"I remember when [the B Team] came onto the scene. It was kind of this wave of business as a vehicle for social good and social impact and environmental impact. Recently, this ethos has been under pressure. I'm curious how surprised you've been by that. I think that the writing was on the wall for a while. But I think the feeling of CEOs is that we really need to re-own the narrative, re-own why we're doing these things-because they're good for business, they're good for our communities-and get away from a lot of the narrative, the language, and the programs that left people behind."
"I get to work for this amazing group of global leaders. Half of them are from the business sector, half of them are from civil society, but their focus is really, How do we transform business? And I think we were all a little shell-shocked, to be honest, at the beginning of the year. When the attacks started happening, to have that happening and have CEOs really scared and unsure of what they can say or what they can do."
The B Team originated from Richard Branson's effort to broaden business responsibility beyond shareholder value. Political and cultural pressures have created headwinds for purpose-driven business, prompting some CEOs to pull back. Leaders feel a need to reframe purpose as beneficial for both business and communities and to discard rhetoric and programs that alienated people. A coalition of business and civil-society leaders prioritizes transforming business practices. Efforts center on retaking the narrative, protecting leaders' ability to speak and act, and advancing climate action, diversity, worker voice, measurable impact, and collaborative approaches to long-term change.
Read at Fast Company
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