Issue 009 / JOBS!, Python Farms & What The Amazon-Whole Foods Merger Means For Conscious Capitalism

Reconsidered is a bi-weekly newsletter curating thought-provoking content on corporate social responsibility, sustainability and social impact. Click here to subscribe. 


Lots afoot at Reconsidered — including a new website facelift! 💁 

When I'm not curating this newsletter, I help organizations build impactful social responsibility strategies, communications and community – all with the goal of driving positive behavior change. The new website reflects this and dives deeper into the different services I offer. Click on over to learn more! And shoot me an email if you think we can work together.

I'm also excited to introduce a new Reconsidered feature — a bi-weekly listing of the coolest Social Impact Jobs to cross my radar. The first list includes exciting opportunities with Facebook, GOOD, Hasbro and The Walt Disney Company. Scroll down for the full listing. And if your company is hiring, let me know! I'm happy to spread the word.

'Til next time,
Jess


This Week's Five Links

So Much for “Conscious Capitalism”Slate
Last week’s Amazon-Whole Foods merger generated a lot of buzz about the future of retail. Less discussed is what the merger means for “conscious capitalism” — the phrasing pioneered by Whole Foods CEO John Mackey to describe his social and environmental approach to running the business. This Slate article is an exception and questions how the Amazon acquisition tests not just Whole Foods' commitments, but triple bottom line business models more broadly.

Luxury Brands Are Snapping Up Farms to Control their Supply Chains — Business of Fashion
Hermès breeds alligators in Louisiana. Paolo Zegna owns a stake in an Australian sheep farm. Kering recently bought a python operation in Thailand. In their push to embrace vertical integration, luxury fashion houses are building supply chains that go to the source of precious raw materials. The strategy allows them to build competitive advantage, as well as (in theory) protect animal rights and market sustainability credentials to increasingly conscious consumers. 

One Way to Fix Uber: Think Twice Before Using ItThe New York Times
Oh, Uber. Where even to begin? The scandals that have emerged in recent weeks are shocking to the senses. Yet, it’s still the go-to ride-sharing app for millions of people. If you don’t think Uber deserves to be behind the wheel of the transportation revolution, columnist Farhad Manjoo says you have the option (for now) to choose differently.
TAKE ACTION → #DeleteUber... or at least consider other transport options the next time you turn to use it.

Big Brands, Big Impact: A Marketer’s Guide to Behavior Change
This fascinating report centers on the ways that CSR teams can partner with marketing teams to encourage consumer behavior change. A project of the Sustainable Lifestyles Frontier Group — a coalition of brands facilitated by BSR and Futerra — the report shares research findings and case studies from five global companies: AT&T, eBay, Johnson & Johnson Consumer Inc., McDonald’s and Walmart.

Online Course: Who Made My Clothes? — University of Exeter
Fashion Revolution has teamed up with the University of Exeter to introduce a free online course that explores the intricacies of global apparel supply chains. The interdisciplinary course kicks off on June 26th and runs for three weeks.


Ride-sharing, as an industry and a civic utility, is too big an idea to be left to a company like the one Uber is now. The company that wins this industry is bound to become one of the world’s most powerful corporations. Its executives and culture will indirectly shape how we build cities, how we use energy, how we employ and pay people.
— Farhad Manjoo in "One Way to Fix Uber: Think Twice Before Using It" (The New York Times)

Spotlight: CEO Action for Diversity & Inclusion

Last week, more than 175 companies signed on to CEO Action for Diversity and Inclusion, an executive-led alliance focused on the following commitments:

  1. We will continue to make our workplaces trusting places to have complex, and sometimes difficult, conversations about diversity and inclusion
  2. We will implement and expand unconscious bias education
  3. We will share best—and unsuccessful—practices

Commitment #3 has resulted in a robust library of "Actions" — company-submitted case studies on topics like family leave policies, business resource groups, mentorship programs, pay parity efforts, and more. "Our focus is not on metrics, but creating a forum that will help many companies benefit from sharing their experiences, both successes and failures," said Julie Sweet, CEO of Accenture North America and an early supporter.



Reconsidered is curated by Jessica Marati Radparvar. If you enjoyed reading it, please consider sharing it!