UN Sustainable Development Goals: How Companies Stack Up

UN Sustainable Development Goals: How Companies Stack Up

UN Sustainable Development Goals: How Companies Stack Up

Wednesday, March 17, 2021, by  VisualCapitalist.com

 

The UN SDGs: How Companies Stack Up

Environmental, social, and governance (ESG) investing witnessed a breakthrough year in 2020 with the most fund inflows on record.

Importantly, for companies that are judged according to ESG metrics, one way to track their progress is through their alignment to the UN Sustainable Development Goals (SDGs).

Established in 2012, the UN SDGs are a blueprint for creating a more sustainable future by 2030 that have been adopted by 193 countries worldwide.

As investors and stakeholders pay closer attention to sustainability concerns, this graphic from MSCI breaks down how companies stack up according to their alignment to the UN SDGs.

How Were Companies Measured?

To track companies net contribution to the UN SDGs, companies were scored by their positive or negative contribution to each of the 17 goals.

The 17 UN SDGs are designed to achieve three primary objectives by 2030:

  • Protect the planet
  • End poverty
  • Create prosperity and peace for all

Specifically, the framework centers on a discussion paper that was developed in partnership with the OECD in 2018. Company policies, operations, products and services, and practices are analyzed according to reported and publicly available information.

Tracking the Alignment of Companies

Across a universe of 8,550 companies in the MSCI All Country World Index, constituents were measured from strongly aligned to strongly misaligned to the UN SDGs.

Source: MSCI ESG Research LLC as of August 11, 2020

Broadly speaking, companies fell mostly in the middle—roughly 38% were aligned while almost 55% were misaligned or neutral. Meanwhile, just 0.2% of companies were strongly aligned to the UN SDGs.

Overall, one of the most strongly aligned goals was Responsible Production and Consumption, with 115 companies meeting this criteria. Specifically, these include companies that are building sustainable infrastructure, energy efficiency, or creating green jobs.

Interestingly, the worst performing goal was also Responsible Production and Consumption, with over five times as many companies (598) strongly misaligned. Along with this goal, both Climate Action and Affordable and Clean Energy each had over 500 companies strongly misaligned.

UN SDGs: A Sector Focus

Unsurprisingly, SDG-alignment varied widely according to company sectors.

Educational companies, for instance, represented the highest level of alignment to Gender Equality. Meanwhile, 18% of 425 utilities companies assessed ended up aligning with Clean and Affordable Energy goals.

As one would expect, the energy sector lagged behind. In 2020, fossil fuels were a key source of revenue for 91% of the companies in the energy business. In fact, just three companies derived over 50% of their revenues from green alternatives: REX American Resources, Renewable Energy Group, and Verbio.

A Call to Action?

Despite the growing wave of interest in ESG investing, the reality is that progress to meet the UN SDGs has been slower going than expected.

However, a greater number of individuals, stakeholders, and activists are sounding the alarm. Today, over 3,000 signatories representing trillions in assets under management have committed to the UN Principles of Responsible Investment, which has established six key actions for ESG investing. Now, many companies are required to report their ESG disclosures in Europe.

Along with these key markers of progress, investors can move the dial by tracking a company’s alignment to sustainable development goals.

Article by  VisualCapitalist.com

Sostenibilidad y ODS

Sostenibilidad y ODS

Sostenibilidad y ODS

Monday, March 15, 2021, by Prof. Analia Pastran

 

El Acuerdo de París sobre Acción por el Clima y Transformar nuestro mundo: la Agenda 2030 para el Desarrollo Sostenible son dos hitos importantes alcanzados en 2015, que especifican las acciones que todos, en todo el mundo, debemos realizar para lograr un futuro más igualitario e inclusivo, mientras disfrutamos del crecimiento económico, con una fuerte protección del ambiente. 

Los ODS proporcionan la hoja de ruta global para las necesidades empresariales, de innovación y tecnología (Naciones Unidas, 2018). Los ODS son para las políticas públicas como los hashtags en las redes sociales. Nos proveen de un lenguaje común para conectarnos de forma global de manera más rápida e inteligentemente.

Vivimos en una época de grandes desafíos a nivel global y una carrera contra el tiempo para poder revertir las desigualdades sociales, las inequidades económicas y los desastres naturales. Nuestra generación tiene la oportunidad de ser la generación bisagra que dé lugar a un nuevo paradigma más justo, inclusivo, sostenible y resiliente para las generaciones futuras.

En ese sentido, tal como señala ONU Hábitat es importante desarrollar una Economía Urbana donde los principales esfuerzos se centren en la promoción de estrategias y políticas urbanas que fortalezcan la capacidad de las ciudades para desplegar todo su potencial como impulsoras del desarrollo económico, y de la creación de riqueza y empleo. Con especial atención a la formulación y aplicación de estrategias y políticas urbanas que promuevan e impulsen la participación de hombres y mujeres, mejoren las finanzas municipales y contribuyan a la creación de empleo decente y medios de vida urbanos que, a su vez, propicien un mayor empoderamiento económico, en particular entre los jóvenes y las mujeres.

