- #RULES OF ENGAGEMENT MILLION DOLLAR PYRAMID HOW TO#
- #RULES OF ENGAGEMENT MILLION DOLLAR PYRAMID SERIES#
Investment risk: Opting for risk and anticipating a share of failures is normal in business, but not in development. The business case for intensive assessment of complex impacts appears weak, but public demand for evidence of impact, and the need of businesses for informed decision-making will only grow. But the actual evidence base - anecdotal and shockingly weak - cannot inform evidence-based decision-making. Stronger focus on impact: Vast assumptions are made about the impact of new business models to reduce poverty: that investment of effort in adapting supply chains is worth the return, and compares well with conventional CSR that ‘bottom of the pyramid’ products truly reach the poor that spin-off benefits of an enterprise approach balance out the failures along the way that business benefits can be sustained. As Graham Baxter (International Business Leaders Forum) pointed out, risks are high if it does not: forced extensions of business based on public announcements not operational detail, and moves into ‘double step outs’, involving both new business areas and new geographic areas, are prone to failure. For companies, innovation must relate clearly to the business model and business case. Tinkering does not deliver solutions at scale. The Making Markets Work approach highlights the need for systemic change in the structures that shape the market. Strategic innovation: new approaches must be piloted and adapted in the face of the global economic crisis, but innovation must also be strategic. Mike Barry (M&S) argued that future business models need to be substantially different. Our February meeting on ‘core business’ asked how corporates can move beyond isolated initiatives, managed by small numbers of ‘sustainability managers,’ to making development impact a core part of business, involving all members of operational staff. An example, from Jonathan Mitchell (ODI), is the shift from multi-million dollar investments in non-viable community tourism projects, to evidence-based regulatory reform that has unblocked millions of dollars of tourism investment. Alan Gibson (Springfield Centre) summarised the necessary shift in mindset for development practitioners thus: instead of identifying and trying to solve the problems of the poor, the enterprise approach identifies the problems and why business is not solving them, then changes the market systems so that the development solution becomes a business proposition.
#RULES OF ENGAGEMENT MILLION DOLLAR PYRAMID HOW TO#
Shift in mindsets: in March, practitioners discussed how to make markets work to reach the poor in their millions.
![rules of engagement million dollar pyramid rules of engagement million dollar pyramid](https://challengingbehavior.cbcs.usf.edu/images/thumbs/2021-03-19-WTF-Experiencing-Inclusion_thumb.png)
Dig a little deeper though, and the obvious becomes more challenging. Or as national and international businesses develop low-cost products ranging from health care and farm inputs to mobile phones and mobile banking, the potential to benefit the ‘bottom of the pyramid’ through enterprise is clear. When companies with supply chains the size of M&S, or TUI Travel (the largest tour operator in Europe) roll out improved practice across their supply chains, the development impact can be enormous. It sounds obvious and simple: go beyond useful but limited Corporate Social Responsibility (CSR) contributions.
#RULES OF ENGAGEMENT MILLION DOLLAR PYRAMID SERIES#
The theme of the meeting series is harnessing core business.
![rules of engagement million dollar pyramid rules of engagement million dollar pyramid](https://www.firstrand.co.za/media/new-articles/images/pyramid-schemes-banners.jpg)