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Introducción a Nuevas Economías: ¡Clases gratuitas PINE 2022!

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Introducción a Nuevas Economías: ¡Clases gratuitas PINE 2022!

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PINE: Programa de Introducción a Nuevas Economías | Edición 2023 🌱

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🌱 Sobre la Diplomatura Universitaria en Nuevas Economías: Un programa más allá de la teoría. La puerta de entrada hacia economías más sostenibles, inclusivas…

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Ciclo de Conversaciones sobre Nuevas Economías en Latinoamérica (Lanzamiento PINE)

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Ciclo de Conversaciones sobre Nuevas Economías en Latinoamérica (Lanzamiento PINE)

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Ciclo de Conversaciones sobre Nuevas Economías

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La tendencia de las Monedas Locales (en inglés)

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La tendencia de las Monedas Locales (en inglés)

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Redesigning how we do business, our patterns of production and consumption, or the types of resources and energy we use: these are complex and challenging tasks. To set the stage for success, we might have to challenge some basic economic assumptions and integrate different approaches if we hope to redesign the economy.
An Outdated Economic System Is Allowing Local, Complementary Currencies to Grow

Why do you say or what do you mean by "the economy is failing us"? You might be fairly wondering.

Growth. Infinite quantitative growth - perpetuated via debt - in a world with finite resources is one reason why economic basic assumptions need to be questioned is one reason.

The state of the biosphere, which cannot be factored into economic decision-making and behavior and is only seen as an "externality" - progress on carbon markets has been on hold since COP26 in Madrid, where no real progress was made - is reason number two (though there's no particular ranking).

States supporting legacy industries - aka lobbying - through various forms of direct subsidies and tax breaks, making it harder for innovative and more sustainable business models to get to the spotlight is one more reason. The recent 717 Amendment of the Common Agricultural Policy in the EU is a mind-blowing example.

Here's another reason: the current production and consumption systems are too addicted to the take-make-waste logic, resisting the change to circular alternatives processes for as long as legislation allows them to.

The disproportional wealth accumulation that year after year Oxfam's reports - the latter entitled The Inequality Virus - brings our attention to, with no signs of change at sight.

A huge share of the population who is disconnected - and discouraged - from participating and deciding on economic (and political) issues and being, at least in some way, responsible for it.

An outdated formula to measure "development", "progress" or "success" - GDP - which considers things that can have an adverse effect on human wellbeing - cigarette or alcohol consumption, ecological disasters, and even war investments - as good (or in the best scenario as neutral) for the economy.

Let's stop it here: enough shaming the current economic system.

If you're interested, we have explored some of these issues in-depth in our articles: why a sustainable planet means the economy needs to change or how the coronavirus crisis is showing the economy needs to change.

There isn't one solution to re-design the current economic model.

Luckily, there are a couple of them! Many of which have been tested and developed on the best playground for experimentation and trial (and error and improvement) there is - at the community/place and local scale.

One of them are local currencies.

Why Are Local Currencies Growing?

Nowadays, a complementary currency movement that enables communities to create and exchange their own money seems to be getting traction again.

On one hand, because the growing instability in the international monetary system is provoking serious financial crises from time to time.

On the other hand, because there is a growing recognition of the need to protect and nurture local economies.

At the same time, exploring ways in which local people and local economies can gain greater control over their financial resources helps reduce the dependence on decisions taken elsewhere with little regard to particular social cultures and bioregional resources. Another reason why the local currencies movement is growing.

What Are Local Currencies Exactly? A Simple Definition

Local currencies are currencies that circulate mostly locally and at a community level. They work as complementary to an official, legal currency. They are usually accepted by local traders of all kinds, and they give local residents an incentive to shop locally.

As a result, local currencies help a particular community or region strengthen and decarbonize its local economy. They help build community spirit while reducing people's carbon footprint and improve local resilience.

Local currencies aim to operate alongside the official currency of a place. They are not legal tender, so no one has to accept them in exchange for goods or services if they haven't agreed to be part of the currency's trader network.

So while Euros, Sterlings, or Pounds will always be needed for national and international trade, it becomes possible to promote local trade and strengthen the local economy using a local (complementary) currency.

Another definition of local currency is "when a collective creates its own currency, it tries to solve problems in a material world by defining a unit of account and medium of payment accepted by everyone within that community (Desan, 2014)".

Ultimately, local currencies are usually complementary currencies that become part of a domestic currency to help achieve a certain goal, like strengthening the local economy or reducing greenhouse gas emissions.

Though they may work well in localized areas with important industries, they may be somewhat idealist across other regions. Let's take a closer look at some examples before jumping into conclusions.

Printed Local Currencies: Examples and Case Studies

The Bristol Pound

A group of campaigners and financial activists set the Bristol Pound, currently changing to Bristol Pay up in 2012. It comprised a network of +2000 individuals and independent businesses who used digital and paper currency to trade in Bristol, localizing supply chains and keeping money circulating in our city.

On their website, the Bristol Pound CIC says that at its peak, " hundreds of transactions were made with Bristol Pounds every week, amounting to over £1million per year and well over £6million in total. " Bristol's local currency was used to pay for various things such as bus and train rides or to buy groceries.

The project seems to be now on a new level, under the name Bristol Pay and with the promise of allowing direct payments to other account holders through the online portal where users can pay in-store with the app or card.

The new name and look given to Bristol's new local currency seems to be related to keeping money inside the area to fund community and environmental projects in Bristol.

Findhorn's (Scotland) Eko

Eko is a local currency created by members of the Findhorn Ecovillage through a legal entity that was formed in 2002. All the community members and businesses within the eco-village, plus 2 pubs and a café in the neighboring village, accept the local currency Eko.

The local currency Eko brought multiple benefits to the Findhorn community. First, there's a purchasing power that stays within the local economy - since it's the only place where it is accepted.

Then in the first year of the system, Ekos are estimated to have generated a turnover of business of approximately £150,000 - an average of ten full spending cycles for each note (Gaia Education, 2021).

The "fiat" money used in the exchange of money was used to provide low-interest loans for community businesses like renewable energy investments or affordable housing.

The Swiss WIR (Wirtschaftsring)

The Swiss WIR (Wirtschaftsring) is a complementary currency, founded in the 1930s because of currency shortages and global financial instability, and used by around twenty percent of Switzerland's small and medium-sized enterprises.

The WIR currency has an (equivalent) annual turnover of 1.2 billion Swiss Francs and is serving 62,000 SMEs around the country.

Chiemgauer in Bavaria, Germany

Germany's Rosenheim-Traunstein region is home to one of the world's successful alternative currencies. It all started out in 2003 as a school project by an economics teacher who wanted to teach finance to a group of 16-year-olds in a unique way.

The teacher and his students - who designed the banknotes, did the administration, and managed the accounts - created their own money to be used in local businesses and shops.

The currency is worth one euro per chiemgauer, and there are notes from 1 to 50 euros. The local currency chiemgauer is only valid for three months after purchase to ensure people spend swiftly instead of saving it.

The biggest benefit of the currency is that it is a good way of keeping the money within the region that it was earned, instead of spending it at large multinational companies paying taxes somewhere else. It is possible to pay in chiemgauer by debit card and local banks, while credit organizations also accept the currency as legal tender.

How Local Currencies Work

Here's a brief video from the Bank of England explaining how local currencies work:

The Benefits of Local Currencies

In theory, local currencies offer several economic benefits, such as:

1. Local currencies encourage consumers to shop at local businesses, i.e., the ones accepting the local currency;

2. The money stays within the community instead of being exported to large companies in distant countries;

3. Local currencies increase the local money supply, which increases demand and stimulates local production and employment;

4. Individuals and businesses can bypass conventional credit channels (with local exchange trading systems). Local currencies become thus an alternative source of capital for which the interest (if any) will circulate back to the community;

5. Increases the ability of locals to make more informed choices when they go shopping;

6. The reduction of carbon footprints as local businesses are more likely to buy from local suppliers, reducing the kilometers/miles goods have to be transported;

7. Local currencies make the social and ecological consequences of economic decisions harder to ignore;

8. They help reverse the globalization and homogenization of cultures trend, connecting people to other people and places they see every day;

9. Local currencies help raise a flag on the identity of a region, potentially attracting visitors and press.

The Disadvantages of Local Currencies

Depending on the currency type, there are several distinct disadvantages compared to a national currency, including the fact that it may limit them in terms of usage and, depending on the issuing process, prone to volatility and inflation.

Instead of offering a true alternative currency, most local currencies have social goals that are limited in scope and hard to implement in today's highly globalised economy.

As an alternative, incentives for the local economy to grow - without using a different currency - and reviewing external subsidies might be interesting actions too.
[Photo by Jason Leung and Artem Gavrysh on Unsplash]

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Local Currencies Are One of the Latest Sustainability Trends. How Can They Make a Difference?

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Redesigning how we do business, our patterns of production and consumption, or the types of resources and energy we use: these are complex and challenging tasks. To set the stage for success, we might have to challenge some basic economic assumptions and integrate different approaches if we hope to redesign the economy.

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Local Futures publicó estos 146 consejos sobre cómo transicionar hacia la Acción Local. ¡Muy recomendado!

IG de Local Futures: @localfutures_

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In the pursuit of never-ending growth and profits, the corporate-led global economy is putting all life on earth at risk. When we take action to localize our economies and strengthen our communities, we are helping to bring about a systemic shift in direction - towards cultural and biological diversity, social justice, genuine democracy, and our own health and happiness.
It's time to bring our economies back home, to return to a human scale, to localize.

Learn more

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Join the global movement to build resilient local economies and flourishing communities. Explore tools and resources for 146 localization actions.

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¡Te recomiendo seguirlo! Este video es sólo una introducción a tanto contenido que sube a su web y su canal de Youtube. (Es en inglés, pero se puede activar la traducción automática al español de Youtube que funciona bastante bien).

También te recomiendo este ensayo: https://charleseisenstein.org/essays/la-coronacion/

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One of the reasons the world is in the state that it is, is because everybody mortgages what is really pulling at their heart to do something abstract. For the thing that they think they have to do for the numbers to work out.

Filmed by Jonathan Hiller: HillerVisual.com

#CharlesEisenstein #Interbeing #ClimateChange #Activism #Inspiration #Philosophy #Authors

You can access a transcription of this talk here or below. Thank you to Libby Head!

How Much Good Can One Person Really Do?
Transcript of Charles Eisenstein's Talk

Say that you have learned ecological restoration techniques, and you found a piece of land that you love and it has a damaged stream that's been confined in concrete and you tear down the concrete, and you rediscover its old meanders, and you create water retention areas, and you're restoring this beautiful, beautiful creek, and you know that as the water slows down and is no longer channeled that it will carry less sediment into the salmon runs in the watershed below it and you feel really great about this, you're like, "Yeah, I'm in relationship to a being that I love: this land, this water."

But then, some doubt comes into your mind. You read the headlines about climate change or whatever else and you're like, None of this matters, because in the face of this gigantic problem, what good is it to take care of just one little creek? And maybe I should not spend so much time on that, and really write a blog or make a film or, you know, fundraise to lobby Congress to have legislation that will save all the creeks. Like, maybe I should do that.

So, hopefully you won't listen to that voice to the extent that you'll abandon your little creek. Because--isn't one of the reasons why the world is in the state that it is because everybody mortgages what is really pulling at their heart for the sake of something abstract, for the thing that they think that they have to do for the numbers to work out? To suppress the care, because the numbers, the metrics, the rational plan demands that you pay attention to this other thing.

So, okay, but isn't it true that taking care of one little creek isn't going to change the world? In the theory of change that we've inherited, yes, it's true. It's true that nothing you do matters. Because you're just one little person. And what you do, unless you have tons of money and a big platform or lots of force at your disposal, you can't do very much, can you? That view, it's based on a theory of change that is Newtonian. It says that something in the world changes when you push it, when you exert a force on it, and if you exert a little force, you make a tiny little change. If you exert a big force, you make a big change. So in order to be a worthwhile person, you have to leverage your force somehow. For example, through money or through your project going viral or scaling up. Then it matters, but not otherwise.

So, if you believe that, okay, for one thing, you're subscribing to an obsolete physics. Now, probably most physicists would not yet say that this is obsolete, but I'm not going to actually go into the scientific argument around this. But I will invoke Rupert Sheldrake, who articulated a theory that he calls "morphic resonance", which is really a beautiful example of what I mean by interbeing.

Morphic resonance says that any change that happens in one place will create a field of change, or strengthen a field of change, that allows the same change to happen somewhere else. So, any act of service to a stream or a service to the soil will create a field that brings more acts of service to the soil around the world. Now, it may happen that way because you happened to film it on YouTube and people got inspired by it and, yeah, you can explain how this thing created a field of change. But it doesn't depend on that. This principle goes beneath the vector that happens to operate to bring this change to other people. It works even if what you're doing seems completely invisible. If you're holding the hand of somebody on their deathbed and there's a moment of forgiveness, and if feels like that was the most important thing in the world that could be happening right now, that intuition is true, and even though you walk out of that room and your mother's dead now, still something momentous has happened. You have added to the field of forgiveness. No act is wasted. This is a different theory of change. It doesn't mean that you purposely refrain from publicizing your work, but it means that you trust the opportunities to do so when they come and if they come.

One way I try to explain it is, okay, say, who's the most important person in the history of South Africa? Well, Nelson Mandela. And he certainly did big things and he was the most prominent spokesperson for the ANC and then he was the president of South Africa and if it weren't for him, the country may have descended into bloodshed, right? But was, actually, the most important person in the history of South Africa Nelson Mandela, or was it maybe his grandmother? Now, I actually don't know his biography but I can easily imagine, what made him into the person that he was? It might have been a special grandmother who imparted knowledge and experiences to him that bloomed into maturity when he was in prison, and if it weren't for that grandmother he might just been another warrior. So, maybe it was the grandmother.

How do you know what the most important act is that you could do? On a two year time scale, those invisible acts of compassion are not important. But on a 500-year time scale, they can send ripples of change out into the future that might be much bigger than whatever the movers and shakers are doing. The movers and shakers--they make big waves on the surface of the ocean, but they don't change the deep currents. All of us have an equal power to change the deep currents because every act matters.

So, yeah, I'm skeptical sometimes of the impulse to value something or to engineer scalability into it from the very start. You know, here we are recording, we're filming this--I don't know what to call it--interview, with the idea that it'll be a more powerful impact on the world if we film it and make it available for people to watch online, but that may not be true. It might actually have been more powerful if we had just had a conversation, me and the few people in the room here. Who knows? If we had had a conversation with no camera eye looking at us, what conversation would we have had? What impact would that have had on the four or five of us in this room, that would bloom forth in generations to come? Maybe because it would have influenced the way that we treat our children or the way that we treat some other person in our lives, and that influences something else and something else. I don't know. The world might be better off if these cameras are not actually working. I don't know.

All I know is to trust what is called forth from me at any time. That is my job and that's everyone's job, to ask, "What is mine to do right now? What am I to say?" And we have an internal guidance system that can bring us to the right action and the right speech. And it's a guidance system that we are not really in the habit of listening to. In fact, we've been trained to override it, to not listen to it. So, to recover it, maybe takes some time and some practice, to recover trust in your desires. 'Cause you're not "bad".

In the Story of Separation, you're "bad". Your desire is to maximize your own interest. But in the Story of Interbeing, your basic nature is that you want to give. You're part of a larger whole. You want to exercise your function. You want to exercise your purpose. In the Story of Separation, you don't even have a purpose. You're just a flesh robot. But in the Story of Interbeing, you're here for a purpose, because there is an intelligence outside of the self, outside of the human being. The qualities of a "self" pervade the world. Consciousness, intelligence, intention, agency, subjectivity, sentience. All things, all things have these qualities in very different forms. Human consciousness is very different from the consciousness of a turtle or a rock and the consciousness of the planet, of the cosmos, is also different, but it's there. So we are woven into this larger intelligence. We know that we have our role and our place in the tapestry.

So our deepest desire is to fulfill that. And what is that? Like, sometimes it makes sense, given whatever you think you know about climate change or social change, sometimes it makes sense: "Yes, my purpose is in alignment with the way I think the world works. The purpose that is calling to me through my care." Sometimes, though, it does not make sense, given everything you think you know. Sometimes the call is toward something that, how could that possibly make a difference in the grand scheme of things? To make this meal tonight as beautiful as I can-to take care of this puppy. Like, how's that going to do any good? Just another mouth to feed.

So, yeah, our habit of quantifying things, of rationalizing things, that can get in the way, that can obscure or deaden the guidance system that we're born into, that aligns care and purpose in the larger emergence of this world, which is now going through a transition into a new story. And I believe that in each of us, in our unique way, in this time, are called--well, maybe not everybody. The old story's not quite done yet. Maybe your destiny and your purpose is to take that old story to its final extreme. And that's what excites you. To push it to the end. Like, if that's you, then I have nothing to say. I'm not going to say you should change your story. Like, only you know that. You'll come to that, if that is in your destiny.

But a lot of people, probably most people who are listening to this, probably your destiny and your purpose is in some way to contribute to the new and ancient story that I'm calling "interbeing", to serve that in some way. That may make sense to your rational mind, but may not. The call might be to just be a beautiful parent, to bring these principles--to raise children in a way that doesn't rely on shaming and conditional approval and control and hovering. And "What's wrong with you?" and "Why did you do that?" To even just raise one family in that way is a huge accomplishment. Even if you pass on 10% less of the programming that you received--you don't have to be perfect, but even to pass on a little less of it, that's an immense accomplishment, to pass on a little less of the trauma. If that happens every generation, in 500 years the world will be very, very different and the people of that time will thank you. They will thank their ancestors for having done this hard thing at the turning point when there was no assurance that they were doing any good at all, when they were facing despair (talking about us here).

Our descendants are rooting for us, wishing us strength to do the things that don't make sense to us, that don't make sense to our mind, that make sense to our heart. The heart is unaffected by the rationality that has us sacrifice the compassionate thing right in front of our face. So, because our minds are very deeply steeped in the ideology of separation, they are very often in conflict with the heart. And so we get people saying, you know, people devaluing the mind and saying we should listen to our heart instead. And maybe that is a good antidote to the malady of our time, but ultimately what we want is for heart and mind to be aligned, and that happens the more that your mind can adopt the logic of interbeing. The more aligned it will be with your heart, the less conflict there will be, the less irrational those choices to be at the bedside of a dying person, to be there for a friend, to take care of that little creek, will seem. They won't seem irrational anymore.

Now this is something that's very hard to do under your own power. Fortunately, we have allies to remind us that it's not actually irrational. It's just irrational according to an obsolete logic, but it makes total sense. 'Cause I'm doing it too, in whatever way I can, but I'm afraid to do it in the next way. There's this step that I want to take now, but I'm afraid to take it, and I'm not ready to take it, but I see it, I know it's coming. I know what I'm going to have to do. I'm not ready to do it. How do I become ready? Again, not something that you can achieve by yourself. The way you become ready is with help from the people who see that it actually is the rational next step to understand that it's a necessity for your development, that you'll be okay. And they can hold that knowledge. I mean, really a lot of it, I mean for me at least, and for so many people who I talk to, it's kind of a social climate. It's like, well, I do know that it's the right thing, but am I just being naive? Am I just being impractical? Sometimes, yeah, sometimes you are being impractical. I'm not saying to ignore the facts on the ground and do something that--see here's the difference. If you have this secret knowledge that I'm just doing this for show, I know it's not going to work, then you're probably engaging in some exercise of vanity, of futility, of martyrdom.

But often it's not that voice. Often it is a doubt that is coming from outside, coming from the society that we grew up in, that assaults you. It's impractical. It's unrealistic. It's idealistic. It's naive. And you know it's not true. And then that voice maybe takes the form of a parent or somebody, or a friend, and says, "Well, how are you going to actually do that? That plan doesn't make sense! Where are you going to get the money to get the land? Where are you going to do this? How are you going to do that? No one's going to believe you! No one's going to join in! How are you going to pay people to do it? Volunteers? No one's going to do that!" What they are doing is defending; they're the immune system of the old story. They're defending the status quo against a threat. And often that assault comes from a secret longing to be doing that themselves. They're basically assuring themselves or consoling themselves--yeah, they're consoling themselves for not doing it.

You know, it's like, "I wish I was doing this thing, and here's why it's okay that I'm not." And then projecting those reasons onto you. "Here's why you shouldn't be doing it." And maybe it takes some practice to distinguish: what is somebody pointing out your blind spot, and what is somebody preventing you or trying to stop you from entering the place that they wish that they could enter.

I cannot offer a formula to distinguish, but knowing that there are these two different things might bring awareness to it and you might develop your own ways to distinguish what's coming from a legitimate intuition about a blind spot and what is just an assault--the old story grabbing at your ankles.

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One of the reasons the world is in the state that it is, is because everybody mortgages what is really pulling at their heart to do something abstract. For the thing that they think they have to do for the numbers to work out.

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Fundamentos de una Nueva Economía, por Joan Melé

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Fundamentos de una Nueva Economía, por Joan Melé

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Joan Antoni Melé | La dignidad humana, fundamento de una nueva economía | Banca Ética

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Charla TEDx de Ronald Sistek

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Reinvención & Regeneración | Ronald Sistek | TEDxPaysandu

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Vandana Shiva y Sandra Myrna Díaz: Foro Enciende la Tierra CajaCanarias 2020

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Doughnut Economics o "Economía de la Dona"

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Doughnut Economics o "Economía de la Dona"

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Kate Raworth, creadora de este concepto que gana terreno rápidamente, lo explica. Subtítulos en español.