Es decir, una economía consciente y responsable frente al impacto en el ambiente, que es nuestro primer escenario: el Cambio Climático. Por dicho motivo, cada vez más líderes globales están trabajando en un Global Green New Deal el cual es un llamado a los gobiernos para reducir la huella de carbono, generar empleos bien remunerados, garantizar un aire libre de contaminación, energías renovables, acceso al agua y alimentos como derechos humanos básicos, así como acabar con todas las formas. de degradación. 

La pandemia nos ha dado la oportunidad de repensar la ciudad y la forma de vida que queremos. Ha sido un stand by que nos ha permitido darnos cuenta que lo normal no era precisamente sinónimo de calidad de vida. Y dicho aprendizaje se ha visto potenciado con la solidaridad y empatía de muchas personas que, en estos tiempos difíciles, han sabido transformar esto en oportunidades para vincularse a escala global a través de las nuevas tecnologías y compartir conocimiento y buenas prácticas. Antes esa transmisión de conocimiento implicaba tomar un avión, hacer una conferencia multitudinaria en un lugar específico al cual no todas las personas tenían el acceso o la posibilidad (recursos económicos) para emprender y aprovechar.

En ese marco, aquellos emprendedores y emprendedoras que estén atentos/as a las oportunidades que el mercado y el consumo están generando tendrán oportunidades valiosas de desarrollo. Y más aún, los gobiernos y líderes a nivel mundial tienen la oportunidad de impulsar nuevas formas de recuperación económica que se centren en la economía circular y los emprendimientos sostenibles y con ello otorguen una mejor calidad de vida para esta generación y las futuras.*

*Artículo extracto de Cuaderno de Investigación del Centro de Estudios en Diseño y Comunicación de la Facultad de Diseño y Comunicación de la Universidad de Palermo y la Facultad de Derecho de la Universidad de Salamanca “Propiedad intelectual, diseño y sostenibilidad”, marzo 2021 https://fido.palermo.edu/servicios_dyc/publicacionesdc/cuadernos/index.php

Autora

Analia Pastran

Analia Pastran

Fundadora y Directora Ejecutiva de Smartly

Prof. Analia Pastran, Fundadora y Directora Ejecutiva de Smartly, Emprendedorismo Social en ODS, Nueva York y Buenos Aires (www.insmartly.com). Co-Presidente en el Grupo Constituyente de Socios (PCG) de la Campaña Urbana Mundial de ONU Hábitat. 

 

One-Year Remembrance

One-Year Remembrance

One-Year Remembrance

Saturday March 13, 2021, by Ayman El Tarabishy, President & CEO, ICSB

Dear ICSB Family, 

Anniversaries are a moment for self-reflection, for remembrance, and occasionally, a moment for change. Today as we pass the one-year mark of COVID-19 lockdown in the United States and the corresponding global fallout, we believe that this specific moment creates space for us to reflect, to remember, and to change. 

At ICSB, we believe strongly in creating a more humane and sustainable world. This past year has shown just how enormous and difficult this task can be. But at the same time, the overwhelming resilience, strength, and love that people have shown as they navigate this enormously traumatic year, has been wondrous and humbling to experience. The spirit of the people is clearly and demonstrably behind these core concepts of human-ness and sustainability, and there seems to be change in the air. So, where do we go from here?

One year ago, the rapidly changing world forced us to reflect on what we believe in and what services and opportunities we offer. Pre-COVID, ICSB worked with more traditional forms of communication, emphasizing in-person conferences. We quickly realized flexibility and adaptability were the two main paths forwards, after we ensured the well-being of our employees and community. Over the past year, we’ve completely re-worked our operations by building out journals and other academic resources, and by prioritizing new digital infrastructure, including social media and a re-designed website. We transitioned away from focusing mainly on in-person collaborative conferences to a more decentralized and accessible approach, which created new and unique opportunities for traditionally marginalized actors to participate and grow within spaces that have traditionally been closed off to them. We look forward to continuing to grow and innovate as we meet and adapt to the challenges ahead.

There would be no opportunity for growth or innovation without you, our family, engaging with and challenging the material and resources we provide. This entire process is a collaborative effort, and we sincerely appreciate the support you have shown us as we iron the details out and begin to solidify a long-term approach towards business education and collaboration. In that spirit, this summer will mark the 2021 ICSB World Congress, where we will focus on and emphasize Humane Entrepreneurship as a foundational part of our future in the business ecosystem. This will mark the first major conference since the beginning of the pandemic and we look forward to incorporating the lessons we have learned throughout this past year, as we begin a new chapter in the fight for a more humane and sustainable world. We look forward to collaborating with you, both this summer and beyond. 

