Capitalismo consciente--uma nova era econômica: Thomas Eckschmidt at TEDxLacador — Transcript

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1. 0:00Translator: Claudia Sander Reviewer: Denise RQ
2. 0:08I am a capitalist, and I believe in profit.
3. 0:12(Laughter)
4. 0:15What we've learned so far from capitalism along all those years
5. 0:19is that it created a lot of wealth to us.
6. 0:22It helped us to develop
7. 0:25but looking carefully, we also realize that it is destroying value.
8. 0:32So, to know how to improve this, we need to understand what is happening.
9. 0:37Why are we destroying value with the current system?
10. 0:41About 25 years ago another economic system imploded,
11. 0:46and the way it is, it seems that capitalism goes in the same direction.
12. 0:50We watch and think, "Are we going to be out of options?"
13. 0:54"Which one will be the next economic movement or economic system?"
14. 0:59To understand what is going on, we need to access the root cause,
15. 1:03understand what is happening with this system, so we can try to fix it
16. 1:07and create a new form of economic system to live with.
17. 1:12Then a first theme here, burning in hell,
18. 1:16is institutions' credibility.
19. 1:21Large companies have the lowest credibility level of recent years.
20. 1:26This is a survey done in the United States.
21. 1:29Credibility is so low that can be compared to Congressmen's credibility.
22. 1:33It couldn't be worse, right?
23. 1:35Only as a reference:
24. 1:37religious institutions' credibility is a little higher, but also declining.
25. 1:42As this institutions' credibility problem wasn't enough,
26. 1:46another problem is that all those people earning wages to work
27. 1:51have engagement problems.
28. 1:53Twenty percent of those guys play against their teams.
29. 1:55They are internal terrorists inside organizations.
30. 1:59Fifty percent play only to fulfill the fixture.
31. 2:04They do only when they are asked to,
32. 2:06they deliver only when they are chased up.
33. 2:08The championship is over, there is already the champion and the downgraded team,
34. 2:11and I have a game to play.
35. 2:13Scoring a goal or not, winning or losing,
36. 2:15I won't move in the table, nothing will change.
37. 2:17People come to work and leave as soon as they can. It's 5pm, they leave.
38. 2:21Thank God we have 30% of people who are still engaged.
39. 2:25And when I saw that 30% are engaged, I said,
40. 2:28"Where is this? What is happening? Is there any sector where this is better?"
41. 2:33Then I found an increasing group.
42. 2:38Which group is this?
43. 2:39We have this group here.
44. 2:41Nearly everybody.
45. 2:43It is the voluntary work team, that does without receiving.
46. 2:47Then you say, "Gee!"
47. 2:49And this is a statistic from the American government.
48. 2:54So there is a place where people are more engaged in what they do.
49. 2:59How do we learn those things? What is happening?
50. 3:02And the last point:
51. 3:05when we look at our planet, 6, 7 billion inhabitants, and we say,
52. 3:08"Development is having the same standards as the United States, Europe, Japan."
53. 3:14But if the entire world consumes the same way those guys do,
54. 3:19we will need, at least, the resources of four planets.
55. 3:25So this is not the way, right?
56. 3:29Because when we have to throw something away,
57. 3:32we throw it away in the garbage can.
58. 3:34In some places we separate, recycle.
59. 3:37But when the planet needs to throw something away, where does it go?
60. 3:42We can't hide it.
61. 3:43We are in a destructive movement.
62. 3:47Do you agree?
63. 3:49Considering all that, there is a new movement emerging.
64. 3:53A movement that will allow us to produce more,
65. 3:56to produce better, and with more quality.
66. 4:02This movement is the "conscious capitalism".
67. 4:05Conscious capitalism is a different way of capitalism.
68. 4:11What is this different way of capitalism?
69. 4:13It starts with a higher purpose.
70. 4:16It's purpose is other than profit.
71. 4:19Profit becomes the consequence of this purpose.
72. 4:23Another important thing in this conscious capitalism movement
73. 4:27is the concept of "stakeholder".
74. 4:29What is a stakeholder? They are the participants.
75. 4:32In a company, they are the employee, the client, the supplier, the community.
76. 4:37I will explain a little more about stakeholders later.
77. 4:39The third point is the conscious leadership.
78. 4:42We can only start a movement towards conscious capitalism,
79. 4:46with a conscious leader, who will take us there.
80. 4:48With a bigger purpose, in order to engage stakeholders.
81. 4:52And from that we can create an engaging culture,
82. 4:55a transforming culture.
83. 4:57Those four elements will define
84. 5:00a new kind of company, the conscious company.
85. 5:03When we have several conscious companies,
86. 5:06we'll be at a conscious capitalism system.
87. 5:13So, to be clear,
88. 5:16we are in a moment of life, of mankind -
89. 5:21we have the highest educational level mankind has already had.
