Read PDF Redefining Governance

Free download. Book file PDF easily for everyone and every device. You can download and read online Redefining Governance file PDF Book only if you are registered here. And also you can download or read online all Book PDF file that related with Redefining Governance book. Happy reading Redefining Governance Bookeveryone. Download file Free Book PDF Redefining Governance at Complete PDF Library. This Book have some digital formats such us :paperbook, ebook, kindle, epub, fb2 and another formats. Here is The CompletePDF Book Library. It's free to register here to get Book file PDF Redefining Governance Pocket Guide.
Sep 7, - The purpose of this paper is to resolve and remove from the governance arena in general and the project arena in particular, conflict which.
Table of contents

China had tianxia. Drawing on his Chinese-language bestseller The Tianxia System and two of his more recent Chinese-language books, Redefining a Philosophy for World Governance is the first major statement of his thought available in English. Governance, not government, because Zhao is not proposing any specific way to run the world.

Search4Dev - Bibliotheca Alexandrina

He embraces neither democracy nor technocracy. He certainly does not suggest that the world should be ruled by an ancient philosopher-king, though he admires the legendary Duke of Zhou for having been just that. The tianxia system is a kind of game-theoretic approach to ensuring a stable equilibrium among otherwise competing states. In return, the central Zhou Dynasty was expected to govern virtuously, itself in accordance with ritual.

The World Assembly of Civil Society, Montreal, Canada: Redefining governance … slowly

Such a system could accommodate internal diversity and even external expansion without breaking under the strain. Of course, it did eventually break down … after years. Much to his credit, Zhao does not pretend that China has always been governed under a tianxia system. Instead, he sees the Zhou Dynasty as embodying an ideal that later Chinese dynasties appropriated for their own ends. The tianxia system, centered on the Central Plains surrounding the Yellow River, was a cultural resource that could be and was mobilized by those who wished to rule China.

Independence, governance, and trust: redefining the relationship between JAMA and the AMA.

The analysis about the soberingly ineffective role played by civil society is equally acid and crushing:. We get so orgasmic about sitting at the table — but only lend credibility to decisions of others. We are in a trap of thinking we need more money than we do. These are some of the main questions that are being discussed in response to this analysis:.

But there is also a growing uneasiness about the abundance of scathing analysis and the lack of progress in finding a meaningful response:. We must now focus on the solutions. Futures Thinking and Strategic Foresight. Captial Assets and Allocation. Business Continuity and Resilience. Talent Acquisition and Retention. The creation of resilient business strategies that embrace sustainability requires that boards play a much more significant role in the sustainable business agenda.

Democracy Special Collection

We need to focus primarily on how sustainability supports growth—how does solving major sustainability challenges create new revenue opportunities for the company? This means integrating the global Sustainable Development Goals into business planning and ensuring that sustainability teams are focused on business development. We believe there are specific steps that companies can take to achieve this outcome.

The increased attention generated by global sustainability challenges in recent years—everything from the UN Sustainable Development Goals to the Paris Agreement on Climate Change and the UN Guiding Principles on Business and Human Rights—has significantly increased the pool of leaders in the private sector capable of and willing to rise to this challenge. Research shows that boards and executive leadership are paying more attention to sustainability issues than ever before. Six innovations can be made to enhance the ability of boards to establish the resilient business strategies needed to create long-term value:.

The creation and implementation of resilient business strategies will require new types of executive leadership that support organizational leadership on sustainability issues.

We believe this executive leadership transformation needs to take place in three areas—diversity, leadership style, and innovation. The creation and implementation of resilient business strategies will also require an overhaul of the sustainability function. We believe that the sustainability function should reimagine its future in four main ways: as the creator of value for companies, as futurists, as change agents, and as coalition builders.

This requires a more deliberate, structured, and thoughtful approach to working with other functions. But if it succeeds in these four areas, then sustainability functions will thrive as an engine of innovation at a time when innovation is sorely needed. Catalyze systemic progress by building mutually beneficial relationships and collaborating with stakeholders and partners across the entire value chain.

Stakeholder engagement needs an overhaul. The practice of stakeholder engagement emerged to help companies build greater trust with societal groups that might negatively affect the delivery and success of their business strategies in a material way. However, all too often stakeholder engagement remains a limited reputational risk exercise that misses opportunities to support resilient business strategy. We believe that innovation in stakeholder engagement offers the potential to integrate new ideas into business strategy, enable the business opportunities of the future, and support the development of more inclusive societies.

The inclusion imperative for boards

It is time for an approach where stakeholder engagement practices are fully equipped to support all aspects of company strategy and operations and enable meaningful interaction with a rapidly changing external environment. Implementing this new approach will see stakeholder engagement become a critical component of corporate value and the creation of resilient business strategies, rather than a tool to manage reputational risk and avoid crises.

This will lead to fundamentally new thinking about how to structure organizations, drive innovation, and measure value. Systems thinking involves purposefully analyzing the broader environment in which the company operates, with an understanding that the company is just one actor in a wider social system that is linked to, and dependent on, external actors.

Effective stakeholder engagement will require innovation in three main areas: using systems-based approaches that capture more diverse voices; altering the purpose of engagement from consultation to collaboration; and reforming internal company engagement mechanisms to ensure that stakeholder perspectives support business strategy. Sustainability reporting has been disrupted in two important ways over the past decade, and these changes are only likely to accelerate further over the coming decade:.

Quick Links

These disruptions are especially challenging for sustainability reporting because they run counter to the prevailing view that companies also need to focus on the sustainability issues that matter the most and reduce the length of sustainability reports. Sustainability teams need to be story-makers, not storytellers, yet too often reporting reduces bandwidth for half the year and prevents us from doing our job.

We believe that sustainability reporting should not happen for its own sake, but have a clear and compelling purpose.


  • Request for a Print Catalogue!
  • Redefining Governance: Essays on One Year of Narendra Modi Government by Anirban Ganguly!
  • Morbid Fears And Compulsions: THEIR PSYCHOLOGY AND PSYCHOANALYTIC TREATMENT: Volume 102 (International Library of Psychology).
  • Ravage 2099 #15.
  • Cello Sonata No.1 in B-flat major Op.45 (Piano Score).
  • A Shadow Upon the Scenes: A Winston & Churchill case.

BSR's vision for sustainability reporting is the achievement of two important outcomes: informed decision-making by stakeholders including shareholders and improved sustainability performance at companies. However, this vision can only be maintained in today's transformed communications context if the predominant model for sustainability reporting undergoes a significant overhaul. Fortunately, the solution is within reach.

Companies can fulfill the purpose of sustainability reporting by deploying a model based on two simple ideas: a triangular reporting framework that targets different types of information at different report users and a much closer connection between "numbers" and "narrative. We believe that companies can be bolder in developing a point of view on the company law and regulatory frameworks that are needed to achieve sustainability and be more proactive in advocating for that point of view.