In solidarity, 
Dr. Ayman El Tarabishy
ICSB President & CEO

Author

Ayman El Tarabishy

Ayman El Tarabishy

President & CEO, ICSB

The Human Entrepreneurship Vector of Sustainable Development

The Human Entrepreneurship Vector of Sustainable Development

The Human Entrepreneurship Vector of Sustainable Development

Thursday, March 4, 2021, by Prof. Ms. Caio Flavio Stettiner – Centro Paula Souza – São Paulo, SP – Brasil

The development of civilization through the occupation of planet Earth and its renewable and nonrenewable resources, since its most remote times, has neglected the environmental irreversibility arising from its actions, a situation evidenced by ecological degradation, environmental pollution and accelerated climate change.

Contemporary Society, having the Economy as its ecological value, is unaware of the concepts of Entropy and Irreversibility, considering that “Time is Money” (Tiezzi, 1988, p. 32). 

Tiezzi (2008, p. 32) stresses that “progress is measured by the speed with which it is produced” this statement ratifies his understanding that progress advances as speed transform Nature.

The author qualifies the time factor concerning sustainability in two ways: biological time and  historical time. Biological time refers to natural evolution that occurs on our planet billions of years slowly; Historical Time deals with human history in thousands of years. It is only a small interval of the first.

This historical time since the Industrial Revolution  interfered in the increasing manner  over the environment, and in a process   accelerated by technological development, impacting  the Biological Time as the level of Entropy increased, making difficult the renewal of natural resources and diminishing the quality of life of living beings on the planet. According to the author, Historical Time is much more accelerated than Biological Time, which causes several environmental problems:

 “The limits of resources, the limits of resistance of our planet and its atmosphere indicate that the more we accelerate the flow of energy and matter through the Earth system, the more we shorten the real-time at the disposal of our species. An organism that consumes its means of subsistence faster than the environment produces them with no chance of survival” (TIEZZI, 1988, p.32).

This circumstance realizes the importance of the role of time in the issue of sustainability, where the rates of use and regeneration of natural resources should equalize, as well as the rates of pollution emission should adapt to the capacity of the environment to absorb waste. Thus, the history of the Planet is the result of slow changes for millions of years, in contrast to the History of Humanity from the twentieth century through consumption and technological development has been interfering in an intense and predatory way on life on the planet (Giannetti et al., 2020)

Faced with this context of accelerated destruction and search for sustainable development, researchers propose two concepts of production. The first deals with the Circular Economy, whose idea is to transform the linear model of production, consumption, and subsequent disposal of goods into a circular model inspired by Nature, where discarding returns to the production cycle. The second concept is called the Regenerative Economy, which is a model that proposes to regenerate capital goods through the processes of self-feeding, self-renewal, and adaptive learning whose natural systems apply to feed their capacity to progress in long terms (Giannetti et al., 2020).

Both the above concepts corroborate with the Tiezzi (1984) way of thinking, where any socio-economic analysis demands scientific knowledge about Biological Balances and their importance related to limited natural resources and renewal.

Respecting the historical dynamics of the environment, with the necessary modifications, referring to the due adaptations, our Society ought to build up and promote the Concept of Species since both Marxist and Liberal thought does not consider the category of biological time analysis. 

This need comes from a Society divided into the National States divided into Languages, Values, Beliefs, Habits, Production Modes, and Social Organizations that compete with each other without considering that its totality is one specie: Homo Sapiens.

Faced with this adversity, the argument of Parente et al. (2018) and Kim et al. (2018) in proposing the Human Entrepreneurship Model (EmpHum) seeks to prioritize social and environmental aspects together with the generation of jobs with a higher quality of life. This entrepreneurial vision creates a type of Enterprize with leadership that considers the responsible management of resources and the promotion of ecologically responsible and socially more humanized development fits with Tiezzi (1984) argument providing a sustainable practical concept to provide social economic development and sustainability.

For all these reasons, the promotion of a new entrepreneurial mentality based on EmpHum emerges as an interesting theoretical and practical tool for humanity to ensure the sustainability of its species by respecting the understanding Mothe Earth Biological Time.

 

References:

Giannetti, B. F. Almeida, C. M., Agostinho, F. Sulis, F. Coscieme, L., Pulselli, F. M., … & Marchettini, N. (2020). Enzo Tiezzi, turning pioneering into modern ideas: tempos, Ecodynamics, and sustainable economy. Ecological Modelling, 431.

Kim, K. C. ElTarabishy, A., & Bae, Z. T. (2018). Humane entrepreneurship: How focusing on people can drive a new era of wealth and quality job creation in a sustainable world. Journal of Small Business Management, 56(sup1), 10–29.

Parente, R., ElTarabishy, A., Vesci, M., & Botti, A. (2018). The epistemology of humane entrepreneurship: Theory and proposal for future research agenda. Journal of Small Business Management, 56(sup1), 30–52.

Tiezzi, E. (1988). Tempos históricos, tempos biológicos. NBL Editora.

