![]() “Do not waste money on gas masks or bio suits.” “Do not waste money on web sites that will submit your web site to 1 million search engines. “Do not waste money on scholarship searches that charge a fee.” “Do not waste money on fancy bows and glittery wrappings.” “Do not waste money on nice covers or binders.” “Do not waste money on superfluous jerseys, scarves, over-coats.” “Do not waste money on home equipment or health gyms.” “Do not waste money on expensive course prep stuff.” There is a premium of Internet advice on what not to waste money on besides specific video games, computer accessories and movies: 2 So he called him in and asked him, ’What is this I hear about you? Give an account of your management, because you cannot be manager any longer.’ ( Luke 16:1-2) The Intuition Quotient: Don’t Be Inept on the Jobġ6:1 Jesus told his disciples: “There was a rich man whose manager was accused of wasting his possessions. He used a dishonest crook not to teach his disciples to learn from his dishonesty but to learn despite his dishonesty not to learn from him, but to learn about him. The target group in Jesus’ parable was the Pharisees even though it is addressed to the disciples. No parable of Jesus is more controversial to tackle and more difficult to understand than the parable of the unjust steward, and critics of the Bible have a field day pointing to the apparent contradiction and questioning the propriety of the metaphor. 15% say it is equal to the employee’s annual salary, a high 42% claim it costs them two times the annual salary, a lower 26% answer to three times annual salary, a surprising 6% maintain it is four times, and a shocking 11% insist it is five times! (USA Today 7/25/06, “High Cost of a Bad Hire”) “A bad hire is worse than no hire.” (the most popular on the Net)Ī management company (Right Management) surveyed 444 human-resource professionals to determine how much it costs a company to replace an employee who doesn’t work out, including the cost of recruitment, training, severance and lost productivity. “A bad hire is the worse mistake managers can make.” The cost of making a good hire is high the cost of making a bad hire is even greater.” “Making a good hire is important, keeping a good hire is far more important.” Making profit has been justification for all nature of bad behaviour that future generations will be bewildered by.I searched the web for what makes a good hire and what makes a bad hire to the following quotes: They then persuade politicians to change or scuttle potential regulations, and remove the legality obstacle. And even if it is not legal, it has been considered legitimate for ‘business’ to invest in lobbyists (while earning a taxpayer-funded deduction for doing so). Externalities are someone else’s problem, as long as it is legal to ignore them. Business as usual: what’s the problem with it?īusiness as usual has too often been exclusively about maximising financial profit, regardless of the cost to people and planet. ![]() I now view Not Business As Usual as a next chapter of a similar message, loaded with inspiration about solutions. It was another surprising success, repaying our full investment, plus some, while laying out a powerful analysis of modern capitalism. With Carol Newell, founder of Renewal, we had made a modest investment in The Corporation, made by Mark Achbar and written by Joel Baaken. It over 100,000 views already that’s pretty good for a business documentary. I had no idea it would be such a wonderful and engaging feature length docu-film that would be compelling and viral with its noteworthy influence. I trust and respect Darrell’s intentions and his own growing sensibilities around the true purpose of business. I wanted to be part of the film because I was asked by Darrell Kopke of Institute B. Most of the characters in the film met either at SVI, or through connections and influence from SVI. SVI is a highly crafted gathering of more than 100 social entrepreneurs that is cross-sectoral, intergenerational, and peer learning-based. My less obvious involvement is as the 18-year producer of the Social Venture Institute (SVI) at Hollyhock. My direct involvement was as a social venture capitalist having a conversation with the filmmakers about these topics. What’s your involvement and why did you want to be part of it? ![]() Externalities are part of the puzzle to resolve, essential to success. These people are using business for career, financial success and contribution to the larger community. The filmmaker and the subjects of the film’s inquiry are all Vancouver, Canada-based entrepreneurs. The film juxtaposes the Milton Freidman mindset of modern industrial economy where externalities are someone else’s responsibility, with a modern advanced integrative model.
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