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Kate Raworth, Doughnut Economics | Una economía diseñada para prosperar

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Pedro Tarak & Matías Kelly | Acelerando la Transición Hacia una Nueva Economía

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Los 17 Objetivos de Desarrollo Sostenible

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Los 17 Objetivos de Desarrollo Sostenible

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Video realizado por Sistema B Ecuador

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Canvas de Modelado de Negocios de Impacto.

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Innodriven - We drive GOOD innovation for a GOOD economy, by 3Vectores

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Luego de haber impartido decenas y decenas de talleres sobre Diseño de Modelos de negocios desde el año 2010 en adelante, un día me desperté y me cuestione el canvas de Osterwalder.

Sentía que todos los talleres terminaban en lo mismo:

un grupito de cinco que vivían en un pequeño pueblo quería hacer un portal web para ser el próximo Tripadvisor de la industria turística

otro grupito que quería desarrollar la próxima App que revolucionará la industria del alojamiento como AirBnB

otro puñado más que quería crear una tienda de ecommerce con una inmensidad de stock al estilo Amazon

Me daba cuenta que el canvas los hacía mirar primero el mercado y no su entorno más próximo y por consecuencia copiaban tendencias queriendo estar en Silicon Valley antes de haber aterrizado una idea. Totalmente surreal!

Cuando cambiaba las preguntas iniciales del canvas tradicional, como ser: ¿Cuál es tu producto o propuesta de valor? ¿Cuál es tu segmentos de clientes?, por ¿Qué problema resuelve tu idea? ¿A quiénes quieres resolverle el problema?, los resultados cambiaban rotundamente. Las emociones, el sentido de pertenencia, la capacidad de identificar problemas reales de sus territorios y la creatividad aumentaban considerablemente y con ello la viabilidad del negocio.

Conocer de problemas es conocer de tu entorno más próximo, es haber experimentado en primera persona una situación que debiste resolver y que otros podrían necesitar de esa solución.

Orientarse a los problemas en lugar de generar nuevas necesidades como lo hace el marketing, es enfocarse en los negocios del futuro. En la era de la finitud de los recursos y en un mundo donde el 1% de la población mundial concentra el 48 % de la riqueza, hemos llegado al punto que es insostenible generar nuevas necesidades con el único propósito de vender. El riesgo es enorme y los resultados son por demás cortoplacistas.

El Design thinking bien aplicado persigue por naturaleza la solución de un problema partiendo de un enfoque etnográfico, sistémico, eficiente y sostenible".
Giselle Della Mea
Luego de experimentar que al finalizar un taller los asistentes seguían conversando, los proyectos comenzaban a encausarse y encontrar meses más adelante con emprendimientos que habían surgido a partir de mis talleres comencé a darme cuenta que no tenía que usar nunca más el canvas tradicional y debía re-diseñarlo de verdad.

Un problema de diseño...
Las conclusiones de mi hipótesis fueron:

El canvas tradicional no aplicaba a la lógica de las Empresas B, aquellas que resuelven problemas sociales y ambientales con la fuerza del mercado, o de las que tenían un enfoque transversal de sustentabilidad

Si queríamos impulsar una economía sustentable, el canvas tenía un problema de diseño, una sola pregunta inicial era suficiente como para cambiar radicalmente el resultado

La solución era cambiar el enfoque y de ahí surgió el Canvas B

Un modelo de negocio describe la lógica de cómo una organización crea, captura y entrega "valor". Pero ¿cuál es la sustancia de ese "valor"? ¿Se trata de una verdadera solución a un problema o simplemente pretende generar una nueva necesidad?

Sustainable Business Model Thinking: El Canvas B es una herramienta visual para el diseño y pensamiento de modelos de negocios sustentables.
Delfina Zagarzazú
El Canvas B es una herramienta que facilita la reflexión desde el problema y a partir de ahí ser capaces de construir productos y servicios que ofrezcan soluciones y sean deseables".
Juan Sobejano
Enamórate de un problema no de un producto

Haciéndome esas preguntas comprendí que la columna central del canvas tradicional debía cambiar por las siguientes 3P: Problema, Propósito, Propuesta de valor (solución del problema). Si realmente eres capaz de enamorarte de un problema cambiaras la propuesta de valor hasta que consigas la forma más eficiente de solucionarlo y ahí no tendrás competencia!

Esa modificación central me hizo modificar el enfoque del resto de los casilleros, las relaciones ahora debían ser con las "comunidades de impacto", los segmentos debían ser aquellos a quienes le resolvía el problema y quienes compraban mi propuesta de valor (en algunas oportunidades este segmento se intersecta, otras veces son muy distintos) y la base del canvas donde están los resultados monetarios (costos e ingresos) se debía agregar el componente de " métricas de impacto socio-ambientales esperadas " entendiendo que resultado socio-ambiental positivo es un gran activo de la era de la sustentabilidad.

Un Ejemplo, el caso Guayaki

Guayakí es una empresa B que tiene el propósito de regenerar 200.000 acres (más de 80.000 hectáreas) de selva mata atlántica y crear más de 1000 puestos de trabajo digno para el 2020. Para ello produce bebidas a base de yerba mate (plantación autóctona de la mata atlántica que permite la regeneración) y las comercializa en Estados Unidos y Canada a consumidores responsables. Es uno de los casos de éxito más fascinantes dentro de las Empreas B y del segmento " Restoration Market". Puedes leer mas sobre el caso Guayaki aqui.

Más de 500 profesionales usan el Canvas B

La herramienta no solo fue una solución para nuestros talleres, muchos facilitadores comenzaron a pedirla, experimentarla y utilizarla con frecuencia.
Hoy la herramienta es usada por más de 500 profesionales y emprendedores de Argentina, Uruguay, Brasil, Chile, México, Colombia, Paraguay, España y hasta en una universidad de Sudáfrica.
Los emprendedores sociales aman el Canvas B, lo comprendieron de inmediato, tanto es así que varios programas de innovación social de la región la utilizan a diario en sus talleres. Sistema B, Socialab, Ashoka, Centros de Innovación, Universidades, multitud de Empresas B, emprendedores, mentores, y muchos más nos han enviados sus fotos de talleres que compartimos a continuación.

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El Canvas B: Diseñando modelos de negocios sostenibles

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Luego de haber impartido decenas y decenas de talleres sobre Diseño de Modelos de negocios desde el año 2010 en adelante, un día me desperté y me cuestione el canvas de Osterwalder.

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Metodologías para construir comunidades en encuentros virtuales

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Metodologías para construir comunidades en encuentros virtuales

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Fabian PfortMuller comparte lo que ha aprendido sobre la construcción de Comunidades. Valiosísima actividad organizada por IMPAQTO.

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Metodologías para construir comunidades en encuentros virtuales. Fabian PfortMuller

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Conversaciones Poderosas: Art of Hosting

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Conversaciones Poderosas: Art of Hosting

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To learn more, watch some of the many great videos that each show a part of what the The Art of Hosting Conversations that Matter is all about: Art of hosting Vimeo Channel

If you are interested in learning more about the Art of Hosting, here are some ways to connect:

Facebook group - Follow our activities and connect to the wider community

The List Serve - Take part in the ongoing email conversation about AoH practices

Twitter - Follow AoH related news and updates from trainings

Vimeo - Watch videos illustrating what the The Art of Hosting Conversations that Matter is all about

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To learn more, watch some of the many great videos that each show a part of what the The Art of Hosting Conversations that Matter is all about: Art of hosting Vimeo Channel If you are interested in learning more about the Art of Hosting, here are some ways to

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Circulytics (midiendo la transición de tu empresa a la Circularidad)

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Circulytics (midiendo la transición de tu empresa a la Circularidad)

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Circulytics es la herramienta de medición de circularidad más completa disponible.
https://www.ellenmacarthurfoundation.org/es/act/circulytics-es

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Cirulytics - midiendo su transición a la circularidad

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TED Countdown summit 2023 talks

Climate action is on the cusp of exponential growth

Climate action is speeding up -- and we each have the power to push that transformation forward. As the head of the UNFCCC, the UN's entity supporting the global response to climate change, Simon Stiell points to clear social and technological signals that show we're at the tipping points of a green revolution -- and invites us all to apply our unique skills to defending the planet against the catastrophic impacts of the climate crisis.

The renewable energy revolution happening in Ukraine

What's it like keeping the lights on during war? Ukrainian energy executive Maxim Timchenko shares how his company has diversified Ukraine's power structures to survive Russian attacks, highlighting the resilience of renewable energy. Hear more about Ukraine's present-day challenges, how it's become a testing ground in the global fight against climate change and the transformative path towards sustainable energy independence.

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TED Countdown | Championing and accelerating solutions to the climate crisis

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We champion and accelerate solutions that will propel us to a zero-carbon world - a world that is safer, cleaner and fairer for everyone.

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The Imperative of the 21st century is to RESET our economic system.

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Italia hace obligatorios los temas Sustentabilidad, Cambio Climático y ODS en la mayor cantidad posible de materias de sus escuelas.

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Italia hace obligatorios los temas Sustentabilidad, Cambio Climático y ODS en la mayor cantidad posible de materias de sus escuelas.

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Italy is to become the first country in the world to make sustainability and climate crisis compulsory subjects for schoolchildren.

State schools will begin incorporating the UN's 2030 agenda for sustainable development into as many subjects as possible from September, with one hour a week dedicated to themes including global heating and humans' influence on the planet.

Other subjects, including geography, mathematics and physics, will also be taught from the perspective of sustainability, announced Lorenzo Fioramonti, Italy's education minister.

"The entire [education] ministry is being changed to make sustainability and climate the centre of the education model," said Fioramonti, a former economics professor who was criticised earlier this year for encouraging students to miss school to take part in climate protests.

"I want to make the Italian education system the first education system that puts the environment and society at the core of everything we learn in school."

Fioramonti, a member of the pro-environment Five Star Movement, is the government's most vocal supporter of green policies and has previously come under fire for proposing taxes on airline tickets, plastic and sugary foods in order to generate funds for education and welfare.

However, the government's 2020 budget, presented to parliament this week, included a tax on both plastic and sugary drinks.

Fioramonti said that despite initial opposition to his ideas, the government seemed increasingly invested in greener policies.

"I was ridiculed by everyone and treated like a village idiot, and now a few months later the government is using two of those proposals and it seems to me more and more people are convinced it is the way to go."

Surveys have shown that up to 80% of Italians back taxing sugar and flights, but industry producers oppose the plastic tax, arguing the "measure penalises products, not behaviour, and only represents a way to recover resources, while placing huge costs on consumers, workers and businesses".

Fioramonti's proposals have also come under direct fire from Matteo Salvini, Italy's climate science-denying former deputy prime minister, whose far-right League voted against almost all key climate proposals in the last parliament.

However, Fioramonti said his ministry would stand strong against the opposition. "I want to represent the Italy that stands against all the things that Salvini does," he said. "We have to build a different narrative and not be afraid of saying something Salvini may not like, because that's why we exist."

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Italy to put sustainability and climate at heart of learning in schools

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Italy is to become the first country in the world to make sustainability and climate crisis compulsory subjects for schoolchildren. State schools will begin incorporating the UN's 2030 agenda for sustainable development into as many subjects as possible from September, with one hour a week dedicated to themes including global heating and humans' influence on the planet.

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La Obsolescencia de la Gobernanza Global

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La Obsolescencia de la Gobernanza Global

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Leo Maldonado, co-lider de Ciudades+B, en el SingularityU Chile Summit. Te recomiendo verlo (desde el minuto 6).

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SU Virtual Summit Chile - Leonardo Maldonado - "La Obsolescencia de la Gobernanza Global"

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"Hacer bien todo lo que la industria alimenticia hace mal"

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Cambiando el futuro de la alimentación con Machine Learning

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Bernardo Toro: “El planeta arde y estamos tomando whisky”

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Bernardo Toro: “El planeta arde y estamos tomando whisky”

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La Nuevas Economías y el "Doble Bucle" o "Two Loops"

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La Nuevas Economías y el "Doble Bucle" o "Two Loops"

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Melisa Díaz Acuña haciendo una introducción a las Nuevas Economías y al modelo "Doble Bucle" desarrollado por el Berkana Institute.

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Herramienta desarrollada en conjunto por B Lab y la ONU, para medir el impacto de tu empresa alineado a los 17 ODS.

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Measure what matters most: your social and environmental impact

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La herramienta online, gratuita y confidencial para medir el impacto de tu empresa.

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Vea cómo las personas están construyendo mejores negocios*

*Usted no tiene que ser el CEO para usar esta herramienta

Luis Fernando Laranja da Fonseca

Ouro Verde Amazonia

Sao Paulo, Brasil

"Pasar por este proceso contribuyó a que nuestros consumidores y otros compradores mayoristas a confian aún más en las prácticas de nuestra compañía."

Ver caso

Puntuación de Impacto B
84

Esteban Bayor

Constructora L y D

Santiago, Chile

"Tenemos buenas prácticas laborales pero son aún un poco informales."

Ver caso

Puntuación de Impacto B
82

Elissa Loughman

Patagonia

Ventura, CA, EE.UU.

"La Evaluación B le entregó a Patagonia un mecanismo para conducir una medición comprehensiva de nuestros programas actuales sociales y medioambientales."

Ver caso

Puntuación de Impacto B
107

PASO 1.

Evaluar

Esta evaluación le guiará a través de una serie de preguntas para ayudarle a aprender lo que se necesita para construir un negocio mejor para sus trabajadores, la comunidad y el medio ambiente.

Toma ~ 30 minutos obtener un panorama rápido e instantáneo

Toma ~ 2-3 horas obtener un informe de impacto completo

Ver ejemplos de preguntas

PASO 2.

Comparar

Compare sus respuestas con miles de otras empresas y vea cómo se posiciona.

Recibirá dos tipos de resultados:

Panorama rápido e instantáneo
Un simple vistazo a las preguntas en las que su empresa sobresale y qué prácticas podría mejorar

Informe de Impacto B
Una visión holística de cómo su empresa puntúa en múltiples preguntas relacionadas con temáticas de impacto

Ver un ejemplo de informe

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Usted no tiene que ser el CEO para usar esta herramienta Luis Fernando Laranja da Fonseca Ouro Verde Amazonia Sao Paulo, Brasil "Pasar por este proceso contribuyó a que nuestros consumidores y otros compradores mayoristas a confian aún más en las prácticas de nuestra compañía."

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La Urgencia de una comprensión Sistémica de nuestros Problemas

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La Urgencia de una comprensión Sistémica de nuestros Problemas

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Fritjof Capra, conocido físico y teórico de sistemas, sobre la importancia crítica del pensamiento sistémico como medio para alcanzar los Objetivos de Desarrollo Sostenible (ODS).

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Fritjof Capra le habla al corazón del problema

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Este es un mensaje de video urgente de Fritjof Capra, Ph.D., conocido físico y teórico de sistemas, sobre la importancia crítica del pensamiento sistémico como medio para alcanzar los Objetivos de Desarrollo Sostenible (ODS) de la ONU. El "corazón del asunto" es la comprensión de que nuestros problemas globales son problemas sistémicos, todos interconectados e interdependientes, y que los ODS, por lo tanto, también deben considerarse interconectados sistémicamente. De hecho, el cambio de un enfoque fragmentado y poco sistemático a soluciones integradas y sistémicas será esencial para la supervivencia misma de la civilización humana.

Cuatro acciones transformadoras son cruciales para asegurar un futuro sostenible:
• Un cambio de crecimiento cuantitativo a cualitativo, inspirado por los sistemas en la naturaleza.
• Formarse en conocimientos ecológicos para diseñar comunidades sostenibles;
• Reconocer la naturaleza de las soluciones sistémicas, con la agroecología como un ejemplo destacado; y
• Adoptar una nueva ética de la Tierra, como la que se resume en la Carta de la Tierra.

Este proyecto es la culminación de 30 años de investigación del Dr. Capra sobre el pensamiento de sistemas y su capacidad para resolver múltiples problemas sistémicos globales al mismo tiempo. 

Aprenda más sobre el pensamiento sistémico y la visión sistémica de la Vida en:
capracourse.net/book
capracourse.net/about

“Fritjof Capra le habla al corazón del problema” lue producido por un grupo de profesionales y ex alumnos de Capra Course que decidió llevar el trabajo del Dr. Capra a los líderes mundiales que trabajan en los ODS. Trabajaron en estrecha colaboración con el Clúster de los Comunes del Grupo Principal de ONG de las Naciones Unidas.

Escrito y narrado por: Fritjof Capra, Ph.D.
Líder del proyecto: Marilyn Fowler, Ph.D.
Asesor: Lisinka Ulatowska, Ph.D.
Productor: David Peters
Diseño y visualización: David Peters.
Editor de video: Derek Dockendorf
Videógrafo: Gino Rose
Música: Chris Zabriskie
Coordinación: Mira Michelle Kennedy, M.A.
Apoyo al proyecto: Phoebe Tickell, M.A.
Subtitulado en español por: www.libera.ong

Un agradecimiento especial a todos los que compartieron generosamente y libremente su tiempo y trabajo a través del dominio público y las licencias de Creative Commons. Una lista completa está disponible en esta página web:
capracourse.net/heart

Para obtener información sobre la ética de la Tierra y la Agenda de los ODS de la ONU 2030:
Earthcharter.org
sustainabledevelopment.un.org

Por favor comparte este video!

#CapraSpeaks #systemsthinking #SDGs #globalgoals #CapraCourse

2019 CC BY-NC 4.0 Internacional

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Un caso de Ganadería Regenerativa en la provincia de Córdoba.

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"Qué es El Mate? Agricultura Regenerativa" (Versión LARGA) - Kiss the Ground

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TODOS SOMOS NATURALEZA - Karün (En Español)

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Workshop Contrucción de Comunidades organizado por IMPAQTO

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Workshop Contrucción de Comunidades organizado por IMPAQTO

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WORKSHOP SERIES: Cambio sistémico y herramientas para mapeo de sistemas. (1/4)

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El video está en inglés, pero podés "Activar Subtítulos" y después en "Configuración" seleccionar "Traducir automáticamente" y elegir Español.

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¡Podcasts que te recomiendo! (Lista de Spotify)

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¡Podcasts que te recomiendo! (Lista de Spotify)

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La innovación según Karün (emprendimiento chileno de triple impacto)

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La innovación según Karün (emprendimiento chileno de triple impacto)

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¿Para qué crear e innovar?
- Acuerdos para nuestras clases y primera conversación sobre expectativas.
- ¿Qué está cambiando? Escenario Mundial de la Innovación en Sustentabilidad y las Nuevas Economías.
- Casos.
- Los Objetivos de Desarrollo Sostenible.
¿Desde dónde crear e innovar?
- Innovando desde tu individualidad. La Claridad es Poder.
- Círculos Dorados, tu Elemento, Teoría U...
- Clave: Hacer Preguntas Poderosas.
¿Cómo diseñar y medir el impacto?
- Herramientas (Canvas B, Evaluación B, indicadores de impacto...)

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La guía de los vagos para salvar el mundo - 1

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Ejemplo Karün.

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INTRODUCCIÓN A LA TEORÍA U. EJEMPLOS PRÁCTICOS

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Reporte sobre las Empresas con Propósito en Iberoamérica

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Reporte sobre las Empresas con Propósito en Iberoamérica

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Datos interesantes relevados por la Secretaría General Iberoamericana.

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Simon Sinek sobre "Empezá por el Para Qué"

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How Great Leaders Inspire Action | Simon Sinek | TED

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Grupo de Trabajo de Inversión de Impacto en Argentina

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Un grupo de trabajo con el objetivo de consolidar el desarrollo del mercado de inversión de impacto en Argentina, Paraguay y Uruguay.

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Activista sueca de 16 años que se convirtió en una destacada figura global generando conciencia sobre la crisis climática.​​

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Greta Thunberg: El argumento cautivador para actuar ya ante el cambio climático

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En este llamado apasionado a la acción, Greta Thunberg, activista de 16 años, explica por qué, en agosto del 2018, salió de su escuela y organizó una huelga frente al parlamento sueco para concientizar sobre el calentamiento global, lo cual llamó la atención del mundo. Thunberg dice: "La crisis climática ya está resuelta.

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Tendencias en los alimentos, en este caso el consumo de CARNE.

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Si algo lo destaca es su capacidad de reinventarse. O de renacer de sus cenizas. Pero esta vez, Francis Mallman, el decano de los cocineros argentinos, el padre de todas las hogueras y todas las carnes, se animó a atacar a uno de sus siete fuegos: el salmón al infiernillo, uno de sus platos insignia fue exiliado de su carta. ¿Las razones? La conciencia ambiental. No sólo eso. Hasta se atrevió a cuestionar ese fuego sagrado que forjó su identidad como chef: "Yo soy conocido por cocinar churrascos y carnes. Y sinceramente vamos a tener que ir haciendo cambios. Acabo de terminar un libro de recetas vegano y vegetariano. Más vegano que vegetariano, porque creo que debemos empezar a apoyar un cambio en el planeta. Es imposible que sigamos con este ritmo", dice y deja a todos sorprendidos.

