The role and form ofĀ businessĀ in democracies is a crucial part of thinking through how democracy may need to change. In some areas, businesses have been leading transitions towards sustainability, whilst, in others, they have used their power and influence to block change.
One way in which some businesses and organisations are adapting to the challenges of sustainable development, is by increasing their wider accountability to local communities and stakeholders, as well as incorporating more participative and democratic decision-making through their evolving governance models and missions. These approaches are, alongside measurement and operational changes, designed to better align their impacts with the needs of the wider society and environment, as well as meet direct stakeholder needs appropriately (including those of finance).
For example, co-operatives have now included sustainable developmentĀ as one of their core principles, underpinning their core democratic ownership and decision-making model; andĀ RiversimpleĀ is an example of a business which is radically changing the way in which a shareholder company can be designed, with value created and shared through theirĀ Future GuardianTMĀ Governance.
Some provocations from FDSD
In his paper āDiscussion paper for the Environment Foundation and 21st Century Trust, Sustainability and Democracy Eventā, Ian ChristieĀ sets out four conflicting propositions: democracy is crucial for humane and just development; democracy poses huge problems for sustainable development; sustainability NGOs have been a massive success; sustainability NGOs are also a massive failure by their own standards.
The paper āOnline Activism, Democracy and Climate Changeā Sally Hill considers the rise of online activism such as MoveOn, GetUp, 38 Degrees, and Avaaz, on democracy, focusing primarily on their climate change activities.
