Stop Cribbing and Start Doing.

Men and women who create for-profit and nonprofit new ventures can and should do things of the kind that the other businesses are likely to neglect, negate, or avoid. Entrepreneurs can quietly change the story, one organization at a time, whatever government may or may not do.

Here are ten ways venture founders can alter the course implied by what we know of the current world’s intentions. They are all within our own authority, not those of government. We can:

  1. Actively appreciate the economic and social needs of disadvantaged groups and consider how our own organisation can make a difference-or start a new one that can; at least ensure that our own organisation does not contribute to disadvantage;
  2. be inquisitive about rural and underserved populations adversely impacted by political, economic and tech change-and examine ways that our organisation can make a positive contribution, including the offer of products, services or employment;
  3. create inclusive policies on gender, gender identity, race, national origin & religion; offer all employees dignity & respect, provide healthcare, parental leave, clear policies on sexual harassment, & the opportunity for participation in decision-making and sharing organisational success;
  4. take the opportunity to participate in the life of local communities to mutual advantage, through direct civic engagement, as well as supporting employee volunteering; become involved in community supported enterprises;
  5. evaluate all practices of the organisation that may contribute directly or indirectly to climate change-and introduce ways that will reduce pollution; seek to be powered by clean energy and move to zero waste;
  6. ensure that the pay ratio between the highest and lowest paid members of the organisation does not exceed 20:1 (as it was in 1965) to reduce financial inequity, given that the ratio between average American CEO pay and worker pay is now 303:1;
  7. re-examine the consequences of all purchasing decisions, in order to avoid pain and hardship, either in supplier organisations or the local and global community; research supplier behaviours on socio-economic parameters;
  8. commit to support the lifelong learning of all members of the organisation, regardless of where they are starting or what position they hold-through internal development programs and external qualifications;
  9. employ socially responsible financial policies that do not disfavour any stakeholder, either close at hand or nationally, as well as avoiding immoral or self-serving practices, such as the avoidance of repatriating foreign profits;
  10. build a widely communicated progressive corporate story that is reflected through the behaviours of everyone in the organisation and enshrined in all official organisational procedures; regularly monitor its reality.

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