El salmón fue el primer paso. Hace tres meses decidió sacarlo de las cartas de sus diez restaurantes, aunque fuera uno de los platos más pedidos y caros. "Después de 25 años de vender miles de salmones de criadero en todos nuestros restaurantes, hace tres meses decidimos prohibirlo ya que está perturbando la salud y el alma de nuestros mares. Nunca es tarde para aprender y empezar de nuevo. Nos disculpamos por el daño ocasionado", escribe a modo de mea culpa. Las críticas a las salmoneras no son nuevas y la industria se defiende.

Lo que siguió fue un replanteo de la forma misma de cocinar y comer. "Yo creo que en 30 años no vamos a estar comiendo casi carne ni pescado. Es imposible que sigamos haciendo el daño que le estamos causando al planeta, con las vacas y con la forma en que estamos pescando", advierte, debajo de una boina azul y mientras prepara un almuerzo de centollas para unas 100 personas frente al Canal Beagle. Esta vez, con un fuego muy moderado, lejos de esas enormes fogatas de leña junto a las que se lo solía retratar.

Las declaraciones causan desconcierto. Sin embargo, se inscriben dentro de una tendencia que hoy manda en las cartas de algunos de l os restaurantes más exclusivos del país o a cargo de cocineros argentinos. Mauro Colagreco, Germán Martitegui, Fernando Trocca, Narda Leppes y muchos otros se han sumado a una campaña contra la salmonicultura y algunos también han decidido sacarlos de la carta. Y la lista de chefs de referencia suma cada día más adeptos. Aunque desde Chile, la industria salmonera, la segunda en importancia ese país, que le vende más de 6000 toneladas de salmón por año a la Argentina, se defiende de esta campaña: "Cumplimos con la regulación sanitaria chilena en términos de calidad y con los requisitos de más de 70 mercados en el mundo", afirman. Salmón Chile, la cámara que nuclea la industria del salmón, argumenta que "el uso de antibióticos está estrictamente regulado y jamás se usa de forma preventiva", como se los suele acusar. Recientemente, la Justicia de Chile aceptó un reclamo de la ONG Oceana para que las empresas informen las cantidades y las clases de antibióticos usados desde 2009.

Mallmann llegó a Ushuaia para sumarte este fin de semana a una campaña que impulsa la comunidad local de Tierra del Fuego, para evitar que le concrete un acuerdo firmado hace más de año entre el Reino de Noruega, la Cancillería argentina y la Secretaría de Pesca para permitir que se instalen granjas de salmonicultura en el canal de Beagle. La marca de indumentaria Patagonia invitó a Mallmann a una protesta de los vecinos de Ushuaia y la organización CLT, que piden una ley nacional que prohíba la instalación de las salmoneras en el Canal de Beagle. Antes de las elecciones provinciales, un funcionario de segunda línea anunció que el proyecto de las salmoneras ya no estaba en "la agenda local". Probablemente por el rechazo que obtuvo el proyecto, algunos creen que solo se trata de un anuncio preelectoral. Pero, como la gobernadora Rosana Bertone perdió las elecciones, es incierto lo que podría ocurrir. Por eso, los vecinos de Tierra del Fuego continúan con la protesta porque quieren que se sancione una ley nacional o provincial para que prohíba la instalación en el Canal de Beagle.

LA NACIÓN se comunicó con la gobernación de Tierra del Fuego para conocer cuál era su posición. Pero el secretario de Pesca, Kevin Colli no contestó los llamados. Tampoco la gobernadora saliente. Lo mismo ocurrió al consultar a la cancillería argentina. "El proyecto se cayó, por decisión de la provincia", informaron fuentes del Ministerio de Agroindustria de la Nación, de donde depende la subsecretaría de Pesca.

La Dirección Nacional de Inocuidad y Calidad Agroalimentaria del Senasa sostiene que "la totalidad del salmón del Atlántico que se comercializa en el mercado local proviene de las piscifactorías" de Chile y "está sujeta a determinaciones analíticas" de contaminantes nocivos para la salud.

Las salmoneras son piletones enrejados del tamaño de una cancha de fútbol, que se instalan en mitad de un canal para cultivar allí esa variedad, que según apuntan los especialistas que se oponen a su instalación, en realidad es originaria del hemisferio norte y resulta un depredador sin competencia para la biodiversidad local. De prosperar el proyecto, unos ocho de esos piletones aparecerían en cada foto tomada frente a la ciudad de Ushuaia. Aunque crecen en jaulas, la presencia de salmones acaba, por ejemplo, con la centolla, afirman lo expertos. Desde hace más de cuatro años, los científicos del Conicet trabajan para que la centolla, animal insignia de estas latitudes vuelva al canal de Beagle, después de haber sido depredada por la pesca salvaje. Para ello, Gustavo Lovrich, biólogo investigador del Conicet, trabaja con su equipo para criar larvas y reintroducirlas para que crezcan en un ambiente natural. Ya se reestableció una comunidad de más de 50.000 centollas y sólo se permite la pesca artesanal.

Hace unos años, los investigadores de The National Geographic iniciaron una investigación para encontrar los últimos mares pristinos: lugares salvajes de los océanos. Hay 23 puntos en todo el mundo: el Canal de Beagle es uno, porque es una de las mayores reservas mundiales de biodiversidad con 6 especies de mamíferos marinos, 20 de aves acuáticas y marinas, unas 40 de peces óseos y cartilaginosos. "Todo eso desaparece. Desde el punto de vista de la salud, no se conocen los efectos del consumo. Pero, sabemos que se produce la resistencia bacteriana. Para el ambiente el impacto es altísimo. Los lobos marinos rompen las jaulas y se escapan los salmones y depreden a otras especies. Compiten por el alimento que el pingüino de Magallanes. La orina bajo las jaulas genera algas toxicas que contaminan otras especies. Cuando se va la jaula es tierra arrasada", agrega Lovrich.

El compromiso de Mallmann

Mallmann cuenta que hace dos años le llegó por primera vez la preocupación por los efectos del salmón en la salud y el ambiente y fue entonces cuando decidió replantearse su cocina. Un camino de ida que lo condujo a algo que parecía impensado: alejarse de la carne para hacer un libro de recetas veganas, cuenta después de conversar con un panel de expertos en biología y representantes de comunidades locales que viven de la pesca y que cuentan cómo les afectaría la llegada de las salmoneras.

"Hace dos o tres años escuchamos algunos ruidos sobre lo que estaba pasando en Chile. Y después de tomar conciencia, hace tres meses dejamos de servir salmón en nuestros diez restaurantes. Nunca es tarde para hacer cambios y empezar de nuevo. No debería cultivarse en el Beagle", dice Mallmann entusiasmado. "No sólo en el Beagle. Hay mucha salmonicultura en el mundo y nuestra intención es pararlo en todos lados", dice.
-¿Cómo fue la reacción de los clientes ?
-Nosotros cambiamos de pesca. En la Argentina hay muchos otros pescados fantásticos: la merluza, las chernia, estamos eligiendo servir otros pescados. Todavía no hemos dado una explicación oficial. Si la gente pregunta, nuestro personal está informado y se explica. Hemos dejado de usar pescados de granja de otros tipos, como el branzino que se cría en el Mediterráneo. Estamos sirviendo únicamente pescado de pesca artesanal.
-¿El veganismo es una opción?
La cocina es un romance con la amistad, con los sabores y con el compartir. La receta no es tan importante sino las posibilidades de cada uno de hacer cosas con lo que puede comprar. Llegó el momento de hacer compras responsables que no le hagan daño al medio ambiente.
-¿Qué se puede comer?
Hay que cambiar la forma. Y el cambio viene por la gente muy joven. Yo siento, desde mi Instagram, que la gente que tiene entre 16 y 22 años están haciendo un cambio y van a hacer un cambio muy grande. Esa generación tiene ambición de hacer cosas y no las ambiciones de mi generación por el dinero. Eso es lo que va a traer el cambio. Eso espero.

Conocé The Trust Project

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Francis Mallmann. "En 30 años no vamos a estar comiendo casi carne ni pescado"

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Si algo lo destaca es su capacidad de reinventarse. O de renacer de sus cenizas. Pero esta vez, Francis Mallman, el decano de los cocineros argentinos, el padre de todas las hogueras y todas las carnes, se animó a atacar a uno de sus siete fuegos: el salmón al infiernillo, uno de sus platos insignia fue exiliado de su carta.

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Resumen ilustrado del libro de Ken Robinson.

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El Elemento (Ken Robinson) - Resumen Animado

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Introducción a la Economía Circular (PDF)

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Introducción a la Economía Circular (PDF)

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Por la Ellen McArthur Foundation

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Paso 1:
Nombrá el Propósito

¿Cuál es la búsqueda?
¿Cuál es el problema que necesita solución,
o la conversación que necesita suceder?
Escribilo.

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Paso 2:
Diseñá una Pregunta Prototipo

Transformá el Propósito o Problema en una Pregunta.

Elegí bien: “Cómo, Por qué, Qué, Quién, Cuándo, Dónde, Cuál?”
“Cómo podríamos...?”

Definí el Alcance: ¿Es muy puntual o muy amplia?
¿Debería ser específica o general?

Contexto y Limitaciones: ¿Cómo debería tener en cuenta las limitaciones del problema y de la solución?
¿Qué hace sentido para esta situación?

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Paso 3:
Hacé un paso atrás y reflexioná

Foco: ¿Está tu pregunta enfocada en el mayor impacto?
¿Es clara y concisa? ¿Es sólo lo básico y necesario?
¿Llega al corazón del tema? ¿Va al punto?

Diversidad: ¿Tu pregunta permite que haya una variedad de voces y soluciones? ¿Puede tu audencia verse en esa pregunta? ¿A quién/es excluye o necesita excluir?
Supuestos: ¿Qué parcialidad se evidencia?

¿Qué supuestos tuyos tiene la pregunta? ¿Ayudan?
Genuinidad: ¿Es la pregunta genuina y real? ¿Es abierta y honesta? ¿Tiene ya una respuesta?

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Paso 4:
Ajustá hasta que funcione

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La sostenibilidad por sí sola no es un objetivo adecuado. La palabra sostenibilidad en sí misma es inadecuada, porque no nos dice que es lo que realmente estamos intentando sostener. En 2005, después de pasar dos años trabajando en mi tesis doctoral sobre diseño para la sostenibilidad, empecé a darme cuenta de que lo que realmente estamos intentando sostener es el patrón subyacente de salud, resiliencia y adaptabilidad que mantienen a este planeta en una condición en la que la vida en su totalidad pueda florecer. El diseño para la sostenibilidad es, en última instancia, el diseño para la salud humana y planetaria (Wahl, 2006b)

Una cultura humana regenerativa es saludable, resistente, y adaptable; se preocupa por el planeta y le importa la vida, consciente de que esta es la manera más efectiva de crear un futuro próspero para toda la humanidad. El concepto de resiliencia está estrechamente relacionado con la salud, en el sentido en el que describe la habilidad de recuperar funciones básicas vitales y reponerse de cualquier clase de desajuste o crisis. Cuando buscamos la sostenibilidad desde una perspectiva sistémica, estamos intentando sostener el patrón que conecta y fortalece al sistema en su conjunto. La sostenibilidad se refiere principalmente a la salud sistémica y a la resiliencia en diferentes dimensiones, desde la local, a la regional y global.

Los sistemas complejos pueden enseñarnos que, como participantes de un sistema eco-psicosocial complejo que está sujeto a ciertos límites biofísicos, nuestro objetivo debe ser la participación apropiada, no la predicción y el control (Goodwin, 1999a). La mejor manera de aprender a como participar de manera apropiada es poner más atención en las relaciones e interacciones sistémicas, aspirar a mantener la resiliencia y la salud del sistema en su totalidad, fomentar la diversidad y las redundancias en múltiples dimensiones, y facilitar la emergencia positiva, atendiendo a la calidad de las conexiones y a los flujos de información en el sistema. Este libro explora como se puede hacer esto. [Este es un extracto de un subcapítulo de Diseñando Culturas Regenerativas, Designing Regenerative Cultures publicado en 2016]

Usar el principio de precaución

Una propuesta para guiar una acción inteligente ante una complejidad dinámica y "no saber", es aplicar el Principio de Precaución como marco que pretende evitar, en la medida de lo posible, acciones que tendrán un efecto negativo en la salud humana y medioambiental en el futuro. Desde la Carta Mundial para la Naturaleza de 1982 de las Naciones Unidas, al Protocolo de Montreal sobre Salud de 1987, la Declaración de Rio de 1992, el Protocolo de Kyoto y Rio+20 de 2012, nos hemos comprometido a aplicar el Principio de Precaución una y otra vez.

La Declaración de Compromiso de Wingspread sobre el Principio de Precaución afirma: "Cuando una actividad amenaza dañar la salud humana o al medioambiente, se deben tomar medidas de precaución incluso si algunas de las relaciones causa-efecto no estén totalmente establecidas científicamente" (Declaración Wingspread, 1998). El principio pone la carga de prueba de que cierta acción no es dañina en aquellos que proponen y ejecutan la acción, sin embargo la práctica general continúa permitiendo que sigan sin control todas las acciones que (¡todavía!) no se ha probado que tengan efectos dañinos potenciales. En pocas palabras, el Principio de Precaución se puede resumir de esta manera: se precavido ante la incertidumbre. Esto es lo que no estamos haciendo.
¿Por qué no animar a diseñadores, técnicos, políticos y profesionales de la planificación a que evalúen sus propuestas en base a su potencial regenerativo, restaurativo y de soporte vital? ¿Por qué no limitar la escala de implementación de cualquier innovación a nivel local y regional hasta que su impacto positivo se demuestre inequívocamente?
Aunque grupos de alto nivel de la ONU y muchos gobiernos nacionales han considerado reiteradamente que el Principio de Precaución es una manera sensata de orientar las acciones, el día a día muestra que es muy difícil de implementar, ya que siempre existirá cierto grado de incertidumbre. El Principio de Precaución podría detener potencialmente la innovación sostenible y bloquear nuevas tecnologías que puedan ser beneficiosas en base a que no se puede probar con certeza que estas tecnologías no producirán efectos secundarios inesperados en el futuro, que puedan ser perjudiciales para la salud humana y medioambiental.
¿Cómo creamos diseño, tecnología, planificación y decisiones políticas que permitan la salud humana, comunitaria y medioambiental?
Pretender diseñar para una salud sistémica puede que no nos salve de efectos secundarios inesperados y de la incertidumbre, pero ofrece un camino de prueba y error hacia una cultura regenerativa. Necesitamos urgentemente un Juramento Hipocrático para el diseño, la tecnología y la planificación: ¡No hagas ningún daño! Para hacer este imperativo ético operativo necesitamos una intención salutogénica (generadora de salud) detrás de todo diseño, tecnología y planificación: Necesitamos diseñar para la salud humana, de los ecosistemas y del planeta. De esta manera podremos transitar más rápidamente del insostenible "más de lo mismo" hacia innovaciones restauradoras y regenerativas que apoyen la transición hacia una cultura regenerativa. Hagámonos la siguiente pregunta:

Necesitamos responder al hecho de que la actividad humana durante los últimos siglos y milenios ha dañado el funcionamiento sano de los ecosistemas. La disponibilidad de recursos está disminuyendo por todo el mundo, mientras que la demanda aumenta a la vez que la población humana continua expandiéndose y continuamos erosionando el funcionamiento de ecosistemas debido a diseños irresponsables y estilos de vida de consumo desenfrenado.

Si afrontamos el reto de disminuir la demanda y el consumo a nivel mundial mientras reponemos recursos a través del diseño y la tecnología regenerativas, tendremos una oportunidad de salir del ojo del huracán y crear una civilización humana regenerativa. Este cambio implicará una transformación de los recursos naturales base de nuestra civilización, alejándonos de los combustibles fósiles y dirigiéndonos hacia recursos biológicos regenerados de manera renovable, junto a un aumento radical de reciclado y productividad de recursos. Bill Reed ha planeado algunos de los cambios que serán necesarios para crear una cultura verdaderamente regenerativa.

"En lugar de dañar menos al medioambiente, es necesario aprender cómo podemos participar de ese medioambiente -usar la salud de los sistemas ecológicos como base para el diseño. [...] El salto significativo que tiene que dar nuestra cultura es cambiar de una visión del mundo fragmentada a un modelo mental de sistemas en su totalidad -encuadrar y entender las interrelaciones de los sistemas vivos de una manera integrada. Un enfoque local es una manera de alcanzar este entendimiento. [...] Nuestro papel, como diseñadores y depositarios es cambiar nuestra relación actual a una que cree un sistema completo de relaciones mutuamente beneficiosas."

-Bill Reed (2007:674)

Reed nombró al "pensamiento de sistemas completos" y al "pensamiento de sistemas vivos" como la base de un cambio hacía el modelo mental que necesitamos para crear una cultura regenerativa. En los capítulos 3, 4 y 5, exploraremos más detalladamente estos cambios de perspectiva necesarios. Van de la mano con una reformulación radical de lo que entendemos por sostenibilidad. Cómo explica Bill Reed:

"La sostenibilidad es una progresión hacia la consciencia funcional de que todas las cosas están conectadas; que los sistemas comerciales, de construcción, sociales, geológicos y naturales son realmente un solo sistema integrado de relaciones; que esos sistemas son co-participantes en la evolución de la vida."

-Bill Reed, 2007

Una vez realicemos este cambio de perspectiva entenderemos la vida como "un proceso completo de continua evolución hacia unas relaciones más ricas, más diversas y mutualmente beneficiosas". Crear sistemas regenerativos no es simplemente un cambio técnico, económico ecológico o social: tiene que ir de la mano con un cambio subyacente en la manera de pensar sobre nosotros mismos, nuestras relaciones con los otros y con la vida en su conjunto.

La figura 1 (abajo) muestra los diferentes cambios de perspectiva mientras transitamos desde el "más de lo mismo" hacía la creación de cultura regenerativa. El objetivo de crear culturas regenerativas trasciende e incluye a la sostenibilidad. El diseño restaurador pretende restaurar la autorregulación sana de los ecosistemas locales, y el diseño reconciliador va más allá haciendo explicita la intervención anticipatoria de la humanidad en los procesos de la vida y en la unión de la naturaleza y la cultura.

El diseño regenerativo crea culturas regenerativas capaces de aprender y transformarse continuamente en respuesta, y anticipándose, a cambios inevitables. Las culturas regenerativas salvaguardan y cultivan la abundancia biocultural para las generaciones humanas futuras y para la vida en su totalidad.

La "historia de separación" está alcanzando los límites de su utilidad y los efectos negativos de su visión del mundo y el comportamiento resultante asociado, están comenzando a afectar la vida en su totalidad. Al habernos convertido en una amenaza para la salud planetaria estamos aprendiendo a redescubrir nuestra relación íntima con toda forma de vida. La visión del Bill Reed de los sistemas regenerativos para una salud sistémica está en la misma línea que el trabajo pionero de gente como Patrick Geddes, Aldo Leopold, Lewis Mumford, Buckminster Fuller, Ian McHarg, E.F. Schumacher, John Todd, John Tillman Lyle, David Orr, Bill Mollison, David Holmgren, y muchos otros que han explorado el diseño en el contexto de la salud para el sistema en su conjunto.

Está surgiendo una nueva narrativa cultural, capaz de concebir y conformar una verdadera cultura regenerativa humana. Todavía no sabemos todos los detalles sobre como exactamente se manifestará esta cultura, y tampoco conocemos como podremos pasar de la actual situación del "mundo en crisis" a ese futuro próspero de una cultura regenerativa. Sin embargo, aspectos de este futuro ya están con nosotros.

Utilizando el lenguaje de "vieja historia" y "nueva historia" corremos el peligro de pensar en esta transformación cultural como la sustitución de la vieja historia por una historia nueva. Esa separación entre contrarios es en sí misma parte de la "narrativa de separación" de la "vieja historia". La "nueva historia" no es una negación completa de la visión del mundo dominante actual. Incluye esta perspectiva pero deja de considerarla la única perspectiva, abriéndose a la validez y necesidad de múltiples maneras de conocimiento.

Aceptar la incertidumbre y la ambigüedad nos hace valorar múltiples perspectivas sobre nuestra participación adecuada en la complejidad. Estas son perspectivas que dan valor y validez no solo a la "vieja historia" de la separación, pero también a la "historia antigua" de unidad con la Tierra y el cosmos. Estas son perspectivas que pueden ayudarnos a encontrar un camino regenerativo para ser seres humanos en profunda relación, reciprocidad y comunión con la vida en su conjunto, adquiriendo la conciencia de ser co-creadores de la "nueva historia" de la humanidad.

Nuestra impaciencia y urgencia en obtener respuestas, soluciones y conclusiones demasiado rápido es comprensible viendo el creciente sufrimiento individual, colectivo, social, cultural y ecológico, pero esta tendencia de favorecer respuestas en lugar de profundizar en las preguntas es en sí mismas parte de la vieja historia de separación.

