains. What really worried me was that 81% said, “we have already embedded sustainability in our organisation”. That was the moment I realised they don’t really understand what this is about. They don’t understand the nature and scale of the climate issue, water issue, natural resources issue, poverty and all these things. They are seeing it as efficiency issues and transparency.
They are doing a lot compared to what companies were doing 25-30 years ago. But still, for most companies we deal with, it is still an incremental change agenda. Another problem is they are trying to address these issues, but they lack skills beyond their core expertise to tackle sustainability.”
We are beyond an idea who’s time has come. It is time to accelerate collective action towards ending the War and Drugs and the non-sense ‘prohibition regime’.
Watch the video: Breaking the Taboo
Sign the Petition:
To Ban Ki-moon and all Heads of State:
We call on you to end the war on drugs and the prohibition regime, and move towards a system based on decriminalisation, regulation, public health and education. This 50 year old policy has failed, fuels violent organised crime, devastates lives and is costing billions. It is time for a humane and effective approach.