Last Monday Greens Leader Christine Milne delivered a landmark speech at the University of Sydney on the next steps for global warming policy around the world and Australia’s role as we approach the 21st Conference of the Parties (COP 21) in Paris this year.
I participated in the event as one of the respondents to Senator Milne’s address and was asked to comment on ‘what role business should play in effective climate change response?’ My response is set out below, but one theme that emerged in the discussion is whether business has an ethical responsibility in its response to climate change? I argue that it does, and this excellent article by David Roberts today highlights the broader way in which climate change is being viewed as a moral imperative and why this frightens those opposed to action on climate change. This an issue business seems unprepared to deal with, but as the climate crisis worsens and its moral implications become more apparent, it is one businesses need to increasingly engage with. Continue reading Climate change as a moral issue for business?
A common theme in popular business discourse is the demise of bureaucracy and the emergence of a new, more liberating post-bureaucratic era. While subject to variation, common themes in this genre include organisations becoming less insular, hierarchical and rule-bound and more change-focused, enterprising and collaborative. Indeed, the persona of the manager as leader is a recurring image. A ‘high-flyer’, familiar with consulting and MBA techniques, experienced in a wide range of industry settings and jumping from one corporate turnaround to the next.
But as is so often the case in claims of fundamental change, there is good reason to be sceptical about the demise of bureaucracy and the birth of this ‘new’ 21st century organisational ideal. In our recent book Management as Consultancy: Neo-bureaucracy and the Consultant Manager, Andrew Sturdy, Nick Wylie and I argue that while large organisations are changing, there are also strong resonances with the past. Based on an extensive analysis of Australian and British corporations, we find that managers are becoming less explicitly hierarchical and more market and change oriented. Continue reading The Age of Neo-bureaucracy
Recently, the Balanced Enterprise Research Network (BERN) at the University of Sydney hosted a visit by Ben Caldecott, Director of the Stranded Assets programme at the Smith School of Enterprise and Environment at the University of Oxford. During his visit, Ben presented a number of very well-attended talks on the issue of fossil fuels as stranded assets and the implications for Australian investments in coal mining. Continue reading Fossil Fuels as Stranded Assets?