El arte de la innovación cultural transformativa se trata, en gran medida, de hacer las paces con "no saber" y profundizar más en las cuestiones, asegurándonos que estamos haciendo las preguntas correctas, poniendo atención en nuestras relaciones y como todos podemos sacar adelante un mundo no solo por lo que hacemos sino por la calidad de nuestro ser. Una cultura regenerativa surgirá de encontrar y vivir nuevas maneras de relacionarse con uno mismo, con la comunidad y con la vida en su conjunto. La base para la creación de culturas regenerativas es una invitación a vivir las cuestiones juntos.

[Este es un extracto de un subcapítulo de Diseñando culturas regenerativas, Designing Regenerative Culturespublicado en 2016, Triarchy Press y 2020 EcoHabitar.]

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La Sostenibilidad ya no es suficiente, necesitamos culturas regenerativas

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La sostenibilidad por sí sola no es un objetivo adecuado. La palabra sostenibilidad en sí misma es inadecuada, porque no nos dice que es lo que realmente estamos intentando sostener. En 2005, después...

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“Los inversores ya piden al capital de riesgo que tenga un impacto social”

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“Los inversores ya piden al capital de riesgo que tenga un impacto social”

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Nota a Sir Ronald Cohen, uno de los impulsores de la inversión de impacto.

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No es habitual que uno de los bárbaros que retrató HBO en su mítica serie Barbarians at the gate se preocupe por la crisis de refugiados o la redistribución de la riqueza. Tampoco su hablar pausado y buenos modales encajan con el estereotipo de tiburón de las finanzas que se suele atribuir a los próceres de la City londinense y los fondos de capital riesgo. Pero sir Ronald Cohen (Egipto, 1945) fundó en los años 70 el gigante británico del capital privado Apax Partners -dueño en España de Idealista y antes de Panrico o Vueling- y ha visto en primera persona acontecimientos como el auge y caída de RJR Nabisco. Ha abandonado su otrora alma máter, fundado el fondo de venture capital Bridges Ventures y preside el GSG, el organismo internacional en pos de la inversión en capital riesgo con perspectiva social, al que se unió España esta semana.

¿Por qué desembarca GSG en España?

España es un gran país que enfrenta algunos desafíos sociales. Al mismo tiempo, juega un papel importante en la agenda global para mejorar la vida de la gente. Es uno de los países afectados por la inmigración de África. Y es importante para nosotros tener a todas las grandes economías del mundo empujando en la misma dirección. Además, Latinoamérica es un mercado muy grande y la conexión entre España y Latinoamérica es un punto importante. Estos dos elementos son grandes beneficios que España puede aportar al sistema global. Finalmente, el equipo en España han hecho un trabajo excepcional en apoyar la incorporación de España al GSG.

Sin embargo, las cifras de inversión de impacto social en España están aún muy lejos. ¿Hay realmente interés en este tipo de inversión en España?

Los diferentes países han discurrido por caminos diferentes, según sus líderes políticos. Necesitas lideres comprometidos en asuntos sociales. Por lo que hemos escuchado de Cristina Gallach, alta comisionada para la Agenda 2030, en España están muy comprometidos en impulsar este tipo de inversión. La verdad es que el sistema debe cambiar en todo el mundo. Llevar las grandes economías en la dirección del impacto social es un paso muy importante para tener un nuevo mecanismo que lo haga escalable. La incorporación de España al comité ha ido muy bien y la energía ha sido muy positiva.

Ha mencionado a un alto cargo de este Gobierno, ¿han encontrado más predisposición en este Ejecutivo que en los anteriores?

La cuestión sobre social y medioambiental no es algo de un solo partido. La derecha y la izquierda en todos los países reconocen la necesidad de afrontar asuntos sociales. Nuestro pensamiento no se dirige a derribar al capitalismo por completo. La noción de mercado guiado que lleva a la inversión de impacto es aceptada por todo el espectro político. Creo que en Europa, por los flujos migratorios, nos enfrentamos a problemas sociales en África de forma muy dramática. A menos que uses este tipo de herramientas de inversión social para mejorar las vidas en África no se va a solucionar el problema.

¿Quiere decir que la inversión de impacto es la solución que espera lograr Europa para la crisis de los refugiados?

La inversión de impacto no puede solucionarlo todo, no puede lidiar con la redistribución de la riqueza, por ejemplo. Pero puede tratar con la calidad de las oportunidades, dando mejores oportunidades a la gente que el sistema ha dejado atrás. Una vez que las empresas en las que invirtamos propongan soluciones para mejorar el mundo, creo que la variable riesgo-impacto mostrará un nuevo modo de hacer las cosas. Si piensa en las tendencias históricas, la noción del mercado guiado es una noción muy poderosa, a donde nos lleva la evolución. No es una revolución como la rusa, es más como la tecnológica. Ya ha empezado y ocurrirá en las próximas tres y cuatro décadas. Al inicio de la revolución tecnológica, nadie podía imaginar internet y lo que ha supuesto. Lo que hemos descubierto es que ha cambiado el modelo de negocio de todos los sectores económicos. Creo que lo mismo va a ocurrir con el impacto social. Actualmente, es absurdo pensar en montar un negocio sin pensar en la tecnología. Invertir sin perspectiva social no se va a concebir.

Usted fundó Apax y ahora apuesta por que los fondos atiendan también cuestiones sociales, ¿qué necesita cambiar el capital riesgo?

La inversión de impacto es una continuación del capital riesgo. Siento lo mismo con la inversión de impacto que cuando fundé Apax. El venture capital ha provocado grandes avances en medicina o educación y el private equity hace a las industrias más competitivas. Cuando piensas en la potencia del capital privado en cuestiones sociales, va un paso más allá. Hoy pienso que en los próximos años el 30% del venture capital se convertirá en impacto y el 10% del capital riesgo, pero irá más rápido. Hay muchas empresas ambiciosas con proyectos para mejorar el mundo con modelos de negocio donde el impacto es esencial. Algunas grandes firmas lo adoptarán y llegarán nuevas que lo lleven en el ADN. Los grandes inversores ya preguntan por su impacto social, cuando piensan invertir en un fondo de capital riesgo. El siguiente escalón será cuestionar si ese impacto social es suficientemente positivo.

¿Puede el impacto social hacer que el capital riesgo pierda su mala fama?

Sin duda. Pero los fondos de capital riesgo necesitan un impacto social real para cambiar su reputación. Necesitan que el impacto de una firma lo puedan percibir los ciudadanos.

Pero ¿cómo puede percibir el ciudadano ese impacto social positivo cuando el fondo haga un ERE en una participada o presione al alza el precio de los alquileres desde sus vehículos de inmobiliario?

El impacto muchas veces es algo difícil de medir. En términos financieros, tendremos que debatir cuáles son los principios de impacto apropiados. Si una firma despide a gente, gana dinero y no crea ningún impacto positivo, su beneficio se verá reducido. En un principio habrá unos estándares sencillos. Por ejemplo, en el asunto medioambiental serán más positivos. Si una empresa tiene un impacto ambiental terrible, lo debe reflejar ya en su balance. En cuanto al impacto laboral hay muchos estudios que nos pueden ayudar a medir su impacto de género o diversidad. Para medir el impacto de producto podemos recurrir a la tecnología.

Desde una perspectiva financiera, ¿son lo suficientemente rentables los fondos de impacto social para atender a lo exigente del mercado actual?

Vamos a descubrir que cuando solo optimizas el binomio riesgo y rentabilidad se obtiene un beneficio inferior a cuando optimizas el riesgo, el retorno y el impacto. Una razón afecta al riesgo. Una firma que manufactura productos y lo hace bien va a atraer más talento, mejores inversores y se aprovechará de incentivos del Gobierno. En el otro lado, abres la puerta a nuevas oportunidades y descubres un mundo mas amplio. Por ejemplo, una empresa que fabrique lentes inteligentes podrá optar a un mercado de más de 1.000 millones, dado el gran número de ciegos y analfabetos en el mundo que se podrán beneficiar de ellas. Si solo intentas ganar dinero, solo te dirigirás a los más ricos, pero ignorarás un gran mercado. Creo que con un mercado mayor puedes ganar más dinero.

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Sir Ronald Cohen: "Los inversores ya piden al capital riesgo que tenga un impacto social"

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No es habitual que uno de los bárbaros que retrató HBO en su mítica serie Barbarians at the gate se preocupe por la crisis de refugiados o la redistribución de la riqueza. Tampoco su hablar pausado y buenos modales encajan con el estereotipo de tiburón de las finanzas que se suele atribuir a los próceres de la City londinense y los fondos de capital riesgo.

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Rol del Estado en la Innovación de Impacto (INGLÉS)

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Rol del Estado en la Innovación de Impacto (INGLÉS)

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The idea that made Mariana Mazzucato one of the most influential economists in the world came to her in early 2011. It had been three years since the financial crisis of 2008 and, in the UK, the coalition government of Conservatives and Liberal Democrats had chosen to pursue a fiscal policy of austerity that was forcing councils to cut back public services and leading to a rise of homelessness and crime. "In my neighbourhood after-school clubs, youth centres, public libraries, policing and mental health budgets were all cut, affecting the most vulnerable people in society," she recalls. "It was very sad."

What particularly infuriated Mazzucato was the prevailing narrative that such cuts were necessary to boost competitiveness and innovation. In March 2011, Prime Minister David Cameron gave a speech excoriating civil servants working in government, labelling them "enemies of enterprise". Later that year, in November, he visited the Truman Brewery in east London to announce his plans for a new technology cluster called Tech City. "They were hyping up entrepreneurs and dismissing everyone else," Mazzucato says. "There was this belief that we didn't have European Googles and Facebooks because we didn't subscribe to Silicon Valley's free market approach. It was just ideology: there was no free market in Silicon Valley."

It was then that Mazzucato, an Italian-American economist who had spent decades researching the economics of innovation and the high tech industry, decided to look deeper into the early history of some of the world's most innovative companies. The development of Google's search algorithm, for instance, had been supported by a grant from the National Science Foundation, a US public grant-awarding body. Electric car company Tesla initially struggled to secure investment until it received a $465 million (£380 million) loan from the US Department of Energy. In fact, three companies founded by Elon Musk - Tesla, SolarCity and SpaceX - had jointly benefited from nearly $4.9 billion (£3.9bn) in public support of various kinds. Many other well-known US startups had been funded by the Small Business Innovation Research programme, a public venture capital fund. "It wasn't just early research, it was also applied research, early stage finance, strategic procurement," she says. "The more I looked, the more I realised: state investment is everywhere."

Mazzucato included her findings in a 150-page pamphlet she submitted to UK policy think tank Demos. It was distributed to thousands of policymakers, and received coverage in daily newspapers. "It was obvious that it had touched a nerve," she says. "The more I thought about it, the more I wanted to go straight to the core of the myths about innovation." She decided to dissect the product that symbolised Silicon Valley's engineering prowess: the iPhone.

Mazzucato traced the provenance of every technology that made the iPhone. The HTTP protocol, of course, had been developed by British scientist Tim Berners-Lee and implemented on the computers at CERN, in Geneva. The internet began as a network of computers called Arpanet, funded by the US Department of Defense (DoD) in the 60s to solve the problem of satellite communication. The DoD was also behind the development of GPS during the 70s, initially to determine the location of military equipment. The hard disk drive, microprocessors, memory chips and LCD display had also been funded by the DoD. Siri was the outcome of a Stanford Research Institute project to develop a virtual assistant for military staff, commissioned by the Defense Advanced Research Projects Agency (DARPA). The touchscreen was the result of graduate research at the University of Delaware, funded by the National Science Foundation and the CIA.

"Steve Jobs has rightly been called a genius for the visionary products he conceived and marketed, [but] this story creates a myth about the origin of Apple's success," Mazzucato writes in her 2013 book The Entrepreneurial State. "Without the massive amount of public investment behind the computer and internet revolutions, such attributes might have led only to the invention of a new toy."

But a narrative of innovation that omitted the role of the state was exactly what corporations had been deploying as they lobbied for lax regulation and low taxation. According to a study by Mazzucato and economist Bill Lazonick, between 2003 and 2013 publicly listed companies in the S&P 500 index used more than half of their earnings to buy back their shares to boost stock prices, rather than reinvesting it back into further research and development. Pharmaceutical company Pfizer, for example, spent $139bn (£112bn) on share buybacks. Apple, which had never engaged in this type of financial engineering under Jobs, started doing so in 2012. By 2018, it had spent nearly one trillion dollars on share buybacks. "Those profits could be used to fund research and training for workers," Mazzucato says. "Instead they are often used on share buybacks and golfing."

That posed an urgent, more fundamental problem. If it was the state, not the private sector, which had traditionally assumed the risks of uncertain technological enterprises that led to the development of aviation, nuclear energy, computers, nanotechnology, biotechnology and the internet, how were we going to find the next wave of technologies to tackle urgent challenges such as catastrophic climate change, the epidemic of antibiotic resistance, the rise of dementia? "History tells us that innovation is an outcome of a massive collective effort - not just from a narrow group of young white men in California," Mazzucato says. "And if we want to solve the world's biggest problems, we better understand that."

One of Mazzucato's most enduring memories of her childhood is watching her father Ernesto, a nuclear fusion physicist at Princeton University, yelling at the news. She would say, "Dad, that's just information," to which he would reply: "That's not information, that's just what they're trying to make you believe." "A critical eye was the first thing my dad instilled in me, mainly just from watching him swear at the TV," Mazzucato says. After the publication of The Entrepreneurial State, Mazzucato, an effervescent woman in her late forties, became a regular on current affairs programmes, often delivering devastating critiques of commonly held economic beliefs with eloquence. During a debate about the budget deficit on Newsnight in 2017, she berated Evan Davis for obsessing about it, explaining with exasperation: "Deficits matter, but what matters is what you're spending it on." When asked about Google's tax avoidance by Jon Snow on Channel 4 News, she retorted: "You know what? That's not the problem. The real problem is that people don't know about the backroom deals that the Googles and the Apples and the Glaxos and the Pfizers have with the treasuries around the world on tax policy."

That the message at the core of her book had resonated with a general audience didn't necessarily surprise Mazzucato. "Silicon Valley entrepreneurs rarely acknowledged that they were standing on the shoulders of giants. It was a call to arms to innovators to sort of step up and acknowledge that," says Saul Klein, co-founder of venture capital firm LocalGlobe. "There has been a very concerted effort, over the past 40 years, to build this intellectual construct that was sold to government and sold to society about the free market, supported by businessmen who were trying to tell a story that was advantageous to them," says tech mogul Tim O'Reilly. "It's now very clear that there's something wrong with the story. We need a new theory to replace this, and Mariana is one of the economists trying to build a rival narrative."

Mazzucato was surprised to find supporters inside the coalition government. "To be honest, given that I had mainly written academic things, there was no real risk that I sounded like a communist," she says. That support came in the form of Business Secretary Vince Cable, who founded the Catapult centres to promote partnerships between scientists and entrepreneurs; and the "eight great technologies" investment announced by David Willetts, Minister for Universities and Science. "There's been a gap in conservatism in offering a constructive account of the role of the state," Willetts says. "Mariana provided an account of the role of government which was neither one of minimal government nor traditional socialism. I was able to say in government, hang on, this isn't some experiment with left-wing socialism. This is what happens in Republican America."

Soon, she became a regular visitor at Whitehall, advising both Cable and Willetts on policies such as the Small Business Research Initiative, which funded small and medium enterprises, and the patent box, which reduced the rate of corporate tax on income derived from patents (which she calls "the stupidest policy ever").

Mazzucato knew that to influence politicians she would need to do more than just criticise. "The reason progressives often lose the argument is that they focus too much on wealth redistribution and not enough on wealth creation," she says. "We need a progressive narrative that's not only about spending, but investing in smarter ways."

At the time, Mazzucato was increasingly interested in what she called mission-oriented organisations. The prime example was DARPA, the research agency founded by President Eisenhower in 1958 following the Soviet Union's launch of Sputnik. The agency pumped billions of dollars into the development of prototypes that preceded commercial technology such as Microsoft Windows, videoconferencing, Google Maps, Linux and the cloud. In Israel, Yozma, a government-backed venture capital fund that ran between 1993 and 1998, supported more than 40 companies. In the UK, the Government Digital Service, launched in 2010, was behind the award-winning .gov.uk domain, saving the government £1.7bn in IT procurement. "When I use the word 'state' I am talking about a decentralised network of different state agencies," she says. When such agencies are mission-oriented to solve problems and structured to take risks, they can be an engine of innovation."

To Mazzucato, the epitome of the mission-oriented concept was the Apollo programme, the space programme designed to land Americans on the Moon and return them safely to Earth. Between 1960 and 1972, the US government spent $26bn (£21bn) to achieve precisely that. More than 300 different projects contributed, not only in aeronautics but in areas such as nutrition, textiles, electronics and medicine, resulting in 1,800 spinoff products, from freeze-dried food to cooling suits, spring tyres and digital fly-by-wire flight control systems used in commercial airplanes. The programme was also instrumental in kick-starting an industry for the integrated circuit, an unproven technology at the time, and other space projects such as the Space Shuttle and the International Space Station.

The modus operandi of these mission-oriented institutions provided Mazzucato with an alternative vocabulary that told a different story about the role of the state. "Economics is full of stories," she says. "Words like 'enabling', 'facilitating', 'spending', 'regulating' - they create a story of the state as boring and inertial. It becomes a self-fulfilling prophecy. We need a new narrative to guide better policies." These mission-oriented institutions were actively creating and shaping markets, rather than merely fixing them. They were ambitiously seeking high-risk directions for research and investment, rather than outsourcing and avoiding uncertainty.

Mazzucato's collaboration with Whitehall was put on hold after the 2015 general election: Willetts stood down from his seat, and Cable lost his. By then, however, she had gone global - working with US Democrat Elizabeth Warren on public funding for health innovation, and advising Scottish First Minister Nicola Sturgeon on the development of a Scottish national investment bank. Mazzucato also launched a new type of economics department at University College London, the Institute for Innovation and Public Purpose (IIPP) - with the mission of training the next generation of civil servants in the theory of mission-oriented policies. "We want to them to think strategically and ambitiously for the public good and, in the words of Steve Jobs, to 'stay hungry and stay foolish'," she says.

In early 2017, Carlos Moedas, the European Commissioner for Research, Science and Innovation, offered her a position as special adviser, which she accepted. "I wanted the work to have an impact," she says. "Otherwise it's champagne socialism: you go in, talk every now and then, and nothing happens." She suggested reframing the European research and innovation programme as Horizon Europe, a €100bn (£90bn) mission-oriented initiative due to start in 2020. Moedas gave her carte blanche to pursue the project.

The European Commission had traditionally framed its policies in terms of grand challenges, but Mazzucato's concept of missions translates these into concrete projects: the Cold War was a challenge; landing on the moon was a mission. In February 2018, she published a report - titled Mission-Oriented Research & Innovation in the European Union - that defined five criteria missions should obey: they must be bold and inspire citizens; be ambitious and risky; have a clear target and deadline (you have to be able to unambiguously answer whether the mission was accomplished to deadline or not, Mazzucato says); be cross-disciplinary and cross-sectorial (eradicating cancer, for example, would require innovation in healthcare, nutrition, artificial intelligence and pharmaceuticals); and allow for experimentation and multiple attempts at a solution, rather than be micromanaged top-down by a government.

In the report, she illustrated what missions could look like with three hypothetical examples: a plastic-free ocean, 100 carbon-neutral cities by 2030, and cutting dementia by 50 per cent. The clean oceans mission could involve removing half of the plastic already polluting the oceans and reducing by 90 per cent the quantity of plastics entering them before 2025, through projects such as autonomous plastic collection stations or distributed nets. The solution would require inventing alternatives to plastic, designing novel forms of food packaging, and creating AI systems that could separate waste automatically. "These were just examples to tease out the difficulties," Mazzucato says. "When people talk about missions, I always warn them: if this is something that makes you feel comfortable and happy and cosy, then you haven't understood it, because it's actually about fundamentally changing how we think about innovation."

In March 2018, Mazzucato was contacted by two members of a progressive political movement in the US called Justice Democrats. She had no idea who Saikat Chakrabarti and Zack Exley were. "They were saying that they were trying to bring in a new wave of young politicians," she recalls. "It was more curiosity from my side of hearing what's going on in the US, because I had sort of lost touch."

Chakrabarti and Exley had previously worked for Bernie Sanders' 2016 presidential campaign. Chakrabarti then co-founded a political action committee with the aim of recruiting 400 working class candidates to run for Congress. "The idea was to create a new caucus within the Democratic Party," Chakrabarti says. "We have people like Donald Trump in the White House, the Democratic Party leadership is acting as if it's still 1995. The real divide is not between left and right. It's between ambition and not ambition. We wanted an alternative vision of society that's revolutionary. What was exciting about meeting Mariana is that there weren't a lot of people in the US talking about those kinds of ideas."

In London, at Mazzucato's home in Camden, they told her that, in three months, they were hoping to have elected officials in Congress who would be willing to talk about big policy ideas, particularly around environmental change. One of their most promising candidates was a young bartender from New York. Her name was Alexandria Ocasio-Cortez.

In June 2018, Ocasio-Cortez defeated 10-term incumbent Joe Crowley in the Democratic primary, shocking the political establishment and in effect guaranteeing herself a place in Congress.

