"Magnum prevented Ben & Jerry's from putting out a post supporting Black History Month. (Ben & Jerry's) wanted to come out with a post calling for a ceasefire in Gaza. Magnum prevented that. We wanted to support the student protesters. Magnum wouldn't allow that."
Most nonprofits begin with passion, and for good reason. A founder identifies a critical need and brings together a team that cares deeply enough to act. That kind of energy is what makes the early days possible. It drives long hours, resourceful problem-solving and a deep commitment to impact.
"I'm in favor of not having any rules against insider trading. I would like all the information out there as soon as it's available. Because look, as a society, we are better off knowing as soon as possible anything that is knowable."
The shift was apparent. People had a stake in the outcome, and they acted like it. Ideas flowed more freely, teams spotted and solved problems earlier, and employees took pride in identifying and implementing improvements.
Most for-profit companies still confine nonprofit relationships to corporate philanthropy. Donations flow through foundations, annual reports highlight community contributions, and nonprofit engagement is framed as evidence of corporate responsibility.
Defense Secretary Pete Hegseth took the unprecedented step of designating a U.S. firm-Anthropic-as a supply chain risk. Anthropic's crime? It refused to violate industry-wide protocols against using AI for mass surveillance or autonomous weapons. Hegseth's designation, which has until now been reserved for foreign firms, bars U.S. military contractors from doing business with the company.
Business growth is valuable, but too often entrepreneurs treat it as a final destination. In reality, expansion is just one part of a long-term success plan, unfolding through many smaller milestones along the journey of building a business. Here are three ways you can expertly use expansion to build on success, along with examples of companies that have handled expansion as a positive part of the success process.
Research finds that relying on regulations to determine your policies and procedures can result in ethical blindspots, or situations where people might think if there is not a rule for something, that it's permissible. After years of shifting towards values and culture-based compliance, leadership might be heading the opposite direction.
People recognize polish, but they respond to purpose. What the industry is starting to learn is that value is in the principles those tools represent. Technology is initially and temporarily impressive, whereas values are unforgettable.
In the early 20th century, sociologist Max Weber noted that sweeping industrialization would transform how societies worked. As small, informal operations gave way to large, complex organizations with clearly defined roles and responsibilities, leaders would need to rely less on tradition and charisma, and more on organization and rationality. He also foresaw that jobs would need to be broken down into specialized tasks and governed by a system of hierarchy,
In places where inclusion is part of the infrastructure of their economy-supply chains, procurement processes, capital access, or business ownership-people thrive. Inclusive economies create more resilience by expanding the base of potential business owners who can build, own, innovate, and hire. They allow more opportunities for homeownership and investing in the longevity of communities. As our economy becomes increasingly stratified and volatile, we need as much resiliency as we can get.
The corporate response to the Trump administration's immigration enforcement actions has been muted at best. After the killings of two U.S. citizens by federal law enforcement in Minneapolis, the CEOs of more than 60 Minnesota-based companies issued a carefully worded letter calling for "an immediate de-escalation of tensions." Target's incoming CEO Michael Fiddelke sent a video message to employees calling the events "incredibly painful."
CEOs are struggling to find their footing these days. Their role seemed clearer during Covid, when many executives rose to the challenge of becoming inspirational figures. They led their businesses while guiding their employees through a challenging shared experience. That was the case as well for many U.S. CEOs in 2020 when George Floyd's murder shocked the nation, and employees looked to their leaders for guidance and assurance.
As we kick off 2026, activist investor campaigns are no longer just prevalent; they are global, sophisticated, and have increasingly become an acute threat to corporate leadership. The escalating pressure is undeniable: Barclays data shows that activist investor campaigns hit a high last year - surpassing 2024 by 5% - with 32 CEOs resigning as a result (a record) - and showing no signs of slowing down.
New analysis published today (6 February 2026) reveals a structural issue that is eroding valuations, limiting exits, and trapping founders in their businesses, with around 80% of UK private companies failing to sell. The White Paper, The Owner Dependence Problem in UK SME Businesses, published by Exit Factor, highlights how excessive reliance on founders is undermining business value across the UK SME sector. The White Paper analyses businesses with annual revenues between £3m and £30m and demonstrates how owner dependence materially restricts strategic options for owners.
U.S. worker engagement has stagnated for decades, with more than two-thirds of workers feeling detached or disengaged. To reverse the trend, many executives have strived to build an "ownership culture," hoping personal responsibility will drive productivity. Yet most omit the most vital ingredient, actual ownership. We spent the past four years studying companies that committed to this missing piece, extending equity to all employees.