Author

Caio Flavio Stettiner

Caio Flavio Stettiner

Master Teacher

Bachelor of Business Administration , specialist in Higher Education Teaching and Commercial Operations Logistics and also Master in Education , 33 years of experience as an entrepreneur and collaborator of large companies. And for the last 15 years working with consulting and training in Entrepreneurship and Logistics. Researcher in Entrepreneurship, Entrepreneurial Education and Logistics, currently Course Manager and Master Professor of the Management Course of Business and Innovation at Fatec Sebrae Business (www.fatecsebrae.edu.br).

De la Motivación Emprendedora a la Resiliencia

De la Motivación Emprendedora a la Resiliencia

De la Motivación Emprendedora a la Resiliencia

Monday, March 1, 2021, by Dra. Inés Gabarret

En esta columna vamos a hablar de un concepto muy conocido que merece que se lo vuelva a estudiar desde una nueva perspectiva. Se trata de la motivación, y especialmente el de la motivación emprendedora.

Podemos empezar por definir la motivación como una energía que lleva a la acción. Se ha estudiado mucho en el contexto de la gestión de recursos humanos, muy relacionada con el concepto de satisfacción en el trabajo. Existe una cierta identificación entre los conceptos de motivación y satisfacción laboral. La motivación también se ha definido como extrínseca, si responde a un estímulo externo, o intrínseca, en el caso de una búsqueda de interés personal.

El estudio de la motivación empresarial sigue un enfoque principalmente económico. Los economistas se preguntan por qué una persona va a iniciar un negocio en lugar de buscar un trabajo. Y la respuesta dada a esta pregunta es principalmente de orden económico: sea la falta de empleo (necesidad), sea la posibilidad de incrementar sus ganancias (oportunidad).

A lo largo del tiempo, este enfoque se ha ido completando con otros factores no económicos como la insatisfacción (en el caso del emprendedor por necesidad) o el deseo de independencia (para el emprendedor por oportunidad).

El enfoque necesidad / oportunidad es ampliamente utilizado en los estudios académicos sobre la motivación empresarial, y también en la aplicación de políticas públicas. De este modo, se espera que las empresas creadas por necesidad no generen empleo y tengan menor crecimiento, mientras que aquellas creadas por oportunidad tendrían mejores resultados.

Si bien este enfoque motivacional necesidad / oportunidad ha funcionado durante mucho tiempo, hoy en día, la pluralidad de perfiles emprendedores nos obliga a cuestionarnos nuevamente sobre los factores motivacionales. Los resultados de varios estudios llevados a cabo sobre los nuevos perfiles de emprendedores (jóvenes, mujeres, emprendedores sociales, etc.) permiten comprender la motivación como una construcción compleja y en constante evolución.

La motivación emprendedora se forma mediante combinaciones de factores internos y externos, económicos y no económicos, que serán específicos a cada individuo. La motivación no es estática. Si bien se la puede estudiar en un momento dado, resulta más lógico considerarla como un proceso.

Siendo que la motivación se considera, por definición, como una energía que conduce a la acción, ella debe estar presente constantemente para que el emprendedor pueda llevar a cabo su proyecto empresarial. Ella cambia y se transforma con el tiempo y con los encuentros permitiendo al emprendedor conectar su pensamiento y sus emociones con sus acciones, de manera iterativa y constante. El proceso motivacional parece así renovarse después de cada problema o falla, y de esta manera, estaría ligado al proceso de resiliencia.

La resiliencia es la capacidad de recuperarse frente a la adversidad. La resiliencia se ha estudiado principalmente en el caso de emprendedores en serie que crean un nuevo negocio tras el fracaso del anterior. Se estudia solo al final del proceso, mientras que la motivación se estudia solo al principio. Sin embargo, el emprendedor se encontrará con problemas a lo largo de toda la vida de la empresa. Los imprevistos y los peligros encontrados afectarán sus estados emocionales, lo que puede debilitar su motivación. La pérdida de motivación puede ser una causa de fracaso empresarial. La relación entre motivación, resiliencia y satisfacción es un aspecto importante del éxito no sólo de la creación de empresa, sino también del proceso de desarrollo y crecimiento de ésta.

Autora

Dra. Inés Gabarret

Dra. Inés Gabarret

Profesora de emprendimiento en la escuela de comercio ESSCA Paris

Investigadora en temas de emprendimiento, especializada en el estudio de los conceptos de motivación emprendedora y resiliencia, experta en incubación de empresas y emprendimiento femenino. Profesora de emprendimiento en la escuela de comercio ESSCA Paris, donde también ejerce como Decana. Investigadora asociada a la Universidad de Versalles, Francia. Consultora en temas de incubación y emprendimiento femenino.