A month later, Mazzucato and Ocasio-Cortez spoke over Skype for the first time. Their conversation revolved around a new, ambitious industrial policy that the Justice Democrats were calling the Green New Deal. Mazzucato had been one of the originators, in collaboration with the economist Carlota Perez. "The most important thing is to stop thinking that we should sacrifice our way of life in order to solve our environmental problems," Perez says. "We always thought of it as an opportunity to transform our society in a way that is also fairer and socially sustainable."

To Mazzucato, a Green New Deal could be as bold as the 1969 moonshot. "When my book came out, Bill Gates invited me to come to Seattle," she says. "He told me that he had followed the lead of the public sector when it came to IT. And now he was concerned that he couldn't see the public leading in green in the same way." A Green New Deal would involve, as she puts it, "greening the entire economy", transforming not only the renewable energy industry but every single aspect of manufacturing. It would require tax incentives and disincentives to tackle high polluters and to encourage innovation around areas like waste and durability. It would require patient, long-term finance.

On September 11, Mazzucato and Ocasio-Cortez met face to face at the Firefly restaurant, the latter's local hangout in Sunnyside, New York. They spoke about everything from the issue of public return for public investment to the notion of market co-creation versus market fixing. "She's quite academic," Mazzucato says. "It was much easier to talk to her about these things than it normally is with a politician who just wants the slogans, but doesn't really get the details behind the message."

Ocasio-Cortez also asked the economist for advice on how to get her message across to voters. In 2009, when Obama was proposing his healthcare reform, he had to assure people that government bureaucrats weren't meddling. That was fine, but it didn't capture the imagination of the public, Mazzucato said. He should have said that, actually, public-funded agencies were not just regulating - they were financing most of the innovation in the healthcare system. The pharmaceutical industry gets $32bn (£25bn) a year of innovation financing from the a state agency - the National Institutes of Health - condition free, and yet taxpayers still had to pay extortionate prices for life-saving drugs. It made no sense. "Get the language right," Mazzucato told Ocasio-Cortez. "Otherwise, you're just going to be a nice social democratic, boring lefty politician."

In February 2019, Ocasio-Cortez released her first piece of legislation as a congresswoman: a 14-page resolution on the Green New Deal, which she called the "moonshot of our generation". A few weeks later, during a congressional hearing on the drug industry, she asked Aaron Kesselheim, a professor of medicine from Harvard: "Would it be correct, Dr Kesselheim, to characterize the NIH money that is being used in development and research as an early investment? The public is acting as an early investor in the production of these drugs. Is the public receiving any sort of direct return on that investment from the highly profitable drugs that are developed from that research?" "No," Kesselheim replied.

One afternoon in May 2019, Mazzucato sat alongside David Willets in a packed lecture theatre at University College London. She stood up and introduced herself to the audience. Then she pointed towards a stack of 100-page yellow reports on the desk. The cover read "A Mission-Oriented UK Industrial Strategy". "This is what we've been doing for the past year," she reflected. "We've been working really hard and this is the outcome."

Almost exactly a year before, then British Prime Minister Theresa May had delivered a speech at Jodrell Bank Observatory about the government's new industrial strategy, which was centered around four grand challenges: clean growth, mobility, healthy ageing and AI. May announced one mission for each challenge: halving the energy use in new buildings by 2030; using AI to transform treatment of chronic disease; extending healthy, independent life to five extra years; being at the forefront of zero-emission vehicle manufacturing by 2040. These had already been a direct outcome of Mazzucato's influence with the then business secretary, Greg Clark. Months before, Clark had contacted Mazzucato to learn more about mission-oriented policies. He later asked her to co-chair a commission with Willets and coordinate cross-departmental mission teams in Whitehall, inspired by DARPA.

Over a year, the commission met every month. "We found that putting into practice Mariana's five criteria for what missions should be a lot harder than expected," Rainer Kattel, IIPP's deputy director, says.

For instance, the commission deemed the mission for the future of mobility as unambitious and too siloed within the Department of Transport. "That target was going to happen anyway," Kattel says. "We went back to them and said that it was too low-hanging. The biggest surprise was that they were very open to our criticism."

Regarding the healthy ageing mission, they struggled with the definition of "healthiness" "How do you even measure that?" Mazzucato asks. Initially, they considered the scenario of an Alzheimer's patient who is completely independent in the home and assisted by cutting-edge technologies. But the mission leader didn't like the idea. "Why obsess about independence?" She said. "How about nurturing co-dependency instead?"

On the future of mobility, the musician Brian Eno, one of the Institute's advisors, questioned the assumption that getting from A to B quicker was the goal. "How about going slower and appreciating life?"

The year-long collaboration between the IIPP and Whitehall included a series of workshops around the theory of mission-oriented policies, delivered by Mazzucato and her team to civil servants in Whitehall. "These were, after all, people that had been constantly told to get out of the way and stop stifling innovation. It can get depressing," Mazzucato says. "Going in and giving them a different narrative about ambitious missions and dreaming the big thing, their eyes would just light up. Sometimes I felt like a life coach."

Some of those conversations, however, were challenging - particularly regarding the policy appraisals conducted by the Treasury. "As the Chancellor of the Exchequer, all across government 20 people come to you with different policy proposals that you can spend the money on. How do you decide which one will have the biggest impact or is the most worthy?" says George Dibbs, the head of industrial strategy at IIPP. The standard method of appraisal, used by governments around the world, is cost-benefit analysis, in which a simplistic quantitative estimate is made about how much a policy will cost and how much money it will generate. "It's like the old mentality from the Vietnam war: as long as the enemy's body count is higher, we can ignore all other variables." Kattel says. "That's why, for instance, some new drugs are not paid for by the NHS because not enough people can benefit from them. Bureaucrats have really lost that idea that they are somehow responsible for the people on the street."

Cost-benefit analysis is not suitable to evaluate mission-oriented policies, which are inherently risky and uncertain, and aimed at creating new markets rather than fixing existing ones. As Mazzucato likes to point out, we would never have walked on the Moon if the Apollo Program had been evaluated via cost-benefit analysis.

At the launch of the report, Mazzucato told the audience a story to illustrate her point: in the 1500s, the Jesuits had a system that involved opening a cash box by turning two keys simultaneously - one belonged to the accountant, the second to the rector. This meant that, to open the coffer, "you had to have a vision but you also had to think about the budget," she concluded. "I know it sounds strange, but that's what's missing."

One afternoon in late June, Mazzucato sat pensively at her office in central London. A neon sign spelling "the value of everything" - a present from her husband in celebration of her second book, which has this phrase as its title - adorns one of the walls. Large posters hang on the walls depicting Mazzucato's complex mission diagrams. Two days after the launch of the industrial strategy report, Theresa May had resigned as prime minister, potentially derailing the entire industry strategy policy and putting Mazzucato's work with the government, once again, on hold. "Sometimes you either just want to go crawl back in bed or you fight back harder," she says. "I tend to always do the latter."

Mazzucato sees her work as a battle of ideas. "So much bullshit happens in the name of innovation," she says. "As an advisor, its critical to follow up and put in the time and make the whole argument again and help people get the details right." Sometimes, when she's addressing an audience, she thinks to herself, 'Oh my god, I've said this so many times.' "My dad makes fun of me," she says. "He tells me 'Don't people realise that you keep telling them the same thing?' But the audience is different and the message reminds heretics in many circles."

She laughs, because she does realise - but it's a necessity. Recently, at the European Investment Bank, she had to tell an audience of economists: "Please never write the word 'de-risking' again in any of your reports, because that's not what you're doing. You took risks and you should able to say it openly - kind of coming out of the closet about it."

At a talk at Nasa, where Mazzucato has been working as part of a group studying the low-Earth orbit economy, she urged them to recover the ambition befitting an agency of its calibre. "I don't think many people realize that Novartis, one of the richest pharmaceutical companies in the world, is working for free on the International Space Station," she says. "Who thought that up? Charge them. Or make sure the relationship is symbiotic, not parasitic."

In May, the European Parliament voted and approved Mazzucato's mission-oriented proposal for the Horizon Europe programme. After a lengthy consultation period, five mission areas were chosen: adaptation to climate change; cancer; healthy oceans, seas, coastal and inland waters; climate-neutral and smart cities; and soil health and food. The European Commission will now appoint a mission board of 15 experts for each area. They will be responsible for identifying the first specific missions, following Mazzucato's criteria. "Moedas jokingly offered me the role of chief muse of missions," she laughs. "That report was the most important thing I've written. It's now a legal instrument, it can't be undone unless another vote is had." She pauses. "I've influenced politicians, but having a parliament vote on something I wrote is just fantastic," she continues. "That's what I want: to bring about change."
Mariana Mazzucato is speaking at WIRED Smarter at King's Place in London on October 30, 2019. Click here to find out more

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This economist has a plan to fix capitalism. It's time we all listened

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The idea that made Mariana Mazzucato one of the most influential economists in the world came to her in early 2011. It had been three years since the financial crisis of 2008 and, in the UK, the coalition government of Conservatives and Liberal Democrats had chosen to pursue a fiscal policy of austerity that was forcing councils to cut back public services and leading to a rise of homelessness and crime.

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Paul Polman: La necesidad de los negocios de reinventarse (INGLÉS)

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Paul Polman: La necesidad de los negocios de reinventarse (INGLÉS)

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A former boss of Unilever has said capitalism is a "damaged ideology" that must reinvent itself to survive by doing more to combat inequality and the climate emergency.

Paul Polman said companies that took a lead on the world's biggest problems would be the most successful of the 21st century. Companies that put short-term profit ahead of long-term sustainability would not survive, he said.

"Capitalism, which has been responsible for the growth and prosperity that has done so much to enhance our lives, is a damaged ideology and needs to be reinvented for the 21st century," Polman said in a speech. "Business needs to reinvent capitalism. We need to build a new model of inclusive and sustainable capitalism."

Polman led Unilever, the maker of Dove soap, Marmite and Persil, for 10 years before stepping down at the end of 2018. As chief executive of one of the world's biggest consumer goods companies, he argued for businesses to take a long-term view on urgent matters such as global heating instead of prioritising profit.

Since leaving Unilever, Polman has invested in Imagine, a foundation to promote the UN's sustainable development goals. He has also backed the young activists behind Extinction Rebellion and is a fan of Greta Thunberg.

Polman said there was a compelling business case for investing in the UN's development goals with the opportunity to create at least $12 trillion (£9.3tn) a year in economic growth and generate 380m jobs.

"Companies with a strong sense of purpose are better able to grow not only revenue and profits but also create additional value, such as customer loyalty, attracting top talent and developing new products and services," he told a dinner of business leaders held by the executive recruiter Odgers Berndtson. Companies must aim for "a next decade of delivery" to be a force for good, he said.

Despite Polman's campaigning for more responsible capitalism while he was at Unilever, the company has only recently pledged to halve its use of plastics from 700,000 tonnes a year by 2025. His replacement, Alan Jope, has also said he will sell off brands that do not contribute to society or the planet.

Sign up to the dailyBusinessToday email or follow GuardianBusinesson Twitter at @BusinessDesk

Business leaders faced with unrest over the looming environmental disaster, social inequality and companies' treatment of workers are trying to head off political interference by accepting that capitalism needs to change. In August, Apple, Amazon and the Wall Street bank JP Morgan were among 200 big US companies that redefined their purpose as "improving our society" and not only making money for shareholders.

Some of the world's richest and most powerful businesspeople have warned that capitalism is failing. The hedge fund billionaire Ray Dalio has said the gap between rich and poor is an "existential threat" to US capitalism because it could lead to conflict, populism and "revolution of one sort or another". Starbucks' former chief executive Howard Schultz has said capitalism faces a crisis and has advocated higher taxes on the wealthy.

In Britain, the Labour party has committed itself to a target for the UK of net zero emissions by 2030 in its version of a Green New Deal. Labour has also pledged to extend workers' rights, cap bosses' pay at companies that provide services to the government and increase the minimum wage to £10 for all workers.

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'Damaged ideology': business must reinvent capitalism - ex-Unilever boss

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Firms that take a lead on world's biggest problems will be most successful, says Paul Polman

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Yvon Chouinard, de Patagonia, sobre "el Mito de la Sustentabilidad" y por qué no es demasiado tarde para salvar el planeta (INGLÉS)

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Yvon Chouinard, de Patagonia, sobre "el Mito de la Sustentabilidad" y por qué no es demasiado tarde para salvar el planeta (INGLÉS)

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"You want the truth? It's hopeless. It's completely hopeless." That's what Patagonia founder and chairman Yvon Chouinard told the L.A. Times about the plight of the earth amid climate change. In 1994. Regardless, Chouinard and his company have spent decades-and millions of dollars-fighting for environmental causes around the world while investing in more sustainable business practices. What's more, Patagonia has embraced and promoted the B Corporation movement, while Chouinard led such efforts as 1% for the Planet, a collective of companies that pledged to donate 1% of sales to environmental groups and has raised more than $225 million since 2002. Meanwhile, over the past 46 years, Patagonia has become a billion-dollar global brand, making it the ultimate do-good-and-do-well company.

But Chouinard remains unsatisfied. The 81-year-old is more focused than ever on demonstrating, by Patagonia's example, the lengths a company can go to protect the planet. During a break from fishing near his Wyoming home, Chouinard is both passionate and wry in discussing his business philosophy, what we get wrong about sustainability, why he's so excited about regenerative agriculture, and Patagonia's rising political machine.

Fast Company: How do we cope with the idea that to be in business means we are polluters and hurting the planet?

Yvon Chouinard: Everything man does creates more harm than good. We have to accept that fact and not delude ourselves into thinking something is sustainable. Then you can try to achieve a situation where you're causing the least amount of harm possible. That's the spin we put on it. It's a never-ending summit. You're just climbing forever. You'll never get to the top, but it's the journey.

YC: This is all pretty new. Scientists are just discovering how important agriculture is to climate change, both negatively and positively. [Environmentalist and entrepreneur] Paul Hawken has a book that lists 100 things that we can do to combat climate change [ Drawdown: The Most Comprehensive Plan Ever Proposed to Reverse Global Warming]. Out of those 100, the most important that applied to us was agriculture, so we're doubling down on regenerative organic agriculture. We're working on a new certification that goes beyond organic. We've been using organically grown cotton for years, but all it does is cause a little bit less harm. So we decided to start growing it regeneratively and organically. We started with 150 farmers in India, small-scale farmers. We talked them into growing cotton with a minimum amount of tilling. Even with cotton now, we're sequestering carbon. This is a big deal. Regenerative agriculture can't be done on a large scale. It just can't. These people are getting rid of their bugs by squashing them with their fingers. They're stringing up lights to attract the insects at night and using natural methods. Then they're using cover crops-chickpeas and turmeric, for which there is a big demand. And they're using compost. We're paying them an extra 10%, so [between that and the cover-crop revenue] they've almost doubled their income. Next year, we've got 580 small farmers who will grow cotton this way.

FC: What do you think of Jeff Bezos and Elon Musk pursuing interplanetary travel and Mars and moon colonies because they don't seem to believe that we can save our home planet?

YC: [ Laughs] I think it's pretty silly. And not just silly, but it's really a shame. The monies that are going to space exploration should be used to save our own planet right now. We're in a triage situation. Things are so grim. It's World War III. I lived through World War II, and I remember what the country had to do to mobilize. You couldn't buy sugar. You couldn't buy meat. Being French Canadians, we were lucky in that we got horsemeat. [ Laughs] That's what has to happen with this global warming business. Here we're just wasting this money going to Mars. I want to start doing some T-shirts that just have a rainbow trout on it, the T-shirt, and it says, there's no rainbow trout on Mars, or screw Mars. We gotta do that.

YC: The solution to depression is action, and I've got a clear idea what I need to do. A lot of people want to do something about global warming, but they don't know where to start. It's a lack of introspection and imagination. A guy in our fabric lab went to one of our suppliers in Japan and he said, "Hey, I see you're buying your energy from coal-fired power plants. Why don't you switch over to green power?" This is a giant Japanese factory. He said, "I hadn't thought about that." They looked into it, switched over to green energy, and it only cost them $7,000 more a year. So there you go. The guy never thought about it, but it sounded like a good idea. There is a lot of that low-hanging fruit around.

FC: What role has your Buddhism played in finding that approach?

YC: You can approach Zen in different ways. One way is you can sit there and contemplate your navel all day long. I just approached it through action, whether it's sport or business.

FC: In the face of news like the Amazon rain forest burning or the current administration's efforts to open up logging in Alaska, how do you stay motivated? Is it simply more action?

YC: Yeah, it is. We came out with a film that's against offshore, penned fish farms and hatcheries, Artifishal. It has had a huge effect, particularly in Europe. Because of that film, a lot of the schoolchildren in Sweden are no longer fed farmed salmon. I just heard yesterday that Denmark is going to stop licensing any more offshore fish farms. Francis Mallmann, the chef, the barbecue king in Argentina, has taken salmon out of 19 of his restaurants worldwide. You see little victories like that, and it all adds up.

FC: That's where your motivation comes from?

YC: Yes. It's not like we're sitting here all depressed. [ Laughs] And Trump, we're doing a big backsliding with this whole Trump administration, but they'll be gone in another year or so. I'm convinced of that. Then we can get rid of all the stuff that he did, start over again.

FC: The Business Roundtable recently issued a statement expanding its definition of the purpose of a corporation from solely making money for shareholders to seeking to benefit all stakeholders, including employees, communities, and the environment. What did you think when you heard that?

FC: Patagonia is a private company. Would it help your argument to more regularly disclose financials?

YC: It probably would. [ Laughs] But I don't know. Let's say you're a gasoline company, selling gas at the pump. There's a gas station on every corner, basically. Would you go out of your way to go to the one that was a member of 1% for the Planet, and on your receipt it said, "Thank you for spending $40 on gasoline. Forty cents of that is going to go to planting trees, saving the planet"? I mean, be very specific about where it's going to go.

FC: Probably, yes.

YC: Gasoline is gasoline, right? You can't sell your gasoline on [the idea] that yours is superior to someone else's.

FC: Though they try, but yeah.

YC: We all know it's the same stuff. [ Laughs] Yet they spend millions in advertising themselves. For what? It's ridiculous. It's not based on anything tangible. But this would be a great marketing ploy.

FC: What role can businesses like Patagonia play in advocating for that national mobilization effort to save the planet and change how we work in the process?

YC: We're keeping quiet in the primary election, but for the national presidential election, we're going to be very, very active. We're going to spend a lot of money and basically say, vote the climate deniers out. Anyone who is a climate denier or even on the fence, vote them out because they are evil. They are out to destroy our planet, and we're not going to stand for it. We got involved in the last election and we helped elect a couple of senators in Montana and Nevada. I had no idea how much power we really have.

FC: That was the first time Patagonia pushed for and supported individual candidates. What were the lessons out of that experience?

YC: They were going to be close races, and I've heard from them both that we made the difference. When we have that amount of power, let's use it. Because the opposition is using it. You've got the Koch family and the fossil-fuel companies: They're going to be influencing the elections. We've got to do the same thing.

FC: You mentioned Artifishal. Even with Patagonia's smaller, shorter films-I liked [surfer] Dave Rastovich's Saving Martha, on Tasmanian fish farms-there's an aspect of fun with them, whether it's surfing or climbing, combined with activism for the causes you believe in. Over the last number of years, you've invested more in that kind of storytelling to get these issues across to people in a way that's engaging. I don't want to call it marketing, but has this become a much bigger part of the company?

YC: Well, that's for sure. We've got a propaganda machine going. After we were involved in this film 180 Degrees South [a 2010 documentary retracing Chouinard's 1968 journey from Ventura, California, to Patagonia, Chile] and then DamNation [Patagonia's 2014 movie about the damage dams can do], we realized the power that we have in film. I had no idea. With DamNation, we got the whole Obama administration to rethink hydropower. They no longer considered it green energy. Now it's back, of course, with Trump, but that was it; they said hydropower is not green energy, and that was as a result of our film. We recognize that people make decisions based on emotion, and the best way to elicit emotion is through film. It's not through books or catalogs or speeches. So we're in the film business. We're working on 10 films at a time these days. Some of them don't make a cent. But that's not the purpose.

FC: A lot of people look at you as an inspirational figure, but who inspires you? Who is Yvon Chouinard's Yvon Chouinard?

YC: [ Laughs] Well, I think . . . I don't know. There are a few people around the world who are doing really great stuff. Huey Johnson, who has a nonprofit in Marin County, in San Francisco, has been around a long time. He started Conservation International, the Nature Conservancy, the Trust for Public Land, and he's got an organization called Resource Renewal Institute. The guy never gives up. He is an optimist. I'm a pessimist. He's been an inspiration. [Environmentalist] David Brower. [Oceanographer] Sylvia Earle. Jane Goodall is trying to save her chimpanzees, and they're on their way out. It's like Friends of the Polar Bear. Forget about trying to save the polar bear; you gotta save the planet to save the polar bear. That's depressing stuff, but they hang in there. Goodall is on the road 360-something days a year. It kills me to spend just a few days. I just got back from Labrador and oh my God, I mean . . .

FC: That's far from Wyoming.

