The Corporate To Do List.
| Do nothing | Business-as-usual, profit maximization, shareholder value prioritization |
| Do what pays now | Adopting sustainability measures that generate return on investment |
| Do our fair share | Acknowledging the need for change, assuming a subjective level of responsibility within existing business model |
| Do mission zero | Do no harm, aiming for net-zero impact, do less bad |
| Do the doughnut | Regenerative business design, make a positive impact on nature and society |
| Do nothing | Business-as-usual, profit maximization, shareholder value prioritization |
| Do what pays now | Adopting sustainability measures that generate return on investment |
| Do our fair share | Acknowledging the need for change, assuming a subjective level of responsibility within existing business model |
| Do mission zero | Do no harm, aiming for net-zero impact, do less bad |
| Do the doughnut | Regenerative business design, make a positive impact on nature and society |
Source: Based on Raworth (2017). This is an interpretation of theory, not an adaptation of a figure.
Sharing content requires targeting cookies to be enabled. Please update your cookie preferences to use this feature.