Humane Gone Mainstream: The ESG Generation Arrives

Humane Gone Mainstream: The ESG Generation Arrives

Humane Gone Mainstream: The ESG Generation Arrives

Saturday February 27, 2021, by Ayman El Tarabishy, President & CEO, ICSB

As we think about the coming months and the start of the end of the COVID-19 pandemic, there are important lessons to consider regarding the global economy’s revitalization. This specific period of volatility will subside, but it will be replaced by a permanently shifting economic landscape in the face of climate change. Investors, specifically micro-small and medium-sized enterprises, have weathered the most challenging moments of the past year, but there is minimal safety net left. There will be an ever-increasing need to invest strategically and frugally, with magnified consequences for those who fail to adapt to emerging market trends. Therefore, the most important factors to consider are and will continue to be sustainability and frugal innovation.

How do we incorporate these ideals into the increasingly volatile business ecosystem? Morgan Stanley Investment team addresses this in a recent investment report,

“A holistic approach to sustainability—concerning disruptive change, financial strength, environmental and social externalities, and governance (also referred to as ESG)—helps us identify investment opportunities. The Global Opportunity Team has been investing since 2006 with continual evolution and innovation.”

This focus on ESG shows a significant shift underway that emphasizes human-centered (humane) investment and begins to change the emphasis on business development from quantity to quality. Finding ways to standardize these practices and create opportunities to expand at scale will be crucial in capitalizing on this emerging market.

However, the ongoing change within the business world cannot be confined to strictly environmental factors. We are on the cusp of an era that is pressured by younger generations with radically different ideas about the future than the people who have come before. The emergence of social media and the creation of “going viral” has permanently altered the business world’s fundamentals and how we relate to one another.

The increasingly prominent role that business schools play in university settings reinforces the coming generational shift and thought revolution. The rise of a new age of business ideas and the development of humane and sustainable investment strategies are inextricably bound to the explosion of business schools across the country, and the increasing role business and finance have in popular culture. Business found a way to go mainstream, and we’ve seen the consequences of this unfold, most recently with the Wall Street Bets and the un-traditional exploitation of the stock market by a group of individuals on the internet. The next step is finding ways to use the incredible grassroots energy and exposure to push humane, sustainable business and investment strategies instead of risky short-term stock blitzes. The education sector will have a pivotal role to play in discovering and standardizing methods like ESG.

These factors show that there is a desperate need for a new and innovative way of approaching investments. The individuals and businesses that can take advantage of these innovations will be positioned to succeed despite uncertain times ahead. Growing evidence suggests that ESG factors, when integrated into investment analysis and portfolio construction, offer investors long-term performance advantages. But people must be put in a position to succeed. I believe in creating space for like-minded individuals and businesses to collaborate on mutually beneficial ways of re-creating the business ecosystem in a more just and humane image.

Let us welcome the ESG Generation powered by Humane Entrepreneurship.

I have been anxiously waiting for you.

Quote from: https://www.morganstanley.com/im/publication/insights/investment-insights/ii_esgandthesustainabilityofcompetitiveadvantage_en.pdf

Author

Ayman El Tarabishy

Ayman El Tarabishy

President & CEO, ICSB

Digital Distinction with Hybrid

Digital Distinction with Hybrid

Digital Distinction with Hybrid

Saturday February 20, 2021, by Ayman El Tarabishy, President & CEO, ICSB

If you ask the average entrepreneur what lessons or skills they have learned and developed over the past year, there is one answer that comes up again and again—ZOOM (a.k.a. flexibility.) There is no flexibility in the modern business world without a digital presence. The tools exist for small businesses to create an online, global platform that can work towards various societal needs with very few input resources. The future of education is digital and tying your business’s investment in digital presence to skills training or other educational opportunities is a smart, cost-effective way of growing your footprint.

COVID-19 and the resulting changes to the day-to-day operations of millions of people worldwide have accelerated this shift towards digital infrastructure and technological competency.  At ICSB, we believe that this transition to a more global and digitally connected environment provides opportunities for all small and medium-sized enterprises (SMEs) and sustainable entrepreneurs to increase their knowledge and to network through a collection of digital conferences.

We want to emphasize that while the potential value of digital conferences and the broader expansion of technological advancement, we believe that in-person conferences and opportunities to meet and socialize remain the most ideal for a robust exchange of information and perspectives. However, in a world that continually asks us to adapt, we must continue to be ready to do so.

One of the main attractions for a digital conference is location neutrality. Conferences can be hosted from wherever, and it becomes exponentially easier for distant parties to attend events that would ordinarily have been very difficult in regular times. This approach also centers on disabled actors and other parties that require a different set of accommodations. When we say we want to build a more equitable and just world, these are some of the smaller, more complicated things we have to pay attention to.

Additionally, a digital conference’s environmental impact is a fraction of the average ecological costs that come with long-distance travel and other amenities of an in-person function. We must emphasize sustainability and consider expenses that we have historically ignored.