YC: Getting back from Labrador to Jackson Hole was an effort. I ran from one end of the Boston airport to the other, because my plane from Halifax was late. I passed 36 gates, and they weren't in a row. They were in different terminals. I practically had a heart attack. [ Laughs] And get this: I get to the gate, and they've shut it down. The plane is ready to take off. There's a guy there who says, "Hey, I know who you are. I told them to keep the gate open for just a couple minutes more. I knew you were gonna be coming." And they did, and they got me on. The guy says, "Hey, I'm a cinematographer. I know all about all the films you make. Keep up the good work." And he walked away. I thought, Jesus, this guy is an angel. [ Laughs] That's the karmic kickback I'm talking about.

The secret to fighting climate change

Patagonia is helping to lead the shift to regenerative agriculture, which sequesters carbon rather than producing it. Here's how it works.

During photosynthesis, plants use solar energy to extract carbohydrate molecules, or sugar, from carbon dioxide. Those carbon-based sugars are extruded from the plant's roots, feeding bacteria and fungi into the nearby soil. Those microorganisms turn soil minerals into nutrients that feed plants and fight disease.

To keep the soil as healthy as possible, growers eschew chemicals (akin to organic farming), relying instead on natural methods-from hanging lights at night to physically removing and killing insects by hand.

In between seasons of growing cash crops such as cotton, farmers cultivate cover crops such as turmeric and chickpeas, which make the soil hardier by protecting it against nutrient loss and erosion, as well as helping to control pests. The farmers then have an additional crop to sell to supplement their income.

Tilling churns and disturbs roots-where most plants store a significant amount of their carbon-and other rich organic matter in the soil, making it less robust and productive. Even worse, it releases carbon into the atmosphere. By contrast, low- or no-till growing lets the carbon remain sequestered in the soil. Even when the roots decay, the CO2 emissions take a long time to reach the earth's surface and atmosphere.

A version of this article appeared in the November 2019 issue of Fast Company magazine.

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Exclusive: Patagonia founder Yvon Chouinard talks about the sustainability myth, the problem with Amazon-and why it's not too late to save the planet

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"You want the truth? It's hopeless. It's completely hopeless." That's what Patagonia founder and chairman Yvon Chouinard told the L.A. Times about the plight of the earth amid climate change. In 1994. Regardless, Chouinard and his company have spent decades-and millions of dollars-fighting for environmental causes around the world while investing in more sustainable business practices.

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Yvon Chuinard: "Hay que reinventar el Capitalismo"

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Yvon Chuinard: "Hay que reinventar el Capitalismo"

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"Quieren saber la verdad. No hay esperanza. No hay ninguna esperanza". Eso es lo que el fundador y presidente de Patagonia Yvon Chouinard le dijo al diario L.A. Times en 1994. A pesar de ello, Chouinard y su compañía han dedicado décadas-y millones de dólares-a combatir por causas ambientales en todo el mundo invirtiendo al mismo tiempo en prácticas de negocios más sustentables. Lo que es más, Patagonia ha abrazado y promovido el movimiento de corporaciones B, mientras que Chouinard encabezó esfuerzos como "El 1% por el planeta", un colectivo de compañías que se comprometieron a donar el 1% de su ganancias a grupos ambientalistas y que desde 2002 lleva reunidos más de US$225 millones.

Mientras tanto a lo largo de los últimos 46 años, Patagonia se ha convertido en una marca global valorada en miles de millones de dólares, lo que la convierte en el ejemplo de una compañía a la que le va bien y hace el bien.

Pero Chouinard sigue insatisfecho. A los 81 años está más concentrado que nunca en demostrar, con el ejemplo de Patagonia, a qué extremos puede llegar una compañía para proteger el planeta. Tomándose un descanso de sus jornadas de pesca cerca de su hogar en Wyoming, Chouinard se muestra tanto apasionado como irónico al hablar de su filosofía de negocios, lo que entendemos mal acerca de la sustentabilidad, porque lo entusiasma tanto la agricultura regenerativa y la maquinaria política de Patagonia en ascenso.
-¿Cómo se lleva con la idea de que estar en los negocios significa necesariamente que se está contribuyendo a la polución y el daño del planeta?
-Todo lo que el hombre hace provoca más daño que bien. Tenemos que aceptar ese hecho, no engañarnos pensando que algo es sustentable. A partir de ahí uno puede tratar de lograr una situación en la que cause el menor daño posible. Esa es nuestra manera de ver las cosas. Es una cumbre que nunca se alcanza. Uno siempre está tratando de alcanzarla. Nunca se llega a la cima, pero ese es el viaje.
-Hace unos ocho meses usted escribió una nueva declaración de misión para la compañía: "Patagonia está en el negocio de salvar a nuestro planeta". ¿Qué impacto ha tenido eso hasta ahora?
-Afecta el trabajo de todas y cada una de las personas. Algunos más que otros, pero puso a todos a pensar. Hicimos el compromiso de estar libres de combustibles fósiles para 2025. Hemos invertido en compañías que están trabajando en cultivar las fibras sintéticas, cosas hechas a partir de plantas en vez de petróleo. No sólo estamos limpiando nuestros edificios y nuestras cosas, vamos a nuestros proveedores y los convencemos de que usen energía más limpia. Además seguimos trabajando en salvar grandes áreas del planeta que captan mucho carbono. Personalmente estoy trabajando en un nuevo parque publico en la punta de América del Sur, alrededor de 325.000 hectáreas de turberas y pantanos y 81.000 hectáreas de mar, que "secuestra" más carbono que casi cualquier otra zona en la tierra.
-Hace diez años usted empezó a introducirse en el negocio de los alimentos, lanzando Patagonia Provisions. Y trabajan con la agricultura regenerativa. Ahora usted ha llevado esos principios regenerativos a su cadena de provisión de algodón. ¿Siempre vio eso como lo que había que lograr?
-Esto es todo bastante nuevo. Los científicos recién ahora están descubriendo lo importante que es la producción agropecuaria para el cambio climático, tanto en términos negativos como positivos. El ambientalista y empresario Paul Hawken tiene un libro que enumera 100 cosas que podemos hacer para combatir el cambio climático (titulado Drawdown: el plan más completo que se ha propuesto para revertir el calentamiento global). De esas 100 cosas, lo más importante que se relacionaba con nosotros era la agricultura, por lo que nos concentramos en la agricultura orgánica regenerativa. Estamos trabajando en una nueva certificación que va más allá de lo orgánico. Hemos estado usando algodón cultivado orgánicamente durante años, pero todo lo que hace es causar un poco menos de daño. Por lo que decidimos comenzar a cultivarlo de manera regenerativa y orgánica. Comenzamos con ciento cincuenta productores en la India, campesinos a pequeña escala. Los convencimos de cultivar el algodón con una cantidad mínima de labranza. Incluso con el algodón ahora, secuestramos carbono. Esto es importante. La agricultura regenerativa no puede hacerse a gran escala. Simplemente no se puede. Esta gente mata los parásitos aplastándolos con sus dedos. Ponen luces para atraer a los insectos de noche y usan métodos naturales. Y usan cultivos de cobertura: garbanzos y cúrcuma, para la que hay gran demanda. Y usan abono. Les pagamos 10% extra, así que casi han aumentado al doble sus ingresos. El año que viene vamos a tener 580 pequeños productores que cultivarán algodón de este modo.
-¿Y qué piensa de que Jeff Bezos y Elon Musk impulsen el viaje interplanetario para llegar a Marte y colonias en la luna, porque no parecen creer que podemos salvar nuestro planeta?
-Creo que es bastante tonto. Y no sólo tonto, realmente es una lástima. Los fondos que van a destinar a la exploración del espacio debieran usarse para salvar nuestro propio planeta ahora mismo. Estamos en una situación de emergencia. Las cosas se ven tan mal. Es la tercera guerra mundial. Yo viví la segunda guerra mundial y recuerdo lo que tuvo que hacer el país para movilizar. No se podía comprar azúcar. No se podía comprar carne. Siendo canadienses del lado francés, teníamos suerte si conseguíamos carne de caballo. [Ríe] Eso es lo que tiene que suceder con este asunto del calentamiento global. Estamos desperdiciando el dinero en esto de ir a Marte. Quiero empezar a fabricar remeras que tengan una trucha y que diga que no hay truchas en Marte o con la leyenda "a la mierda con Marte". Tenemos que hacer eso.
-Ha sido bastante claro respecto de su pesimismo en relación al destino del planeta al mismo tiempo que está comprometido con tratar de arreglarlo. ¿A qué atribuye su capacidad de no ser nihilista y seguir avanzando hacia una cumbre que nunca se alcanza?
-La solución para la depresión es la acción y yo tengo una idea clara de lo que tengo que hacer. Mucha gente quiere hacer algo respecto al calentamiento global, pero no sabe por dónde comenzar. Es una falta de introspección e imaginación. Un técnico de nuestro laboratorio de tejidos se comunicó con uno de nuestros proveedores en Japón y le dijo: "Oiga, veo que usted compra su energía de usinas a carbón. ¿Por qué no se pasa a energía verde?" Se trata de una fábrica japonesa gigante. El hombre dijo: "No lo había pensado". Lo analizaron, se pasaron a energía verde y sólo les cuesta US$7000 más al año. Ahí tiene. El tipo nunca lo había pensado, pero sonaba como una buena idea. Hay mucha fruta al alcance de la mano.
-¿Qué rol ha tenido su budismo a la hora de encontrar ese enfoque?
-Uno puede abordar el zen de distintas maneras. Una manera es que uno puede sentarse y contemplarse el ombligo todo el día. Yo simplemente lo abordó a través de la acción, sea deportes o negocios.
-Usted ha dicho que podía convencer a cualquiera mano a mano de que buscar el crecimiento por el crecimiento mismo es malo y abrazar los ideales de la sustentabilidad o la responsabilidad lo hace a uno más rentable. ¿Qué le diría a los CEO de JPMorgan Chase o Apple?
-Si tuviera suficiente tiempo les daría un ejemplo tras otro de cómo hacer lo correcto término dándonos más dinero. Y la motivación adicional fue simplemente creer en el karma. Siempre vuelve.
-¿Si la idea es crear una mejor versión del capitalismo que cree que debe hacerse con las compañías que cotizan en bolsa?
-Hay que reinventar el capitalismo por completo. El capitalismo lleva a que haya un montón de gente pobre y muy poca gente extremadamente rica. De últimas el capitalismo va a perder su clientela. No va a haber nadie que pueda comprar el producto porque todos van a ser tan pobres. Todo se va a hundir antes de la próxima elección, probablemente. Va a haber otra inmensa recesión y todo el mundo va a perder con sus acciones. Otra vez. Es un sistema que tiene que cambiar. Todo el asunto de las acciones depende del crecimiento. Un ejemplo es el de Amazon. Hoy Amazon no tiene ganancias. No paga impuestos. Nada. Pero la empresa está creciendo como locos. Es todo crecer, crecer, crecer y es eso lo que está destruyendo el planeta. Yo mismo me enfrento a este dilema. Somos una compañía de US$1000 millones. Y yo no quiero una compañía de US$1000 millones. El día que me lo anunciaron bajé la cabeza y dije: "Ay Dios, yo sabía que íbamos a llegar a esto". Estoy tratando de pensar cómo hacer que Patagonia vuelva a actuar como una pequeña compañía.
-Mucha gente se inspira en usted. ¿Pero quién lo inspira a usted? ¿Quién es el Yvon Chouinard de Yvon Chouinard?
-[Ríe] Creo que? No sé. Hay unas cuantas personas en el mundo que están haciendo cosas realmente buenas. Huey Johnson, que tiene una entidad sin fines de lucro en Marin County, San Francisco, ha estado haciendo cosas por mucho tiempo. Él creó Conservation International, Nature Conservancy, Trust for Public Land, y tiene una organización llamada Resource Renewal Institute. El tipo nunca se rinde. Es un optimista. Yo soy pesimista. El ha sido una inspiración para mí. El ambientalista David Bower. La oceanógrafa Sylvia Earle. Jane Goodall está tratando de salvar sus chimpancés que van camino de la extinción. Es algo parecido a la tarea que hacen los amigos del oso polar. Igual creo que hay que olvidarse de salvar al oso polar. Hoy, hay que salvar al planeta para salvar al oso polar. Eso es deprimente pero sigue la pelea. Goodall está en la ruta más de 360 días al año. A mí me mata pasar unos días. Yo acabo de volver de Labrador y por Dios, es duro?
-Eso queda lejos de Wyoming ...
-Volver de Labrador a Jackson Hole fue un esfuerzo. Corrí de una punta del aeropuerto de Boston a la otra, porque mi avión desde Halifax estaba atrasado. Pase 36 puertas y no llegaba porque los vuelos estaban en distintas terminales. Casi tuve un ataque al corazón. [Ríe] Y cuando llegué el vuelo ya estaba cerrado. El avión estaba listo para despegar. Ahí un tipo me dice: "Oiga yo sé quién es usted. Les dije que mantuvieran abierto el portón un par de minutos más. Yo sabía que iba a llegar". Y lograron que subiera. El tipo dice: "Oiga, yo soy cineasta. Conozco lo que usted hace. Siga con el buen trabajo". Y se fue. Yo pensé: "Este tipo es un ángel". [Ríe] Esa es la devolución kármica de la que hablo.

Conocé The Trust Project

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Yvon Chouinard. "Hay que reinventar el capitalismo por completo"

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A los 81 años, el fundador de la marca Patagonia desarma los mitos sobre la sustentabilidad, critica a Amazon y el plan de Elon Musk para ir a Marte y asegura que todavía no es tarde para salvar al planeta

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Crecen los programas que buscan catalizar la innovación global hacia el Desarrollo Sostenible (Caso UNLEASH) (INGLES)

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Crecen los programas que buscan catalizar la innovación global hacia el Desarrollo Sostenible (Caso UNLEASH) (INGLES)

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El Foro Económico Mundial dice que el cambio del capitalismo es la mejor oportunidad de la humanidad para resolver sus graves problemas (INGLÉS)

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El Foro Económico Mundial dice que el cambio del capitalismo es la mejor oportunidad de la humanidad para resolver sus graves problemas (INGLÉS)

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Why we need the 'Davos Manifesto' for a better kind of capitalism

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The Davos Manifesto is the World Economic Forum's view of 'stakeholder capitalism' and the best response to today's social and environmental challenges.

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Medir el éxito sólo en lo Económico también se está terminando para los países

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Medir el éxito sólo en lo Económico también se está terminando para los países

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Sobre el PBI (Producto Bruto Interno).

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El pasado mes de abril, un cachalote de más de nueve metros de largo quedó varado en la costa de Murcia, en el sur de España. La autopsia reveló que había muerto a consecuencia del impacto gástrico producido por la ingestión de casi 29 kilos de plástico, entre los que había bolsas, sacos y hasta un bidón.

El mundo ha comprendido demasiado tarde el daño catastrófico que los residuos plásticos causan en nuestro entorno, y en particular en los océanos. Los lectores de este artículo habrán visto playas desde Europa hasta Asia, pasando por el Caribe y las costas de África, desfiguradas por los desechos de plástico que generamos en esta era del usar y tirar.

Desde la década de 1950 se han producido 8.300 millones de toneladas de este material, gran parte de las cuales nunca se han reciclado. Una de las cosas más sorprendentes es que aproximadamente la mitad fueron producidas en el tiempo transcurrido desde 2004, cuando el consumismo que invade nuestras vidas se aceleraba y se expandía a zonas del mundo muy pobladas, como China e India. Si no hay nada que lo frene, el peso del plástico en los océanos pronto superará al de los peces.

Afortunadamente, parece que hemos comprendido los peligros que entraña este material. En Reino Unido, el Gobierno se ha propuesto prohibir la venta de pajitas, palitos y bastoncillos de plástico. También estudia aplicar un recargo obligatorio a los vasos de plástico, 2.500 millones de los cuales se desechan tan solo en ese país. Este mes, Andrew Cuomo, gobernador de Nueva York, anunció que iba a presionar para prohibir totalmente en ese Estado las bolsas de plástico de un solo uso.

Pero lo cierto es que el plástico es solamente una parte pequeña -y muy visible- de un problema mucho más profundo, cuya raíz entronca con una concepción errónea de lo que es el progreso económico.

La medida que ha acabado dominando la evolución de nuestras economías es el producto interior bruto (PIB), y desde esta perspectiva, cuanto más plástico produzcamos, mejor. De hecho, ateniéndonos al PIB, cuanto más produzcamos, mejor, ya sean cubos o balas, melocotones o contaminación. El PIB no distingue entre producción buena y mala. ¿Cómo deberíamos decidir entonces qué es bueno y qué es malo?

La clave está en "bruto", la última palabra del acrónimo. Porque nuestro principal baremo para medir el éxito económico, el PIB, no resta nada. Es decir, no tiene en cuenta ninguno de los posibles efectos secundarios nocivos causados por la producción. Talar un añoso árbol de caoba para hacer una mesa se considera estrictamente un beneficio económico. Si una fábrica vierte sus desechos en un río cercano, también es una acción de lo más positiva. De hecho, si las futuras generaciones deciden limpiar sus cursos de agua contaminados, lo que les cueste volverá a contribuir al PIB.

Probablemente, más allá del plástico, el efecto colateral más destructivo de la producción -lo que los economistas denominan una "externalidad", lo cual no resulta de mucha ayuda- es el carbono consecuencia de nuestra vida ávida de energía. La emisión de carbono contribuye al PIB. Cuanto más generamos, mejor funcionan nuestras economías. Si el mundo se fríe en el proceso, pues que se fría.

El pasado diciembre un hombre cruza en la India Yamuna, altamente contaminado por residuos tóxicos. Getty

Preferimos negar que el cambio climático existe -como hizo la petrolera estadounidense ExxonMobil durante décadas y actualmente Donald Trump - antes que hacer peligrar el crecimiento económico. O, dicho de manera más suave, podemos poner en un lado de la balanza el crecimiento económico y, en otro, las emisiones de carbono y llegar a la conclusión de que no podemos sacrificar lo primero para frenar lo segundo. Pero ¿por qué enfrentamos ambas cosas? Sin duda, en un mundo racional estos dos asuntos se evaluarían juntos. ¿Cómo es que hemos llegado a medir el éxito económico de la manera más burda posible?

El producto interior bruto tiene su origen en la Gran Depresión. En 1932, tras ser elegido presidente de Estados Unidos, Franklin D. Roosevelt quiso cifrar el daño que había sufrido la economía del país tras el crash de 1929. Y por increíble que puede parecernos hoy, en aquel momento no había consenso en torno a una única medida a la que poder recurrir para evaluar la economía. El presidente sabía que el paro era alto, que el volumen de los cargamentos que circulaban por el país había descendido, y que la Bolsa se había desplomado. Pero ¿qué había pasado con "la economía"?

Roosevelt pidió al economista y estadístico Simon Kuznets que se pusiera manos a la obra. Kuznets y un pequeño equipo recorrieron EE UU preguntando a las empresas y a los ciudadanos cuánto habían gastado, producido y consumido.

Su objetivo era comprimir toda la actividad económica en una única cifra, mediante el cálculo del "valor añadido" de la economía, es decir, en función de lo que va sumando cada fase de la producción al transformar el trigo en harina, y la harina en pan. Cuando, en 1934, Kuznets publicó sus hallazgos en un artículo -que llevaba el apasionante título de Ingresos nacionales 1929-1932-, reveló que, durante esos tres años la economía estadounidense había perdido la mitad de su valor. El resultado se convirtió en la base intelectual del new deal de Roosevelt.

Pero, incluso en su momento triunfal, Kuznets tenía dudas acerca del concepto que había creado y que ha llegado a dominar el pensamiento económico durante los siguientes 80 años. Sin duda, razonaba, la definición de economía no debería contabilizar todo lo que producimos. ¿Debe contarse el armamento? Él creía que no. ¿Y la contaminación? Kuznets pensaba que había que excluir la especulación de la suma, una lección que habríamos hecho bien en tener en cuenta cuando, mientras nos precipitábamos hacia la crisis financiera de 2008, se afirmaba que nuestros bancos, fuera de control, "aportaban" alrededor de un 10% al PIB.

El economista incluso se preguntaba públicamente si no habría que excluir la publicidad, ya que -desde su punto de vista algo paternalista- los brillantes anuncios no hacen sino instarnos a comprar cosas que no necesitamos. Podría haber añadido que esos productos innecesarios tal vez acaben en el vientre de un cachalote.

A partir de estos comienzos, el PIB se ha convertido en la principal manera de calcular la contabilidad nacional, o, dicho en pocas palabras, en la forma en que definimos el éxito económico. Cuando los políticos declaran que quieren "fortalecer la economía", la cifra número uno que quieren mejorar es el PIB.

En el periodo de posguerra, el PIB se extendió por el mundo, en gran parte gracias a los esfuerzos de instituciones como el Banco Mundial y el Fondo Monetario Internacional, que insistieron en que los países miembros de sus organizaciones adoptasen métodos de contabilidad comunes. Hasta Rusia y China, que al principio se resistían a adoptar la idea occidental del éxito económico, acabaron sucumbiendo y se entregaron al culto al PIB con mayor avidez aún que sus contrincantes ideológicos.

El auge del PIB ha estado acompañado por otro fenómeno tal vez más insidioso. Se trata de la fusión del éxito de una sociedad con los resultados de "la economía", siendo ésta un ente abstracto que se trata como si fuese algo separado de la experiencia de un país. Bajo ningún concepto debemos hacer nada que pueda ocasionar algún daño a la preciosa y delicada flor de la economía -cosas como aumentar los impuestos, reducir la contaminación, limitar las horas de trabajo-. Y en un mundo así, los árbitros de nuestras decisiones políticas son los propios economistas.

