The Power of Business and the Private Sector

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After helping set the u. N targets for two thousand 30, paul used them at uni lever to help re define the boundaries of the firm's brands and instell each with a new sense of purpose. All of our brands got a mission to fulfil some of these needs as expressed in the sustainable development gol. So that's how we got into building toilets as a corp purpose and er bringing self esteem to women,. protect our forests and our natural resources. Imagine the organization he set up mobilize business leaders to tackle climate change and global inequality. We found that if we can get these cos together, they actually collectively become more courageous. They listen to each other, they drive each other higher

When Paul Polman joined Unilever as CEO in 2009, the consumer goods company – home to 400-plus brands including Dove soap, Ben & Jerry’s, and Vaseline – had been stagnated with years of lackluster performance. His famous turnaround of the company centered around his ability to redraw the boundaries of Unilever’s mission to emphasize sustainability and long-term growth. He’s a perfect example of why every leader should consistently reexamine the boundaries that limit their business – and be prepared to redraw them as you grow. By redrawing boundaries, you can reinvigorate your team with a new sense of power. As Polman says, “You cannot change people's behaviors if you only work on the purpose – and don’t change the boundaries around it that drive people's behavior.”

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