While this age of digital conferences and events is relatively new, there are ways to maximize your event’s effectiveness. As Lawton (2020) writes, some of the key considerations include:

  1. Timetabling of speakers should be optimized to account for the different time-zones in which speakers and participants are located.
  2. Presenters should be taught how to use the software before the conference, including optimizing their environment, lighting, positioning, and digital broadcast clothing.
  3. Audience participation via asking questions and voting in polls is essential to keep the audience engaged and scrutinize presented material.
  4. Technological failures are distracting and time-consuming. There should be a dedicated team assigned to troubleshooting and contingency plans when the issue cannot be resolved.
  5. Decide how recorded content will be made available and whether this will be restricted to registered participants or open to a broader audience.

The details will change according to the specifics of certain events. Still, we believe a foundation that emphasizes preparedness, audience engagement, and technological competency is a definite beginning as we continue to evolve our practices to meet the times’ challenges. Additionally, we believe incorporating these strategies will create a special and unique experience that does not merely look to replicate the features of a traditional, in-person event. Digital conferences and circumstances are individual and offer their own set of pros and cons. We believe we must lean into these challenges if we want to continue to succeed.

Welcome to the ICSB Hybrid World Congress in Paris, July 12-17.

Sources

Lawton, A., Harman, K., & Gupta, A. (2020, July 19). Lessons learnt transitioning to a Digital conference during the COVID-19 pandemic. Retrieved February 14, 2021, from https://adc.bmj.com/content/early/2020/07/19/archdischild-2020-319560

https://icsb.org/toptrends2021/

Ayman El Tarabishy

President & CEO, ICSB

De emprendedor a empresario y de empresario a emprendedor.

De emprendedor a empresario y de empresario a emprendedor.

De emprendedor a empresario y de empresario a emprendedor.

Monday, February 15, 2021, by Dr. Ricardo D. Álvarez Rodríguez

Tal parece que en todo el mundo arrancar empresas está de moda y que ser “emprendedor” es lo de hoy. Pudiéramos erróneamente pensar que antes de esta fiebre de startups no existían los emprendedores como tales, pero lo cierto es que desde tiempos inmemoriales siempre han existido aquellos que por alguna razón y en algún momento, decidieron correr el riesgo de intercambiar bienes de diferente valía con otras personas, buscando sacar un provecho o beneficio.

Emprendedor es aquel que independientemente de sus recursos, se compromete a resolver una insatisfacción y lleva a cabo las acciones necesarias para hacerlo, dando de inicio su palabra en garantía aún sin estar seguro de poder lograrlo. Después de un tiempo, si fue capaz de alcanzar su objetivo, con esfuerzo y perseverancia, habrá transformado su iniciativa en una empresa. Su convicción y optimismo resultan de una serie de creencias, valores y comportamientos congruentes: creer, confiar, hacer y lograr.

Conforme el emprendedor va gestionando sus recursos, ganando confianza en las propias capacidades, estableciendo sistemas y procesos para cumplir con las expectativas creadas para los clientes y que suponen el éxito de una visión futura, se va convirtiendo en empresario. Y aunque finalmente se alcance la meta, ella será efímera.

Toda empresa, a lo largo de su ciclo de vida, jamás deja de enfrentar riesgos y un futuro incierto. El ya empresario no puede dejar de ser emprendedor, porque no se trata solamente administrar bien un negocio estable y exitoso, es también entender que las personas cambian sus gustos y eventualmente desearán nuevos bienes valiosos que les proporcionen mayor utilidad. Y esperarán que alguien se los proporcione, sea la misma empresa en la que confían o buscarán a otra que esté dispuesta a hacer lo necesario para brindárselos.

Sin duda alguna, uno de los retos que enfrentan la mayoría de los empresarios es cómo poder equilibrar la administración cotidiana de la empresa sin perder a los clientes actuales, y a la vez atender la exigencia de nuevos productos, de nuevas ventajas competitivas y una rápida capacidad de respuesta. ¿Cómo ser más competitivo? ¿Cómo evitar el fracaso?

Considero que para tener una mayor probabilidad de supervivencia empresarial, que primero el empresario debe reconocer que el futuro es incontrolable, que los fracasos suceden, y que tiene a la vez, ciertas limitaciones y recursos. Segundo, que las oportunidades solamente las aprovechan quienes tienen el conocimiento y los contactos. No sólo es saber qué, cómo y el porqué hacer algo, sino también, quién o quienes pueden ayudar o impedir hacerlo. ¿Qué tanto nos preocupamos por seguir aprendiendo de los clientes y entender sus miedos, deseos, alegrías y frustraciones? ¿Por conocer a los competidores y a los posibles aliados? ¿Por imaginar cómo las nuevas tecnologías pueden cambiar la manera en que hoy hacemos las cosas? ¿Qué tanto estamos dispuestos a “resetear” nuestro propio disco duro, abandonar nuestra arrogancia y pensar en nuevas posibilidades?

