The Centre for Tomorrow's Company

The Centre for Tomorrow's Company

At a glance

Causes

  • Campaigning
  • Local / community
  • Training / employment support

Other details

Geographical remit: 
Local
Charity registration number: 
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Objectives

Tomorrow’s Company is a not-for-profit think-tank that exists to inspire and enable business to be a force for good. Our goal is to encourage a business approach that creates value for staff, shareholders and society through a focus on purpose, values, relationships and the long-term. 

Our approach combines vision with practicality as we identify the changes needed to ownership and governance structures and government policy in order to create conditions in which companies can flourish. 

The strength of our work comes from our community whom we support on their journey to be a force for good. Their experience and insight provides the practical grounding to our research and offers a network of advocates for change.

Activities

Since its founding in 1996, Tomorrow’s Company has published forward-thinking research reports, toolkits and books across the areas of leadership, governance and stewardship. These have influenced a large number of key decision-makers in business and government globally. An important part of our research process is convening individuals from across the corporate and investment landscape, this helps ground our research in practical experience balanced against the desire to challenge.

At the heart of our research is the belief, supported by evidence, that companies succeed when all their stakeholders succeed, including shareholders. This is in turn best achieved by having a clear purpose and set of values that help guide decisions and behaviours, as well as a long-term view that embraces risk.

Our current focus areas are:

  • Why are companies currently not spending and investing? Does the framework for investment need updating for broader drivers of value, uncertainty and ‘winner take all’ investment returns?
  • Where is capital currently being allocated, how does this align with the needs of society?
  • How can leaders go beyond talk to embed a purpose and set of values in their organisation?
  • How can we recognise, reward and encourage a higher standard of stewardship through the investment chain?
  • Is there a risk averse approach in the boardroom? Do our governance structures need a shift in focus to value creation, rather than value protection? What are the implications for the role of the non-executive director?
  • How can we encourage a greater diversity of corporate forms?

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