90. 5:28We are more connected than we have ever been.
91. 5:33We have access to information -
92. 5:36an ordinary person today has access to more information,
93. 5:39than the richest person, ten years ago.
94. 5:43And the most interesting: the fact that we are connected.
95. 5:45Fifty years ago, half the population had never made a phone call.
96. 5:50Today we have more active telephone lines than inhabitants in the planet.
97. 5:56This shows that we are in a transformation moment.
98. 6:00And in this transformation moment, we can choose: to be a protagonist,
99. 6:04take the lead and make the transformation;
100. 6:06or wait for the next train, be a mere supporting actor.
101. 6:11So this is a moment of big transformation of the society;
102. 6:14let's be protagonists.
103. 6:18Let's be protagonists of the transformation of capitalism,
104. 6:21starting to work with purpose, in order to engage stakeholders,
105. 6:26engage participants - employees, clients, suppliers -
106. 6:30engage everyone with a leader who will take us through this path,
107. 6:35and create this culture of transformation.
108. 6:39I will draw a parallel with my work.
109. 6:42I work in the food production chain.
110. 6:45Something cool about the food production chain
111. 6:49is that, even so it is a very fragile sector,
112. 6:51it is also a very powerful sector.
113. 6:54Why?
114. 6:55Why is it so powerful?
115. 6:57Because food is the biggest social network in the world.
116. 7:01Food joins people to produce,
117. 7:05to prepare, and to consume.
118. 7:09In addition, the majority of celebrations involves food,
119. 7:12so it is very important in our lives.
120. 7:16So our work was a work of integration.
121. 7:19We created an integration methodology in the production chain.
122. 7:22We take this guy here in the producer, in the middle, isolated,
123. 7:25and integrate him with the whole production chain.
124. 7:28That work generated from digital inclusion -
125. 7:32because we arrived where Google didn't arrive -
126. 7:36to income and revenue improvement;
127. 7:39profits of all participants in this methodology increased.
128. 7:42What? Profit? Traditional capitalism?
129. 7:45No. The difference is that profit was the result of joint effort,
130. 7:49not from isolated effort.
131. 7:52And this made the big difference.
132. 7:55And when we watched and asked, "What are we effectively doing?"
133. 8:00Mission, vision, this is something difficult to explain to producers.
134. 8:03So we said, "Let's create a belief, what do we believe we are doing?"
135. 8:07We are transforming the food production chain. How?
136. 8:11"The path to result depends on everyone."
137. 8:15And each one achieves the aimed result.
138. 8:17Some people want profit, others want quality, quantity, and so on.
139. 8:20And when we talk to the producer, we explain,
140. 8:23"If one steps on the tomato, everybody splits."
141. 8:26If there are news about contaminated tomatoes,
142. 8:29what happens with the market?
143. 8:30Everybody stops buying tomatoes.
144. 8:32Indiscriminately, it doesn't matter
145. 8:34if I produce organic or conventional tomatoes;
146. 8:36if the excess of pesticides was here or there, everybody loses.
147. 8:39So the path to results depends on everyone.
148. 8:41This was the belief we built into our system, within our process.
149. 8:46Then we realized how people ended up earning more money.
150. 8:49We started to realize
151. 8:50the producer's performance across the food chain.
152. 8:53And then quality and quantity were not a paradigm any more.
153. 8:58You only reach high quality levels when you have low quantities.
154. 9:01Or, when you produce high quantities, quality lows.
155. 9:04We were able to break this paradigm.
156. 9:08And this is the traditional paradigm of capitalism:
157. 9:12someone wins and someone loses.
158. 9:15We changed this -
159. 9:16When we aligned the food chain around a common purpose, everybody won.
160. 9:21Everybody understood where losses were happening.
161. 9:26And watching this story, where is the purpose?
162. 9:30Let's go back to the conscious capitalism: our belief was the purpose.
163. 9:33"The path to results depends on everyone."
164. 9:36Second, stakeholders. Who are the stakeholders?
165. 9:39The most famous stakeholder is the shareholder, the investor.
166. 9:42He invests at the beginning, and receives leftover money at the end.
167. 9:45So he makes a lot of pressure to have money left over from the business.
168. 9:49But the stakeholders, all the participants, recognized
169. 9:52that the chain strength is on its weakest link.
170. 9:56If this link breaks, everyone loses.
171. 9:59And we can't let anyone loses,
172. 10:02otherwise the chain will blow away.
173. 10:07Within this idea, when we look at the concept of sustainability,
174. 10:13we have in mind the traditional concept, the three circles:
175. 10:16environmental, social and economic.
176. 10:18The economic circle is the company, where profit lies.
177. 10:21There is not such thing as intersection.