Es necesario como empresarios, romper paradigmas que nos impiden re-emprender. Debemos destinar parte de nuestro tiempo a nutrir nuestro espíritu inquisitivo, a aprender cosas nuevas y practicar nuestra creatividad. Si no nos planteamos nuevos modelos y propuestas de valor, tarde o temprano las exigencias del mercado nos alcanzarán y puede que sea demasiado tarde. Entonces, como una tercera consideración, el empresario debe crear espacios para encausar distintas formas de pensar y resolver problemas sin prejuzgar, confiando en los demás, delegando, empoderando, priorizando y haciendo partícipe a todo su equipo. Si lo que realmente se busca es que la empresa sea competitiva en el contexto actual, debemos empezar por hacer cosas que antes no hubiésemos hecho. No podemos esperar resultados diferentes haciendo lo mismo de siempre. Es necesario transformarnos en empresarios-emprendedores.

Dr. Ricardo D. Álvarez Rodríguez
Catedrático, consultor e investigador en temas de Emprendimiento, Innovación, Comercialización y Gestión del Cambio. Profesor e investigador en
CETYS Graduate School of Business – Escuela de Posgrado en Administración CETYS Universidad
Tijuana, Baja California, México

 

Autor

Dr. Ricardo David Álvarez Rodríguez

Dr. Ricardo David Álvarez Rodríguez

profesor de tiempo completo e investigador en la Escuela de Posgrado en Administración de CETYS Universidad Campus Tijuana

El Dr. Ricardo David Álvarez Rodríguez es profesor de tiempo completo e investigador en la Escuela de Posgrado en Administración de CETYS Universidad Campus Tijuana (CETYS Graduate School of Business). Ha sido catedrático de la institución desde 1997. Su experiencia profesional de más de tres décadas, lo ha llevado a ocupar distintos cargos tanto en empresas de comercio detallista, servicios bancarios y financieros, como en servicios hospitalarios, medios de comunicación y agencias de publicidad.

En 1999 formó parte del equipo de dirección del periódico Frontera en Tijuana. Fue Director de Mercadotecnia en el Hospital Oasis of Hope y en Farmacias Roma. Desde 2002 es socio fundador de la empresa de consultoría Simó-Bosch Consulting, En 2013 constituyó Teknos Capital, un fondo de capital privado para empresas tecnológicas e industrias creativas en fase temprana.

Su área de investigación, docencia y consultoría está enfocada en la generación de emprendimientos, innovación, y desarrollo y gestión de empresas. Desde 2013 forma parte de la United States Association for Small Business and Entrepreneurship (USASBE) y del International Council for Small Business (ICSB). Es miembro fundador de ICSB México, organización que actualmente preside.

Industria Fintech. ¿Instituciones financieras emergentes para pymes? Entrega 2

Industria Fintech. ¿Instituciones financieras emergentes para pymes? Entrega 2

Industria Fintech. ¿Instituciones financieras emergentes para pymes? Entrega 2

Monday, February 8, 2021, by Rubén Ascúa

Es evidente que los avances tecnológicos recientes en la oferta de servicios financieros, incluidos en ellos block-chain, machine learning, inteligencia artificial, big-data, cobots y criptomonedas, están conduciendo a un cambio de paradigma que ha impulsado a reguladores, consultores y académicos a desarrollar herramientas de tecnología y gestión a la vez que llevar a cabo investigaciones académicas. En definitiva, a nivel global se ha podido verificar que han crecido tanto la cantidad de usuarios de servicios financieros “electrónicos” como la diversidad de servicios a los acceden remotamente los clientes del sistema financiero (desde el pago de facturas hasta la gestión de inversiones).

En particular se argumenta el importante aporte de las FinTechs en la mejora en la eficiencia y en la reducción de costos de acceso a los servicios financieros. Al mismo tiempo surgen nuevos desafíos para los organismos regulatorios dados los inéditos agentes y sus servicios basados en tecnología que involucran las FinTechs (esta innovación influye significativamente en un mercado financiero dominado por entidades bancarias convencionales). La mayor eficiencia de las FinTechs se materializa a través de menores costos de búsqueda y verificación y de la transmisión de información más barata y segura. A su vez, de manera prospectiva tanto consultores como académicos predicen un futuro y creciente efecto desintermediador en los servicios financieros pari-passu el desarrollo de las FinTechs, es decir, menor necesidad de intermediarios tradicionales debido al desarrollo de nuevas tecnologías(1).

Así, los financistas FinTech que en general se ubican fuera del sistema de supervisión de entidades financieras, no trabajan con depósitos y sucursales físicas, operan como intermediarios inteligentes al conectar oferta y demanda de servicios financieros incorporando análisis de grandes volúmenes de datos (big-data+inteligencia artificial) que eficientizan las decisiones y mejoran la rentabilidad de esta industria.

