Let’s build
the alignment playbook
Alignment is a journey and companies need a compass. As part of its strategy on developing open resources to accelerate the transition towards a fertile future, the investment firm 2050 is launching the Alignment Playbook. You will find here all you need to start your own path to align your business with the best interests of the society and the planet.
The playbook is articulated around 2050’s Key Alignment Indicators (KAI) and shares its methodology, as well as curated resources (tools, templates, knowledge, stories). Please make this open and collaborative platform yours! Pick, share and upload more relevant content to boost the emergence of the alignment community around the world.
This platform is still in beta phase and we look forward to hearing your feedback!
Diversity & Inclusion
D&I is one of the best indicators of the company's capacity to tackle tomorrow’s challenges. It goes beyond good demographic parity results, to choices that can but enhance business innovation and development through strong D&I commitments.
Tackling teams' blind spots as well
as system flaws will require a culture reset
#1 From diversity of backgrounds to diversity of thinking
Promoting diversity and inclusion in companies is both an ethical and business commitment. Tackling teams’ blind spots as well as system flaws will require a culture reset that is far more engaging than a compliance-oriented approach.
High-performing teams are both cognitively (how we approach problems and think about things) and demographically (age, race, gender identity, sexual orientation, physical resource) diverse. Enabling people to reach their full potential with a clear D&I strategy is thus one of the best investments a company can make for long-term performance.
To face the major challenges ahead, companies will have to boost innovation through diversity. Indeed, mixing diverse mental frameworks for problem solving will lead to disruptive and ambitious ventures.
Key questions you should ask yourself
– To what extent are founders and managers committed to diversity and inclusion?
– Do founders and teams wish to challenge the status quo and take personal responsibility in for change?
– Has the company written a D&I policy / charter & defined dedicated HR processes?
– How does the company educate its teams about D&I and cognitive biases?
– Does the company implement learning strategies and training programs for deconstructing biases?
– How is the company using data to manage its D&I issues?
#2 Corporate offer’s accessibility
Companies can definitely enlarge their customer bases through inclusive business models.
Being aware of the traditional business bias in addressing a market (e.g. through focus groups with underrepresented individuals) is a strong asset to depart from them and design innovative ways to business development (e.g. target new customers, create new products,…)
Far beyond a costly compliance topic, D&I is a source of innovation serving the business competitiveness.
Key questions you should ask yourself
– Is the company aware of D&I challenges connected to its services or products?
– Does the company’s services or products have an impact on communities (end-users or other stakeholders) who are traditionally excluded from the market?
– How are the company’s services or products perceived by traditionally underserved communities?
– How does the company’s services or products promote D&I?
#3 Transparent and unbiased wealth sharing
People feel included when they are treated equally, with no favoritism. Thus, wealth sharing choices are critical to build a bold sense of belonging into a company.
Money empowers and builds self-esteem and recognition. Then, sharing the benefits of the company’s growth with its key stakeholders is core to its D&I policy and productivity, not just a good governance practice.
Key questions you should ask yourself
– How is the corporate salary scale defined and publicly communicated?
– How is the business wealth sharing scheme defined (e.g. prices’ breakdowns)?
– Are employees part of the corporate ownership? Do employees benefit from corporate’s shares?
– What multiple is the highest compensated individual paid, including bonus, as compared to the full-time lowest paid worker?
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