178. 10:24This is an academic illustration, and it went wrong,
179. 10:28because when someone has an environmental problem
180. 10:30he invests in a school from a poor neighborhood.
181. 10:34Just as a magician, "Look at this hand here!"
182. 10:36while the other hand makes the trick on the other side.
183. 10:40So it is important to know that this is the new stakeholder's vision.
184. 10:46There is only one planet.
185. 10:47We won't have four planets to supply our demands.
186. 10:50We have only one.
187. 10:52Community is embedded in our environment, in our planet.
188. 10:56And, the most important, business is embedded in the community.
189. 10:59The day we start looking this way, we will get a better sense
190. 11:02that there is no intersection.
191. 11:05One circle is embedded in the other.
192. 11:09To illustrate the collective impact of the stakeholders,
193. 11:14this is an Olympic Stadium,
194. 11:16where we have two different 400 meters races.
195. 11:19In one of them, the athlete runs alone and the world record stands on 43 seconds.
196. 11:25But when you gather four runners to run together,
197. 11:27in a coordinated, synchronized manner, with the purpose to win,
198. 11:32they are able to run the same track
199. 11:35in 36 seconds.
200. 11:37In other words, together we don't just go further,
201. 11:41we can also go faster.
202. 11:43So, that is the stakeholder paradigm.
203. 11:45We must work together to reach best results.
204. 11:50So the trade-off paradigm we live today is over.
205. 11:55I can't have something despite of something else.
206. 11:58We need to accept that everyone has to win.
207. 12:01We have to create value so that everybody participates equally.
208. 12:05Otherwise, one day the chain will break.
209. 12:09What is the difference on this race?
210. 12:12The finish line is a finite metric.
211. 12:17Different from the purpose, which is infinite.
212. 12:20Talking about purpose,
213. 12:22there is one which is always interesting to illustrate,
214. 12:27"To organize all information of the world and make it universally accessible."
215. 12:32Every minute, every second, we have more information available.
216. 12:35So this never ends.
217. 12:38This is a kind of purpose.
218. 12:39The purpose to serve.
219. 12:41The strongest purposes out there are those to serve.
220. 12:49Returning to the third principle - we talked about purpose and stakeholders -
221. 12:54leadership.
222. 12:55Leadership in conscious capitalism
223. 12:58is not a revolutionary bottom-up movement.
224. 13:01Why is that?
225. 13:03Because somebody in economy, in a company, owns the right to decide.
226. 13:08This is not a democratic decision made by a council.
227. 13:13Someone owns the right to decide how company's resources will be used.
228. 13:17So the leadership has a critical role.
229. 13:21The leader must have a distinctive consciousness level.
230. 13:25When we talk about leaders we always remember a speech
231. 13:27that occurred at this square in the United States,
232. 13:30during Civil Rights Movement,
233. 13:34and one person, when telephone services were limited
234. 13:38and internet did not exist, gathered 250,000 people,
235. 13:42not to say that he had a plan, a finite idea, "We will go there..."
236. 13:47"I have a dream."
237. 13:50This is a purpose. It has the power and engages people.
238. 13:57And with all those principles we created this.
239. 14:02A culture with power to transform.
240. 14:04A group of people,
241. 14:06highly engaged,
242. 14:09to reach such a goal.
243. 14:12Those from Rio de Janeiro know,
244. 14:13whoever experienced a samba school parade understands its power.
245. 14:17How long do people work for one day?
246. 14:20Sometimes for one parade?
247. 14:22So this is the power of a purpose, to transform and create a culture
248. 14:27with all this power.
249. 14:30Within our universe where corporations have the lowest level of credibility,
250. 14:37people are not engaged, there are internal terrorists where they get paid to work -
251. 14:43non-remunerated activities raise engagement,
252. 14:46people have more interest.
253. 14:49Our consumption level is out of reality.
254. 14:53These are problems we have to face.
255. 14:55And conscious capitalism can help us with this.
256. 14:59So within this approach of conscious capitalism,
257. 15:03doing good is not a good business, it is the best business.
258. 15:07For those skeptics,
259. 15:08companies classified into this model -
260. 15:12in the last 15 years their stocks
261. 15:16increased value ten times more than average market.
262. 15:21What does this mean?
263. 15:23In 15 years, market index raised 160% in the United States.
264. 15:27Companies with these characteristics raised 1,600%.
265. 15:34That is such a difference.
266. 15:35Those who don't believe in purpose,
267. 15:37believe this way returns more money.
268. 15:41So today we have the opportunity
269. 15:46to live the most meaningful and impactful life
270. 15:50a human being have ever had the chance to live.
271. 15:53I invite you all to look for purpose, to work with purpose,
272. 15:59and engage with business and companies that have a purpose,
273. 16:03to create this conscious capitalism.
274. 16:06Thank you.
275. 16:07(Applause)