El servicio de financiamiento entre pares (P2P) utilizando los servicios FinTech resulta una alternativa disruptiva en el sector permitiendo que las pequeñas empresas puedan mostrar su fortaleza financiera a través del financiamiento entre pares. En el mercado hipotecario de EEUU por ejemplo, el rol de la tecnología en el otorgamiento de préstamos luego de la crisis financiera del 2008 ha direccionado el mercado hacia la industria FinTech ya que gracias a sus innovaciones tecnológicas los riesgos bajan y la eficiencia de otorgamiento de préstamos crece sustancialmente.

En las denominadas innovaciones FinTech se distinguen ocho diferentes áreas: blockchain, ciberseguridad, inteligencia artificial, dispositivos móviles (billeteras virtuales), big-data, peer-to-peer, robo-advising (cobots) e Internet de las cosas (IoT), aunque estas tecnologías no son de exclusiva utilización de la industria FinTech (2). Del análisis de datos surge también herramientas eficientes para el manejo de portafolios incluyendo algoritmos inteligentes para la toma de decisiones de inversión.


Referencias

(1) Chemmanur, T.,  Imerman, M.,  Harshit Rajaiya & Qianqian Yu (2020) “Recent Developments in the FinTech Industry” Journal of Financial Management, Markets and Institutions

(2) Gomber, P; Kauffman, R.; Parker, C. & Weber, B. (2018). “On the Fintech revolution: Interpreting the forces of innovation, disruption and transformation in financial services”, Collection School Of Information Systems Research.

Autor

Dr. Rubén Ascúa

Dr. Rubén Ascúa

Rector UnRaf

Profesor en las Universidades Tecnológica Nacional, de General Sarmiento y del Litoral en Argentina; y en la de Ciencias Aplicadas de Kaiserslautern, en Alemania. Presidente de la Asociación Civil Red Pymes MERCOSUR. President of  International Council for Small Business (ICSB 2014-2015). Director de A&M Ciencias Económicas.

Equity beyond just a conversation

Equity beyond just a conversation

Equity beyond just a conversation.

Saturday February 6, 2021, by Ayman El Tarabishy, President & CEO, ICSB

Equity beyond just a conversation.

“Equity” is something we talk about in the business and entrepreneurship worlds. Despite this focus, discussions around equity have primarily remained just that — discussions. We have failed to prioritize the action that makes too long equity possible. With the emergence of the COVID-19 pandemic, the business ecosystem’s foundations have been disrupted. We have a unique opportunity to remake the entrepreneur’s world in a more just and equitable way. We sit in a memorable historical moment, where there is an unprecedented desire for fundamental, wide-reaching change. Here at ICSB, one of the priorities we have set for the coming year is a renewed focus on equitable embodiment.

One of the core concepts in our understanding of equitable embodiment is empathy. Empathy is often thought of as the “starting point of design thinking,” and it seems perfectly reasonable that this would be a guiding principle in reimagining and reshaping our new world. We must then consider the past mistakes within this restart and rectify them. It is imperative to understand the characteristics of humanistic management, with empathy acting as an essential “driving factor for employee engagement and communicative business culture, leading to a better understanding between organizational members and stakeholders.” Empathy has been overlooked as a potential solution to fundamental issues we face, and we are committed to an empathy-centered approach here at ICSB.

As we consider ways to implement a more empathetic approach, special attention must be placed on the failures that have led us to this moment. Too often, people in charge want to talk about change without disrupting any of their current operations. This leads to an environment where the same people who have refused to create an equitable environment are responsible for implementing change with very little oversight. Going forwards, there must be increased transparency, real checks on power, and methods of accountability for those who fail to live up to the new standard.

The easiest and most efficient way to start this process is to place historically marginalized actors into actual power and institutional influence positions. At ICSB, we have seen the success that businesses and entrepreneurs have when they rely on the experiences of those who have been traditionally overlooked. These groups bring fresh perspectives on issues and the appropriate responses to them. They are often more innovative and frugal because of the restraints that have historically been placed on them. As we navigate a new and emerging world, there is much we can learn from these groups that have too often been ignored.

We understand that the process towards equity in the business and entrepreneurship ecosystems is uneven, and there is no one solution to the issues we face. But we firmly believe that empowering individuals and groups within our network is a simple, righteous step that will have enormous benefits down the road. If done correctly, these bold and straightforward ideas will create a self-sustaining, positive cycle that will continuously reproduce innovative and equitable solutions to past issues, as well as new and emerging ones we have yet to face. With unique perspectives and ideas, putting actual people into positions of power and influence will accelerate progress and show people a real change.

That is why today, I am proud to announce a new and exciting opportunity for those who want to make an actionable impact in these atypical actors’ lives. Today, we are opening up sponsorship opportunities for the ICSB WE program. WE Sponsorship will allow us to bring the education, space, and visibility to women entrepreneurs that they deserve. I invite you all to look at the many sponsorship options available so that you can actively show your contribution to womenpreneurs worldwide.

Join us.

Ayman El Tarabishy

President & CEO, ICSB