{"id":504151,"date":"2021-03-17T13:40:00","date_gmt":"2021-03-17T13:40:00","guid":{"rendered":"https:\/\/www.capgemini.com\/?post_type=research-and-insight&#038;p=523380"},"modified":"2025-03-27T07:36:19","modified_gmt":"2025-03-27T07:36:19","slug":"article-by-rebecca-henderson-harvard-university","status":"publish","type":"research-and-insight","link":"https:\/\/www.capgemini.com\/pt-en\/insights\/research-library\/article-by-rebecca-henderson-harvard-university\/","title":{"rendered":"Article by Rebecca Henderson, Harvard University"},"content":{"rendered":"\n<header class=\"wp-block-cg-blocks-hero-reusable header heroReusable  \"><div class=\"header-bgs\"><picture><source srcset=\"https:\/\/www.capgemini.com\/wp-content\/uploads\/2021\/04\/CFT_Bannie\u0300resSite_Henderson.jpg?w=2880&amp;quality=70 1x, https:\/\/www.capgemini.com\/wp-content\/uploads\/2021\/04\/CFT_Bannie\u0300resSite_Henderson.jpg?w=2880&amp;quality=70 2x\" media=\"(min-width: 1500px)\"\/><source 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class=\"col-12 col-md-11 col-lg-10\"><h2 class=\"intro-para-title\">Rebecca Henderson is the McArthur University Professor at Harvard University, where she teaches the course on \u201cReimagining Capitalism.\u201d <\/h2><p class=\"intro-para-content\"><strong>Henderson spent the first twenty-one years of her career at MIT\u2019s Sloan School where her research focused on the economics of innovation and on the question of how large organizations can reinvent themselves. Inducted into the American Academy of Arts and Science in 2018, Henderson is also a Research Fellow at the National Bureau of Economic Research. Henderson\u2019s academic career is complemented by a deep engagement with the practice of management. She has been on the boards of Amgen, a Fortune 200 company, for eight years, and Idexx, an S&amp;P 500 company, for fifteen. She has also consulted with a wide variety of companies including IBM, Motorola, Cisco, Nokia, Eli Lilly, BP, ENI, Unilever, P&amp;G, and many smaller firms, and is routinely invited to speak to executives across the world.<\/strong><\/p><\/div><\/div><\/div><\/div><\/section>\n\n\n\n<section class=\"wp-block-cg-blocks-group undefined section section--article-content section--story-content article-body\"><div class=\"article-main-content\"><div class=\"container\"><div class=\"row\"><div class=\"col-12 col-md-11 col-lg-10 offset-md-1 offset-lg-1\"><div class=\"article-text article-quote-text\">\n<h3 class=\"wp-block-heading\" id=\"h-excerpt-from-reimagining-capitalism-in-a-world-on-fire\"><strong>Excerpt from \u201cReimagining Capitalism in a World on Fire\u2019\u2019<\/strong><\/h3>\n\n\n\n<p><strong><em>What is capitalism?<\/em><\/strong><\/p>\n\n\n\n<p><strong><em>One of humanity\u2019s greatest inventions, and the greatest source of prosperity the world has ever seen?<\/em><\/strong><\/p>\n\n\n\n<p><strong><em>&nbsp;A menace on the verge of destroying the planet and destabilizing society?<\/em><\/strong><\/p>\n\n\n\n<p><strong><em>&nbsp;Or some combination that needs to be reimagined?<\/em><\/strong><\/p>\n\n\n\n<p>We need a systemic way to think through these questions. The best place to start is with the three great problems of our time\u2014problems that grow more important by the day: massive environmental degradation, economic inequality, and institutional collapse.<\/p>\n\n\n\n<p>The world is on fire. The burning of fossil fuels \u2013 the driving force of modern industrialization \u2013 is killing hundreds of thousands of people, while simultaneously destabilizing the earth\u2019s climate, acidifying the oceans, and raising sea levels. Much of the world\u2019s topsoil is degraded, and demand for fresh water is outstripping supply. Left unchecked, climate change will substantially reduce GDP, flood the great coastal cities, and force millions of people to migrate in search of food. Insect populations are crashing and no one knows why \u2013 or what the consequences will be. We are running the risk of destroying the viability of the natural systems on which we all depend.