دانلود کتاب حقوقی مایع – انسان سازی و قانون

The speed, scale, and effects of change are challenging the limits of human adaptability. The pandemic has accelerated and intensified an already perfect storm of socioeconomic factors that include: digital transformation, technological advances, big data, social/political fragmentation, and climate change. These and other convergent forces are transforming our lives, business, society, and the planet. Then came the pandemic. Covid-19 has accelerated change and exposed the fragility of human networks— individual, social, business, supply chain, societal, and environmental. It has ravaged physical and emotional health, elevated uncertainty, upended routine, limited human contact, and elevated isolation. The pandemic has been a painful reminder that life is not a solitary pursuit and interpersonal contact is essential to feeling—and being— human. The pandemic has intensified the daily battle of subsistence for hundreds of millions of our fellow humans. For the more fortunate, it has provided an opportu- nity to reflect, reboot, and rebalance their lives. What is our purpose? Where do we live and work? How do we achieve balance that fulfills life’s purpose? The search for purpose has contributed to “The Great Resignation.” A record number of American workers have voluntarily left their jobs. There are many reasons, of course, and a lack of purpose—especially among Millennials and Gen Z’s—tops the list. The younger generations tend to view life more holistically and do not compartmentalize work/life/family the way their parents did. Purpose is not confined to a paycheck; it is also a voice, a team, an opportunity to collaborate, learn, grow, experiment, understand the why of work, and contribute to the common good. This is stakeholder capitalism applied to the individual. The pandemic has also contributed to dramatic demographic shifts produced by technological advances that support remote working, especially in knowledge-based industries. People are moving to where they want to live, not where their job is. They are also moving across industries. Digital transformation has accelerated dramati- cally during Covid-19, further blurring demarcation lines that once separated industries. Skilled workers, especially those that possess agile minds, are learners-for-life, possess advanced “people skills” (EQ), and can “connect the dots,” have more choices than ever before. Many have migrated to work that provides an elevated sense of purpose, not necessarily accompanied by a bigger paycheck. Purpose, balance, and understanding “the why” of work are elements of “individual stakeholder capitalism.” It is no coincidence that stakeholder capitalism and the individual version of it are converging. Business sustainability—and profit—is promoted by a clearly articu- lated, widely embraced statement of purpose and mission that commits to doing well by doing good. The key ingredients are: a humane approach not only to the workforce but also customers, communities, society, and the environment; providing value and an outstanding end-to-end customer experience; contributing to the communities business operates in and impacts; committing to diversity, equity, and inclusion (DEI) as well as environmental, social, and governance (ESG) sustainability and ethical impact; and creating a culture that respects the individual and advances the collective good. The 2019 Business Roundtable Statement, signed by 181 CEO’s of leading companies, is a blueprint for the “Modern Standard For Corporate Responsibility.” It taps into the vein of the common good, injecting purpose; diversity, equity, and inclusion; sustainability; social responsibility; and governance into business. This prescription for corporate health positively impacts a wide group of stakeholders, enabling business to do well by doing good. It has proven to be a magnet for talent, customers, and investors—a corporate virtuous circle.