John Elkington

and also i don't think it's true because if you look particularly at the technologies and what they're enabling this is a much better future but we need to be able to communicate that so The book was going to be called Regeneration.

And then John Elkington said to me, when I was just about to publish, do you know that Paul Orkin is about to come out with a book called Regeneration? So I spoke to Paul and I said, look, we're very complimentary on what we're trying to get across here, but let's not create confusion.

So I renamed it to Thriving.

And In retrospect, I don't regret that because regeneration suffers a little bit from the same problems as sustainability in that it's a bit of a jargon word.

It still takes a lot of faith and a willingness to be, frankly, a bit unreasonable.

John Elkington called them unreasonable people, the ones who don't just tweak a model.

They push against an economy wire to price profit above everything.

I'm into that word.

Has anybody here heard about the triple bottom line, people, planet, and profit? I'm glad you have.

Did you also know that in 2018, John Elkington recalled the triple bottom line? It was another moment in history, the first time ever a sustainability concept has been recalled.

Do you know why the backstory of that is? And I think Daniel probably knows the backstory.

But he was at the World Business Council for Sustainable Development.

Matter of fact, Mariana Mazzucato just wrote a great book called The Big Con, talking about accounting firms and how they're playing in wrong areas.

So it's really a nudge for everyone to put those core principles in their organization, what I mentioned before.

How can we get sustainability, ESG, and then John Elkington's responsibility, resilience, and regeneration into our business models, and that we have ownership of it, but we actually walk the talk.

We actually change our organizations, and there's one other, There's two things to finish answering that question.