En Reino Unido, antes de 1950, el Partido Conservador no mencionaba la palabra "economía" -en su sentido contemporáneo- en ninguno de sus programas. En el de 2015, el término aparecía casi 60 veces.

Nos hemos convertido en esclavos de una definición sesgada y restrictiva de lo que la economía significa de verdad. El PIB nació en la era industrial, y es perfecto para medir objetos físicos que se puedan coger con la mano o meter en un carrito, pero resulta inapropiado para la era actual, en la que gran parte de lo que consumimos tiene forma digital y muchos de los bienes que más valoramos -desde el seguro médico hasta los retiros de yoga o los conciertos sinfónicos, por no hablar del aire puro y las playas limpias- no son en absoluto objetos físicos o producidos por el ser humano.

Alrededor del 80% de nuestras economías hoy consisten en servicios en cuya medición el PIB resulta totalmente inadecuado. Por ejemplo, ¿cómo distingue esta cifra entre una comida buena y una mala, o entre un tren japonés rápido y eficiente y uno estadounidense lento e ineficiente? La respuesta es que no puede.

En 1966, el filósofo y economista estadounidense Kenneth Boulding creó dos conceptos: la "economía del vaquero" y la "economía del astronauta". En la primera, con una población reducida y unos recursos infinitos, lo único racional que se puede hacer es maximizar la producción. No vale la pena que los modelos económicos tengan en cuenta las limitaciones del entorno, ya que los recursos naturales son prácticamente inagotables y la capacidad de dañarlos está limitada por el reducido número de habitantes.

En la economía del astronauta, por el contrario, la población y la presión sobre el medio ambiente son mucho mayores. En un mundo así, puede que maximizar la producción no sea la mejor expresión del éxito económico. Ese es el mundo en el que vivimos. No necesitamos producir más y más discos compactos, puesto que podemos descargar tanta música como queramos sin que tenga prácticamente ningún impacto en nuestro entorno natural. Tampoco necesitamos seguir en la carrera por la producción física ilimitada obedeciendo a una definición errónea del crecimiento económico.

Por desgracia, justamente eso es lo que estamos haciendo. Cualquier intento de reducir la producción física o de señalar las contrapartidas del crecimiento económico (medido de forma convencional) frente al deterioro ambiental es susceptible de ser tachado de freno al progreso económico. Si se midiera de otra manera el "crecimiento" y la conservación del medio ambiente, no tendrían por qué entrar en conflicto, ni ser antagónicos. Si usamos únicamente el PIB para medir el progreso de nuestras economías, la mejora de nuestra vida es a costa del planeta.

David Pilling es editor para África del diario británico Financial Times. Es autor de El delirio del crecimiento, publicado en enero de 2019 por Taurus.

Traducción de News Clips.

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El pasado mes de abril, un cachalote de más de nueve metros de largo quedó varado en la costa de Murcia, en el sur de España. La autopsia reveló que había muerto a consecuencia del impacto gástrico producido por la ingestión de casi 29 kilos de plástico, entre los que había bolsas, sacos y hasta un bidón.

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Avances de la Banca Ética en Latinoamérica

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Avances de la Banca Ética en Latinoamérica

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Oficina pacifico sur - Sitio Web Banca Ética Latinoamericana

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Somos la primera oficina de impacto de la Banca Ética Latinoamericana y estamos situados en Chile. Desde 2017, operamos a través de una plataforma de crowdlending y de un fondo de inversión para conectar empresas y organizaciones de impacto social y ambiental positivo con inversionistas conscientes en todo el territorio chileno.

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La Liga de Intraemprendedores (https://www.leagueofintrapreneurs.com/) organizó una semana global y esta es la sesión de apertura, con sus fundadoras y Otto Scharmer, hablando de la necesidad y oportunidad de ser agentes de cambio dentro de las organizaciones.

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Economia Circular por Ellen McArthur Foundation

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Economia Circular por Ellen McArthur Foundation

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Humans Changed the Face of the Earth, Now We Rethink Our Future | Ellen MacArthur Foundation

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Diseño para la Transición - Cambios a Nivel Sistémico (INGLÉS)

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Diseño para la Transición - Cambios a Nivel Sistémico (INGLÉS)

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Presentación de Terry Irwin.

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Terry Irwin: Designing for Systems-Level Change and Transitions Toward More Sustainable Futures

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Video promoviendo una petición realizada por el NESI Forum desde España.

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Pitch del emprendedor cordobés Lucas Sala para su proyecto tecnológico de inclusión.

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(Video del año 2017)

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Emprendimiento jujeño que logró un importante acuerdo con Samsung. Un equipo con un doble propósito: desarrollar tecnología de impacto y demostrar que se puede innovar a nivel mundial desde Jujuy.

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Usound: Una Aplicación para hipoacúsicos que es un éxito mundial

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Un viaje de conversaciones con 9 Agentes de Cambio de 9 países de Latinoamérica, sobre lo que hacen, qué les mueve, y cuál sienten que puede ser el regalo de esta región para el mundo.

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Sacred Economics, by Charles Eisenstein (en inglés)

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Sacred Economics, by Charles Eisenstein (en inglés)

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Sacred Economics with Charles Eisenstein - A Short Film

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(Artículo en inglés) "Why the next stage of capitalism is coming"

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(Artículo en inglés) "Why the next stage of capitalism is coming"

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¿Vos qué opinás?

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Nearly 250 years ago, the economist and philosopher Adam Smith wrote The Wealth of Nations, in which he described the birth of a new form of human activity: industrial capitalism. It would lead to the accumulation of wealth beyond anything that he and his contemporaries could have imagined.

Capitalism has fuelled the industrial, technological and green revolutions, reshaped the natural world and transformed the role of the state in relation to society. It has lifted innumerable people out of poverty over the last two centuries, significantly increased standards of living, and resulted in innovations that have radically improved human well-being, as well as making it possible to go to the Moon and read this article on the internet.

However, the story is not universally positive. In recent years, capitalism's shortcomings have become ever-more apparent. Prioritising short-term profits for individuals has sometimes meant that the long-term well-being of society and the environment has lost out - especially as the world has faced the Covid-19 pandemic and climate change. And as political unrest and polarisation around the world have shown, there are growing signs of discontent with the status quo. In one 2020 survey by the marketing and public relations firm Edelman, 57% of people worldwide said that "capitalism as it exists today does more harm than good in the world".

Indeed, if you judge by measures such as inequality and environmental damage, "the performance of Western capitalism in recent decades has been deeply problematic", the economists Michael Jacobs and Mariana Mazzucato wrote recently in the book Rethinking Capitalism.

However, that does not mean there are no solutions. "Western capitalism is not irretrievably bound to fail; but it does need to be rethought," argue Jacobs and Mazzucato.

So, will capitalism as we know it continue in its current form - or might it have another future ahead?
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Capitalism has spawned thousands of books and millions of words, and so it would be impossible to explore all its facets. That said, we can start to understand where capitalism could be headed in the future by exploring where it began. This tells us that capitalism hasn't always worked the way it does today - particularly in the West.

Between the 9th and 15th Centuries, autocratic monarchies and ecclesiastical hierarchies dominated Western society. These systems began to fall away as people increasingly asserted their right to individual liberty. This push for a greater focus on the individual favoured capitalism as an economic system because of the flexibility it allowed for private property rights, personal choice, entrepreneurship and innovation. It also favoured democracy as a governing system for its focus on individual political freedom.

In 1851, London hosted the "Great Exhibition Of The Works Of Industry Of All Nations" (Credit: Getty Images)

The shift toward greater individual liberty changed the social contract. Previously, many resources were provided by those in power (land, food and protection) in exchange for significant contributions from citizens (for instance, from slave labour to hard labour with little pay, high taxes and unquestioning loyalty). With capitalism, people expected less from governing authorities, in exchange for greater civil liberties, including individual, political and economic freedom.

But capitalism would evolve significantly over the following centuries - and particularly so during the second half of the 20th Century. After World War Two, the Mont Pelerin Society, an economic policy think tank, was founded with the goal of addressing the challenges confronting the West. Its specific focus was on defending the political values of an open society, rule of law, freedom of expression and free market economic policies - central tenents of classical liberalism.

Its ideas eventually gave rise to "supply-side economics". This was the belief that lower taxes and minimal regulation of the free market would lead to the most economic growth - and, therefore, better lives for all. In the 1980s, coupled with the emergence of political neoliberalism, supply-side economics became a priority for the US and many European governments.

This newer strain of capitalism has led to increased economic growth worldwide, while lifting a substantive number of people out of absolute poverty. But at the same time, critics argue that its tenets of lowering taxes and deregulating business has done little to support political investment in public services, such as crumbling public infrastructure, improving education and mitigating health risks.

Perhaps most significantly, in many developed nations late-20th Century capitalism has contributed to a significant gap between the wealth of the richest and poorest people, as measured by the Gini Index. And in some countries, that gap is growing ever-wider. It's particularly stark in the US, where the poorest individuals have seen no real income growth since 1980, while the ultra-rich at the top have seen their income grow by around 6% per year. The richest billionaires in the world are almost all based in the US, and have amassed staggering fortunes, while at the same time the median US household income has risen only modestly since the turn of the century.

If the gap grows between rich and poor, then instability can follow (Credit: Jay Directo/Getty Images)

The inequality gap may matter more than some politicians and corporate leaders would like to believe. Capitalism may have lifted millions of people around the world out of absolute poverty, but inequality can be corrosive within a society, says Denise Stanley, a professor of economics at California State University-Fullerton. "Absolute poverty is basically folks are able to get... $4 per day per person. It's a threshold measure," she explains, but relative poverty can unbalance a society over the long-term. Even if the economy is growing, income inequality and stagnant wages can make people feel less secure as their relative status in the economy diminishes. Behavioural economists have shown that "our status compared to other people, our happiness, is derived more by relative measures and distribution then by absolute measures. If that's true then capitalism has a problem," says Stanley.

As a result of rising inequality, "people have less trust in institutions and experience a sense of injustice", according to the Edelman report. But the impact on people's lives may go deeper. Capitalism in its current form is destroying the lives of many working-class people, argue the economists Anne Case and Sir Angus Deaton in their book Deaths of Despair and the Future of Capitalism. Over "the past two decades, deaths of despair from suicide, drug overdose, and alcoholism have risen dramatically, and now claim hundreds of thousands of American lives each year", they write.

The 2007-2008 financial crisis exacerbated these problems. The crisis was brought on by excessive deregulation, and hit the working class in developed nations particularly hard. The subsequent bailouts of big banks led to resentment and "helped fuel the rise of the... polarised politics we've seen over the last decade", according to Richard Cordray, the first director of the US Consumer Financial Protection Bureau (CFPB) and author of Watchdog: How Protecting Consumers Can Save Our Families, Our Economy, and Our Democracy.

Liberal democracies may now be at an inflection point, where citizens contest today's capitalist norms with greater political intensity worldwide.

J Patrice McSherry, a professor of political science at Long Island University in New York, has observed this change in Chile, for instance. "Social mobilisation began with a rise in subway fares in October 2019, sparking broad-based protests that convoked more than one million people in demonstrations," she says. "The social movement has exposed the deep sources of discontent in Chile: entrenched and growing inequality, the ever-rising cost of living, and extreme privatisation in one of the world's most neoliberal states."

Those grievances can be traced back to the late 20th Century, when Chile's authoritarian government introduced constitutional reforms that "institutionalised the economic and political domination of the dictatorship and enshrined a neoliberal framework that erased the role of the state in social and economic areas. It restricted political participation, gave the [political] right disproportionate power, and installed a tutelary role for the armed forces," writes McSherry in an article for the North American Congress on Latin America, a non-profit organisation which tracks trends in the region.

Women wearing a yellow vest (gilet jaune) stage a protest in France (Credit: Jean-Francois Monier/Getty Images)

Similarly, the Yellow Vest movement that started in France in 2018 was initially about the increased cost of fuel for commuters, but quickly broadened to include grievances similar to those in Chile, the cost of living, growing inequality, and a demand for government to stop ignoring the needs of ordinary citizens.

And in the US, the political movement which spawned Trumpism is arguably fuelled by economic inequality just as much as ideology. Among voters who have lost out due to globalisation, the Trump administration won widespread political support for its more closed approaches to global trade, including withdrawal from the Trans-Pacific Partnership and retaliatory tariffs on Chinese, Indian, Brazilian and Argentinian goods and services imported into the US. Even the US's allies were targeted by this agenda, including Europe, Canada, and Mexico.

While one response to the downsides of capitalism in its current form is for nations to take a defensive posture, seeking to protect themselves by minimising external ties, protectionism "is short-sighted, particularly when it comes to trade," according to Anahita Thoms, head of Baker McKenzie's International Trade Practice in Germany and Young Global Leader of the World Economic Forum. "While it may bring some temporary benefits, in the long-term it endangers the global economy as a whole and threatens to undo decades of economic progress. It is crucial to maintain investment-friendly, open markets," says Thoms.

A central challenge for governments in the 21st Century will be to work out how to balance these long-term benefits of global trade with the short-term harms that globalisation can bring to local communities affected by low wages or unemployment. Economies cannot become completely divorced from the demands of democratic majorities who seek jobs, affordable housing, education, healthcare and a clean environment. As the Chilean, Yellow Vest and Trumpist movements show, many people are asking for change to the existing system so that it accounts for these needs, rather than only enriching private interests.

In sum, it may be time to reconsider the social contract for capitalism, so that it becomes more inclusive of a broader set of interests beyond individual rights and liberties. This is not impossible. Capitalism has evolved before, and if it is to continue into the longer-term future, it can evolve again.
The future of capitalism
In recent years, various ideas and proposals have emerged that aim to rewrite capitalism's social contract. What they have in common is the idea that businesses need more varied measures of success than simply profit and growth. In business, there's " conscious capitalism", inspired by the practices of so-called "ethical" brands. In policy, there's " inclusive capitalism", advocated by both the Bank of England and The Vatican, which advocates harnessing "capitalism for good". And in sustainability, there's the idea of " doughnut economics", a theory proposed by economist and author Kate Raworth, which suggests that it's possible to thrive economically as a society while also staying within social and planetary boundaries.

Then there's the " Five Capitals" model articulated by Jonathan Porritt, the author of Capitalism As If The World Matters. Porritt calls for the integration of five pillars of human capital - natural, human, social, manufactured, and financial capital - into existing economic models.

Capitalism's in-built incentives may need to expand to embrace sustainability (Credit: David Young/Getty Images)

One tangible example of where companies are beginning to embrace the Five Capitals is the B-Corporation movement. Certified companies sign up to a legal obligation to consider "the impact of their decisions on their workers, customers, suppliers, community, and the environment". Their ranks now include major corporations such as Danone, Patagonia, and Ben & Jerry's (which is owned by Unilever).

This approach has become increasingly mainstream, reflected in a 2019 statement released by over 180 corporate CEOs redefining " the purpose of a corporation". For the first time, CEOs representing Wal-Mart, Apple, JP Morgan Chase, Pepsi, and others acknowledged that they must redefine the role of business in relation to society and the environment.

Their statement proposes that companies must do more than deliver profits to their shareholders. In addition, they must invest in their employees and contribute to the improvement of the human, natural and social elements of capital that Porritt refers to in his model, rather than the sole focus on financial capital.

In a recent interview with Yahoo Finance on the future of capitalism, the executive chairman of Best Buy, Hubert Joly, said that "what has happened is that for 30 years, from the 1980s to 10 years ago, we've had this singular focus on profits that has been excessive and has caused a lot of these issues. We need to unwind a bit of these 30 years. If we have a refoundation of business, it can be a refoundation of capitalism as well... I think this can be done, this has to be done."
A new direction
More than three decades ago, the United Nations Brundtland Commission wrote in " Our Common Future" that there was ample evidence that social and environmental impacts are relevant and need to be incorporated into development models. It is now obvious that these issues must also be considered within the social contract underpinning capitalism, so that it is more inclusive, holistic and integrated with basic human values.

Ultimately, it is worth remembering that citizens in a capitalist, liberal democracy are not powerless. Collectively, they can support companies aligned with their beliefs, and continuously demand new laws and policies which transform the competitive landscape of corporations so that they might improve their practices.

When Adam Smith was observing nascent industrial capitalism in 1776, he could not foresee just how much it would transform our societies today. So it follows that we might be similarly blind to what capitalism could look like in another two centuries. However, that does not mean we should not ask how it might evolve into something better in the nearer term. The future of capitalism and our planet depend on it.
* Matthew Wilburn King-- Join 900,000+ Future fans by liking us on Facebook, or follow us on Twitter or Instagram. If you liked this story, sign up for the weekly bbc.com features newsletter, called "If You Only Read 6 Things This Week". A handpicked selection of stories from BBC Future, Culture, Capital, and Travel, delivered to your inbox every Friday. is an international consultant and conservationist based in Boulder, Colorado and the president and chairman of the Common Foundation. Connect with him on Facebook or LinkedIn.

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Why the next stage of capitalism is coming

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It's done so much for human well-being, but it's far from perfect. Will capitalism as we know it evolve into something new?

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10 Tips to Becoming a Connector (Not Just a Networker)

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10 Tips to Becoming a Connector (Not Just a Networker)

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Author Malcolm Gladwell popularized the term "connector" in his book The Tipping Point, defining the word as "someone who knows many people." Wikipedia, meanwhile, describes connectors as, "People in a community who know large numbers of people and who are in the habit of making introductions. A connector is essentially the social equivalent of a computer network hub. Connectors usually know people across an array of social, cultural, professional, and economic circles, and make a habit of introducing people who work or live in different circles."

In any case, you haven't seen good networking until you've met a "connector." This person seems to know everyone and never stands with two people without introducing them to each other. A connector is always thinking about how to help others in his or her network.

And if you act as a connector, you'll not only help other people get in touch with each other but will also reap the benefits in return. People will be more likely to think about you and refer you for opportunities if you go out of your way to help link them with useful information and contacts.

So how do you become a connector? As an answer, here are several tips that will put you on the path to becoming a connector, and not a mere networker.
1. Think About Others First
True connectors don't stop to wonder if someone will be able to return a favor or do anything for them to repay a kindness or an introduction. If you are willing to help others with no expectation of anything in return, you're well on your way to having a connector's mindset. Keep in mind: networking is about building relationships, not about putting the equivalent of money in the bank to take out later. When you focus on what you can do for other people, you will grow a stronger and more engaged network.
2. Extend Yourself Beyond Your Comfort Zone
Some people are not naturally connectors because they are introverted or shy. Others are not confident and comfortable introducing two people to each other in person, especially if they aren't already great friends. Perhaps you're not the kind of person who usually speaks to strangers. If this describes you, you may need to stretch yourself beyond your natural comfort zone in order to become a true connector. Consider how many more people you will have a chance to meet if you speak to strangers at events, or even in line at the post office or grocery store.
3. Get Out and Meet People
It's a challenge to be a connector if you don't make an effort to get out of your home and office to meet new people. Use tools such as Roundtown.com or Meetup.com to find all types of events geographically convenient to you. Don't limit yourself to professional events. Depending where you live, you may be able to find everything from book clubs and professional events to horseback riding, kayaking, and card playing groups. Considering that you may meet the most important person in your network at any one of these events, it's up to you to get up and get out, even if you are busy and tired at the end of the day.
4. Join Organizations
The next step beyond just getting out of the house is actually affiliating with some groups. Don't hesitate to attend ad hoc meetings about topics that interest you, but make a point to join some groups that are professional in nature and purpose. Even better, get involved in the organizations and meet as many people as possible who engage in similar work.
5. Ask Questions and Listen
People love curious colleagues and contacts. When you meet people, make it your business to learn something about them. If you're strategic, consider what you need to find out to enable you to connect that person to someone who would be a good networking contact. And of course, it's not very helpful to ask questions if you don't carefully listen to the replies. Take steps to become an active listener. It's an important part of networking. Most people are not good listeners. Instead, they allow themselves to be easily distracted by technology or other things on their minds. Instead of hearing the sound of voices around you, listen carefully to the words. Pretend you're in a lecture and there's going to be a test afterwards.

Make a point to echo, or repeat, what people say to you. Recount things from your conversations to ensure you're paying attention. For example, if the new contact mentioned her vacation plans, instead of nodding and smiling say, "How exciting you're planning a trip to Vancouver. I love that area!" If you discussed when your new contact would be starting a new job, grade your listening on your ability to confidently respond at the end of the conversation with, "Good luck starting the head of finance position on Tuesday. I'm sure it will be a great change."
6. Think Ahead
To be a connector, you'll need to leverage some strategy. Research before you attend events and learn about the people who will attend. Then, ask pointed questions, listen, and learn how you can help your new contacts. Once you identify ways to help other people, you'll be prepared to connect people with each other.
7. Be Willing to Reconnect
What about all the people who should be in your formally defined network, but aren't? Reconnect with people you used to know, including classmates, work colleagues, and casual acquaintances. Consider having a get together or a party and invite people who would get along. Or, organize a happy hour with a few friends who might have something in common. Keep in mind, when you can connect two people over a common interest, you'll have taken on the role as a networking connector.
8. Be a Resource
A good way to be a connector is to serve as a resource. Everyone has some sort of specialty or interest that makes them especially helpful to others. What is your interest? Do you always know where to find the best consignment furniture? Are you the maven of identifying great discount sites to purchase theater tickets? Maybe you're a great editor, or you know a lot about rewiring old homes. All of these are potential connecting points between you and people you want to meet. These hobbies and interests can make great bridges to help you connect other people to each other, too.