<\/p>\n\n\n\n<p>Wealth is rushing to the top. The fifty richest people among them own more than the poorer half of humanity, while more than six billion live on less than $16 a day. Billions of people lack access to adequate education, health care, and the chance for a decent job, while advances in robotics and artificial intelligence (AI) threaten to throw millions out of work.<\/p>\n\n\n\n<p>The institutions that have historically held the market in balance \u2013 families, local communities, the great faith traditions, government, and even our shared sense of ourselves as a human community \u2013 are crumbling or even vilified. In many countries the increasing belief that there is no guarantee that one\u2019s children will be better off than oneself has helped to fuel violent waves of anti-minority and anti-immigrant sentiment that threaten to destabilize governments across the world. Institutions everywhere are under pressure. A new generation of authoritarian populists is taking advantage of a toxic mix of rage and alienation to consolidate power.<\/p>\n\n\n\n<p>You may wonder what these problems have to do with capitalism. After all, hasn\u2019t the world\u2019s GDP quintupled in the last fifty years, even as population has doubled? Isn\u2019t average GDP per capita now over $10,000 \u2013 enough to provide every person on the planet with food, shelter, electricity, and education? And, even if you think business should play an active role in attempting to solve these problems, doesn\u2019t it seem, at first glance, an unlikely idea? In the majority of our boardrooms and our MBA classrooms, the first mission of the firm is to maximize profits. This is regarded as self-evidently true. Many managers are persuaded that to claim any other goal is to risk not only betraying their fiduciary duty but also losing their job. They view issues such as climate change, inequality, and institutional collapse as \u201cexternalities,\u201d best left to governments and civil society. As a result, we have created a system in which many of the world\u2019s companies believe that it is their moral duty to do nothing for the public good.<\/p>\n\n\n\n<p>But this mind-set is changing, and changing very fast. Partly this is because millennials are insisting that the firms they work for embrace sustainability and inclusion. When I first launched the MBA course that became \u201cReimagining Capitalism,\u201d there were twenty-eight students in the room. Now there are nearly three hundred, a little less than a third of the Harvard Business School class. Thousands of firms have committed themselves to a purpose larger than profitability, and nearly a third of the world\u2019s financial assets are managed with some kind of sustainability criterion. Even those at the very top of the heap are beginning to insist that things have to change. In January 2018, for example, Larry Fink, the CEO of BlackRock, the world\u2019s largest financial asset manager, sent a letter to the CEOs of all the firms in his portfolio that said the following: \u201cSociety is demanding that companies, both public and private, serve a social purpose. To prosper over time, every company must not only deliver financial performance, but also show how it makes a positive contribution to society. Companies must benefit all of their stakeholders, including shareholders, employees, customers, and the communities in which they operate.\u201d<\/p>\n\n\n\n<p>BlackRock has just under $7 trillion in assets under management, making it among the largest shareholders in every major publicly traded firm on the planet. It owns 4.6 percent of Exxon, 4.3 percent of Apple, and close to 7.0 percent of the shares of JPMorgan Chase, the world\u2019s second-largest bank. For Fink to suggest that \u201ccompanies must serve a social purpose\u201d is the rough equivalent of Martin Luther nailing his ninety-five theses to Wittenberg Castle\u2019s church door. The week after his letter came out, a CEO friend reached out to me to confirm that surely he didn\u2019t \u2013 really \u2013 mean it? My friend was in a state of shock. He had based a long and successful career on putting his head down and maximizing shareholder value, and to him Fink\u2019s suggestion seemed ludicrous. He couldn\u2019t imagine taking his eye off the profit ball in today\u2019s ruthlessly competitive world.