Professionally, make an effort to be a resource to everyone connected to you online by sharing useful information via your social media streams. Many people are overwhelmed by the amount of content they are expected to consume on a daily basis. Be the person who curates the news and posts the most interesting, useful items for your network. When you are the go-to source for news and information, it helps raise your profile and visibility and helps connect you with more people, including those you might not otherwise know.
9. Follow Up
The best networkers always follow up. You can't call yourself a connector if you don't make efforts to keep in touch with your network. Make it your business to track your network and stay aware of their plans and interests as well as any professional or personal changes. Send occasional notes to reconnect. These notes are a great way to remind people about you and your situation while you offer to put them in touch with others in your network who may be helpful for them.
10. Get Permission
While being a connector is a valued and important role, you want to respect your contacts' time and interests. If you think of two people you believe would be a good professional match, before introducing them via e-mail or social media, be sure to request permission from all of the parties to make a connection. That way, you avoid putting anyone in an awkward position if he or she is not interested in pursuing a networking relationship with the suggested contact.

If you keep these goals in mind, you'll advance toward becoming a highly valued connector in your professional and personal circles in no time.
This post was adapted from the Vault Guide to Networking. Follow us on Twitter and Instagram.

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10 Tips to Becoming a Connector (Not Just a Networker)

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You haven't seen good networking until you've met a "connector." So how do you become a connector? As an answer, here are several tips that will put you on the path to becoming a connector, and not a mere networker.

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In his international bestseller, The Tipping Point, Malcolm Gladwell describes Connectors as the people in a community who know large numbers of other people and are in the habit of making introductions. Gladwell attributes the success of Connectors to the fact that "their ability to span many different worlds is a function of something intrinsic to their personality, some combination of curiosity, self-confidence, sociability, and energy."

But this suggests that Connectors have some kind of mojo, or sorcery, or special sauce that can't be replicated. And I disagree. You become a Connector the same way you get to Carnegie Hall: practice, practice, practice. Here are 6 tips to get you started:

1. Be authentic. To be a good Connector, you actually have to care. Only sociopaths can fake sincerity well. So unless you are a sociopath, you will not be a good Connector unless you find a way to care about the success of the people that you meet and the people in your network. One way to start caring is to start talking to people. Ask them, "What are you working on?" Listen to their challenges. Think creatively about how to help. Once you start to care about what people do, what they know, and how you can help them, the more useful you will be at connecting them to others.

2. Pay it forward. People will help you if you help them first. Maybe not all of them, not right away, not on your timeline, not exactly when you need it, but it will happen. EVERY successful person can point to the small efforts of a few people who helped them along the way. So go ahead. Connect a cool college kid in your neighborhood with the admissions dean that you play golf with. Help the girl next to you on a plane find an internship. Recommend a former colleague for a CEO position that opened up. I guarantee it will pay off somehow, someday. It will set off a chain reaction prompting people in your network to help someone else. And so on, and so on, and so on. Until it comes back to help you.

3. Connect. Don't sell. Connecting is all about building a virtual network whose members look out for one another and each other's networks. Not-so-good Connectors make the critical error of only looking out for themselves. They think the best network they can have is full of people who can get them things. Au contraire, mon frère. Connecting is about giving. Once you have established a giving relationship, the people in your network will let you know when it's OK to sell to them. In fact, they'll ask for it.

4. Keep it casual and relaxed, but be specific. Telling people that you CARE for them and that you're a really good CONNECTOR is just a little creepy, right? And ambushing people with unsolicited introductions could put people off. So here's how you should do it: Put someone in the lead. Have a vision for the relationship between them and the person you're connecting them to. Connect them in person or by sending a funny, or friendly, conversational email that introduces them and touches on the needs of both parties. Then let them take it from there.

5. Build critical mass. You need to connect constantly to build a network that contains at least a few hundred people. Without this scale, connecting doesn't work as well. I don't mean having 2,100 connections on LinkedIn or 37,000 Facebook friends. Think about the 1-200 people you know - colleagues, classmates, neighbors, the guys on your softball team. Reach out to one and ask him or her what they're working on. Then think of 1 or 2 people you know that could be helpful. Make the connection. Lather, rinse, repeat.

6. Assess the risk. Being a good career and business connector is not something that can be automated, and not every connection is risk free. Now, we're not talking about setting people up for a date here. THAT's risky: if it doesn't work, both people will remember that it's all your fault. But seriously, some introductions just don't work, while others backfire. But the more you know and care about your connections, the less risky it becomes. As you get more skilled at connecting, you will also get better at mitigating risk.

Becoming a better Connector may not come easy to everyone. But if you can care and if you can practice, connecting will create enormous leverage for you - personally, socially, and professionally. It will help you find opportunities. It will help you grow your business. And, perhaps most importantly, it will make you a better person.

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In his international bestseller, The Tipping Point, Malcolm Gladwell describes Connectors as the people in a community who know large numbers of other people and are in the habit of making introductions. Gladwell attributes the success of Connectors to the fact that "their ability to span many different worlds is a function of something intrinsic to their personality, some combination of curiosity, self-confidence, sociability, and energy."

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Forget Networking. How to Be a Connector

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Forget Networking. How to Be a Connector

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6 min read

Opinions expressed by Entrepreneur contributors are their own.

We all know people like them, people who seem to know everyone. They're always able to help -- or if they can't, they know someone who can. You meet them for the first time and in 15 minutes, you're talking with them like you're childhood friends. They're successful, smart and funny, with a likable touch of self-deprecation. And they're interested in everything.

Who are they? Connectors. Take Maryam Banikarim, senior vice president and chief marketing officer at Gannett, publisher of USA Today. She has a perfect job for a connector -- she helps link Gannett's various newspapers and media outlets "and bring the pieces together."

"I like people and am genuinely curious," says Banikarim, 42. "I like stories and want to make connections. But I didn't know the word for it until my husband read Malcolm Gladwell's The Tipping Point and said, 'I finally have a word for you -- a connector.' "
Related: 12 Tips for Trading Places in 2012
As Gladwell writes, "sprinkled among every walk of life . . . are a handful of people with a truly extraordinary knack of making friends and acquaintances. They are Connectors." Gladwell describes them as having an ability to span many different worlds, subcultures and niches.

Traits such as energy, insatiable curiosity and a willingness to take chances seem to be the common thread among connectors -- as well as an insistence that connecting is not the same as networking.

"Networking I see as a means to an end," says Jill Leiderman, executive producer of the late-night show Jimmy Kimmel Live. But connecting, she explains, is about using a genuine love of meeting people and making friends to engage and assist one another.
Related: Top Workplace Trend for 2012
Connectors show a willingness to venture outside their comfort zones. For example, comedy writer Josh Bycel (shown top) visited a Darfur refugee camp six years ago, and on the way home he came up with the idea of raising money for a medical clinic for the camp. In three weeks, he had collected $50,000.

That idea grew into a nonprofit called OneKid OneWorld, which aims to connect schools in the United States with those in Kenya and other developing countries to provide everything from books to clean water.

"I'm a comedy writer. I don't know anything about building schools," says Bycel, 40, who lives in Los Angeles. "But I'm interested in learning. You need to get out and make connections outside of your own world. Being interested in lots of different things by definition allows you to be a connector."

The willingness to reach out to someone you don't know is crucial to the art of connecting, and especially important in uncertain economic times. Those who are in mid-career and may have worked for one company for years should learn connecting skills before they need them.

For instance, most people's natural inclination is to seek out friends at meetings and mealtimes. Banikarim says not to do that. "It's easy to sit with someone you know," she says. "It's hard, but more interesting, to sit with someone you don't know. This is not like high school. It's not just the losers who don't have somewhere to sit."

It may seem as if connectors are born, not made, but that's not necessarily true. Banikarim was forced to learn to reach out to people from an early age. She moved with her family from Iran to Paris in 1979, then to Northern California, where there wasn't an Iranian community. "I was often that new kid," she says. When she started college at Barnard, "I knew it was either sink or swim. The first week of school, I joined every club and went to every meeting. I ended up as freshman class president."

Joining clubs and organizations is a terrific way to find like-minded people, but only go when you have an interest -- and don't attend endless networking get-togethers. Keith Ferrazzi, author of Never Eat Alone, says he has never been to an official networking event. Instead, he advises, join organizations that focus on the events and activities you love.
Related: Best Second Act Reinvention 2011: E-book Author John Locke
"I have a friend who is the executive vice president of a large bank in Charlotte," he writes in his book. "His networking hotspot is, of all places, the YMCA. He tells me that at 5 and 6 in the morning, the place is buzzing with exercise fanatics like himself getting in a workout before they go to the office. He scouts the place for entrepreneurs, current customers and prospects."

Of course, when you're walking into that first meeting or class and facing a bunch of strangers, the instinct is to flee. That's all right. The point is not to ignore the fear, but acknowledge it -- and then work through it.

"I sort of just run into fear, as I run into chaos," says Banikarim, whom The New York Post named one of the 50 most powerful women in New York City in 2008 when she worked at Univision. "You breathe deep, and you have to remember that everyone is scared."

Perhaps one of the most important attributes of a connector is a willingness to help and to reach out even if there is no obvious or immediate payback.

That means thinking long-term. Jen Singer is the founder of the blog Mommasaid.net, author of five books, a Pull-Ups spokeswoman and an undeniable connector. "The biggest mistake people make is they think 'if I help this person, that will happen immediately.' We have to stop thinking in linear terms," she says.

Helping others out doesn't mean you can't hold some things back. Singer, 44, uses the word "coopetition" -- a combination of competition and cooperation -- to describe her philosophy. "I think this generation understands you share, but also protect your own interests -- you don't give a key to everything you have. It's a line you have to learn to walk."

Finally, a connector also occasionally has to disconnect. Leiderman says her boyfriend "has taken away my Blackberry so I can super-connect with him."
Related: Your 2012 Job Hunt Checklist and 5 Traits of Successful Freelancers

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Forget Networking. How to Be a Connector

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6 min read Opinions expressed by Entrepreneur contributors are their own. We all know people like them, people who seem to know everyone. They're always able to help -- or if they can't, they know someone who can. You meet them for the first time and in 15 minutes, you're talking with them like you're childhood friends.

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El video está en inglés, pero podés "Activar Subtítulos" y después en "Configuración" seleccionar "Traducir automáticamente" y elegir Español.

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El video está en inglés, pero podés "Activar Subtítulos" y después en "Configuración" seleccionar "Traducir automáticamente" y elegir Español.

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The Art of Hosting: The Four-Fold Practice

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The Art of Hosting: The Four-Fold Practice

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El video está en inglés, pero podés "Activar Subtítulos" y después en "Configuración" seleccionar "Traducir automáticamente" y elegir Español.

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The Art of Hosting - The Four-Fold Practice

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The Art of Hosting: "World Cafe" o "Café Mundial"

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The Art of Hosting: "World Cafe" o "Café Mundial"

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El video está en inglés, pero podés "Activar Subtítulos" y después en "Configuración" seleccionar "Traducir automáticamente" y elegir Español.

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The Art of Hosting: "Open Space" o "Espacio Abierto"

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The Art of Hosting: "Open Space" o "Espacio Abierto"

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El video está en inglés, pero podés "Activar Subtítulos" y después en "Configuración" seleccionar "Traducir automáticamente" y elegir Español.

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Cómo tener Conversaciones Constructivas (en inglés)

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Cómo tener Conversaciones Constructivas (en inglés)

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Julia Dhar: How to have constructive conversations

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"We need to figure out how we go into conversations not looking for the victory, but the progress," says world debate champion Julia Dhar. In this practical talk, she shares three essential features of productive disagreements grounded in curiosity and purpose. The end result? Constructive conversations that sharpen your argument and strengthen your relationships.

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We have spent the last 15 years building and participating in communities and found tremendous joy in them. Based on our own experience and with the generous help of leading community builders, we have developed a framework that helps build stronger communities and make our society a bit more connected: the Community Canvas.

Since publishing the Canvas in 2017 we have learned so much about community and want to continue supporting community builders. However during that journey we also realized that we felt called to pursue different directions and have launched separate projects going forward. Find out more about where these new projects are headed at Together Institute and Close Knit.

While this project has come to a close, this website, the framework and the guidebooks below will continue to stay accessible and we hope it will provide joy and meaning to you and your groups.

Key questions

For each of the 17 themes, we have identified a set of questions that will help find the right answers for your own community. We provide worksheets to make the questions actionable.

Reflections

While the Canvas doesn't give answers, we provide further background for each of the 17 themes, based on our observations and feedback from leading community builders. In future versions we're going to include case studies for each theme.

All Community Canvas documents are released under Creative Commons license BY-NC-SA 4.0. More about that here.

The 3 Sections and each of the 17 Themes covered in detail with key questions, further background and observations.
Download PDF, 61 pages

Worksheets

Answer the questions of the Canvas for your own community.

The Visual Summary has all themes and one key question on one page. PDF.

The comprehensive Google Doc lists each of the 17 themes with all questions, ideal for choosing what is relevant to your needs and creating your own community strategy.

We've been working with a wonderful team of volunteer translators to localize the Community Canvas.

A big thank you to all of them: Alberto Puliafito, Amir Noureddini, André de Menezes Lara Resende, Bruno Evangelista, Chi-Hsun Tsai, Eder Delgado, Evgeny Reznitsky, Flavia Vivacqua, Gabriel Holmes, Hermano Reis, Jakub Pacanda, João Bernardo Casali, Julie Petignat, Luciana C M Costa, Maria Polyak, Nikita Savostikov, Piritta Syrjälä, Rei Dishon, Rogerio Melfi, Tanja Laub, Tomas Burian,

Since publishing the Canvas in 2017 we've grown and learned so much and feel called to pursue different directions. Find out more about Fabian's project Together Institute and Sascha's Close Knit that will continue the work with and for community builders.

Fabian Pfortmüller

Fabian Pfortmüller is a Swiss community builder. He is co-founder of the Together Institute, an organization dedicated to building caring, engaged & healthy relationships in communities, networks, neighborhoods, organizations and society at large. Fabian is also an Innovator in Residence for the Kauffman Foundation. He co-founded Sandbox, a global community for young change makers and Holstee, an organization providing tools for a meaningful life. Fabian regularly writes about community building topics at www.together.is

fa bian@together-institute.org | @pforti | pforti.com

Sascha Mombartz

Sascha Mombartz is an artist, designer and community builder based in New York. Sascha works at the intersection of systems thinking, communication and user experience design to unravel complex relationships and create meaningful interactions and frameworks that help organizations and individuals build belonging, trust and resilience. He previously worked at the New York Times, Google's Creative Lab and has consulted with startups and nonprofits for the last 10 years. His work and thoughts on community can be found on Close Knit.

s@mombartz.com | closeknit.co

The Community Canvas project would never have been possible without the generous support of many community builders across the globe.

A sincere thank you to

Everyone who worked on the Community Canvas 2.0 team: Chris Chavez, Daniel Brooks, Erin Dixon, Michel Bachmann, Sita Magnusson.

Christine Lai, Casper ter Kuile, Angie Thurston, David Spinks, Alex Simon, Daniel Ospina, Mathias Jakobsen, Scott Shigeoka, Anton Chernikov, Ryan Fix, Michel Bachmann, Nettra Pan, James McBennett, Konstantina Zoehrer, Omri Baumer, Kasper Hulthin and all participants of the Community Canvas workshops for helping us develop version 1.

Everyone who helped translate the Canvas: Tomas Burian, Jakub Pacanda, Amir Noureddini, Piritta Syrjälä, Julie Petignat, Tanja Laub, Rei Dishon, Alberto Puliafito, Flavia Vivacqua, Bruno Evangelista, Luciana C M Costa, Gabriel Holmes, Rogerio Melfi, Hermano Reis, João Bernardo Casali, Maria Polyak, Nikita Savostikov, Evgeniy Reznitskiy, Eder Delgado.

The team at Kauffman Foundation for their support and guidance, especially Lauren Higgins, Mark Beam, Andy Stoll and Victor Hwang.

Everyone who was a Steward for Community Canvas 2.0 and provided feedback and guidance: Aaron Kahlow, Adam Yukelson, Adrienne Haynes, Aida Murad, Al Jeffrey, Alberto Pulifato, Alden Bevington, Alex Budak, Alex Simon, Alexa Clay, Allie Mahler, Alnoor Ladha, Andrea Fernández, Andy Stoll, Ankit Shah, Annalyn Lavey, Anne Merkle, Anton Chernikov, Ants Cabraal, Anurag Gupta, Asia Lindsay, Audrey Low, Avary Kent, Axel Magnuson, Ben Bechar, Ben Sahlmüller, Betsy Ribble Pine, Bill Issacs, Brian Kurtz, Brooke Brosolino, Carlos Saba, Caroline Mehl, Casey Rosengren, Casper ter Kuile, Cesar Salazar, Charles Michel, Charles Vogl, Charlotte Terrien, Chelsea Robinson, Christian Vanizette, Christian Busch, Christine Lai, Claire Wathen, Cynthia Boedihardjo, Damian Madray, Darin Petersen, Dave Lim, David Spinks, Deborah Chang, Dedo Baranshamaje, Dee Hamill, Deepti Doshi, Dharmishta Rood, Donald MacLean, Dorian Baroni, Eder Delgado, Elan Babchuck, Eli Malinsky, Elizabeth McWhorter, Enoch Elwell, Erica Dorn, Erik Martinez Resly, Erin Frey, Ernesto van Peborgh, Ethan Lipsitz, Evan Absher, Farah Assir, Francesca Pick, Gail Taylor, Gameli Adzaho, Hinnerk Hansen, Ines Silva, Ishan Shapiro, Ismail Chaib, Jaime Arredondo, James Hanusa, Jameson Dempsey, Jeff Shiau, Jen Silverstein, Jen Bailey, Jen Sandler, Jenn Sander, Jerone Hsu, Jerri Chou, Jerry Michalski, Jess Rimington, Jesse Israel, Jessica von Farkas, Joe Grant, Jonah Brotman, Jonathan Olinger, Jonathan Imme, Josh Stearns, Kalsoom Lakhani, Kanan Dhru, Kate Beecroft, Katie Baker, Kevin Huynh, Kiran Reddy, Konstantina Zoehrer, Kristoffer Tjalve, Krystle Starvis, Lana Jelenjev, Lauren Higgins, Leen Sadder, Lennon Flowers, Lucian Tarnovski, Lynn Zebeda, Maggie de Pree, Marga Biller, Mari Camardelli, Mariana Santos, Marion Cortina, Mark Beam, Marsha Dunn, Mary Galeti, Matilda Sundaker, Megha Desai, Melinda Varfi, Melissa Wong, Michael Mayernick, Michael Cox, Michele Steckler, Michelle Lim, Mike Fleisch, Mikey Muhanna, Misraim Macias, Nan Braun, Natalie Self, Nettra Pan, Nick McGirl, Nico Luchsinger, Nicole Okumu, Niels Rot, Nora Bateson, Olivier Taieb, Omri Baumer, Oscar Cerezales, Patricia Shaw, Peter Powell, Rabbi Sara Luria, Rachel Happe, Rachel Gerrol, Ragnar Behncke, Rhea Mehta, Rodrigo Cunha, Romain Vakilitabar, Ronan Harrington, Roy Munin, Ruhi Sharmim, Ryan Fix, Sanderson Jones, Sandra Ortiz Diaz, Sarah Judd Welch, Scott Shigeoka, Sebastian Lindstroem, Sherman Whites, Shira Abramowitz, Steve Tam, Sue Borchardt, Sunnie Tölle, Sylvia Vriesendorp, Tamas Hovanyecz, Teju Ravilochan, Tibet Sprague, Tim Weiss, Ting Kelly, Tony Bacigalupo, Travis King, Vanessa Wai, Victoria Stoyanova, Virginia Alonso Navarro, Zach Anderson, Zach Bell, Zaina Kanaan.

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The Community Canvas is a framework that helps people and organizations build stronger communities. It provides a template for anyone who brings people together.

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Métricas e Indicadores para Emprendimientos Sustentables

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Métricas e Indicadores para Emprendimientos Sustentables

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Link para descargarlo. Desarrollado por el gobierno de la Nación para el programa PROESUS.

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Podcast sobre Regeneración: "Cuando la Tierra Habla"

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Podcast sobre Regeneración: "Cuando la Tierra Habla"

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Conducido por Ronald Sistek.

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Podcast Ladera Sur/Aldea Nativa - Cuando La Tierra Habla

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Listen to Podcast Ladera Sur/Aldea Nativa - Cuando La Tierra Habla on Spotify. Cuando la Tierra habla, hay que escucharla. Por eso, aquí conversamos con personas que nos conectan con las raíces y proponen cambiar los modelos que conocemos, a través de pequeñas historias que pueden regenerar el mundo.