<\/p>\n\n\n\n<p>In August 2019 the Business Roundtable \u2013 an organization composed of the CEOs of many of the largest and most powerful American corporations \u2013 released a statement redefining the purpose of the corporation: \u201cTo promote an economy that serves all Americans.\u201d One hundred and eighty-one CEOs committed to lead their companies for \u201cthe benefit of all stakeholders: customers, employees, suppliers, communities, and shareholders.\u201d The Council of Institutional Investors (CII) \u2013 a membership organization of asset owners or issuers that includes more than 135 public pension and other funds with more than $4 trillion in combined assets under management \u2013 was not amused, responding with a statement that said, in part: CII believes boards and managers need to sustain a focus on long-term shareholder value. To achieve long-term shareholder value, it is critical to respect stakeholders, but also to have clear accountability to company owners. Accountability to everyone means accountability to no one. BRT has articulated its new commitment to stakeholder governance\u2026 while (1) working to diminish shareholder rights; and (2) proposing no new mechanisms to create board and management accountability to any other stakeholder group.<\/p>\n\n\n\n<p>One of the world\u2019s largest financial managers insists that \u201cthe world needs your leadership,\u201d and some of the world\u2019s most powerful CEOs publicly commit to \u201cstakeholder management,\u201d while many businesspeople \u2013 like my (hugely successful) CEO friend and many large investors \u2013 think they are asking for the impossible. Which of them is right? Can business really \u2013 and I mean really \u2013 rescue a world on fire?<\/p>\n\n\n\n<p>I\u2019ve spent the last fifteen years of my life working with firms that are trying to solve our environmental and social problems at scale \u2013 largely as a means of ensuring their own survival \u2013 and I\u2019ve come to believe that business has not only the power and the duty to plan a huge role in transforming the world but also strong economic incentives to do so. The world is changing. The firms that change with it will reap rich returns \u2013 and if we don\u2019t reimagine capitalism, we will all be significantly poorer.<\/p>\n\n\n\n<p>I started this journey with an appropriately British degree of skepticism, but I am now surprisingly optimistic \u2013 in the \u201cif we work really hard, we might just succeed\u201d sense of optimistic . We have the technology and the resources to build a just and sustainable world, and doing so is squarely in the private sector\u2019s interest. It is going to be hard to make money if the major coastal cities are underwater, half the population is underemployed or working at jobs that pay less than a living wage, and democratic government has been replaced by populist oligarchs who run the world for their own benefit. Moreover, embracing a pro-social purpose beyond profit maximization and taking responsibility for the health of the natural and social systems on which we all rely not only makes good business sense but is also morally required by the same commitments to freedom and prosperity that drove our original embrace of shareholder value.<\/p>\n\n\n\n<p>A mere decade ago the idea that business could help save the world seemed completely crazy. Now it\u2019s not only plausible but also absolutely necessary. I\u2019m not talking about some distant utopia. It\u2019s possible to see the elements of a reimagined capitalism right now, and to see how these elements could add up to profound change \u2013 change that would not only preserve capitalism but also make the entire world better off.<\/p>\n\n\n\n<p><em>Excerpt from \u2018\u2018Reimagining Capitalism in a World on Fire\u2019\u2019 by Rebecca Henderson. Copyright \u00a9 2020. Available from PublicAffairs, an imprint of Hachette Book Group, Inc.<\/em><\/p>\n\n\n\n<div class=\"wp-block-buttons is-layout-flex wp-block-buttons-is-layout-flex\"><\/div>\n<\/div><\/div><\/div><\/div><\/div><\/section>\n","protected":false},"excerpt":{"rendered":"<p>Rebecca Henderson is the McArthur University Professor at Harvard University, where she teaches the course on \u201cReimagining 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