adaptable to B Corp certification : the already-arrived , established one , where operations are humming along nicely and where there is the luxury of time and excess capital that can help ensure the changes will not be deleterious to the bottom line .
Richard Johnson is an author and consultant on the subject of entrepreneurship and sustainability . He was also part of the team that helped introduce B Corp to the United Kingdom . He notes that the certification “ arguably suits larger companies , with more established processes , than it does scrappy startups . The latter usually have the more ambitious impact-focused missions , but the former are very good at process and recording the good they do .”
The latter must be lean and flexible , too , something that is not necessarily in keeping with B Corp certification . Some have noted the immense accountability that comes with the process . Companies must prove they are up to standard , and the thoroughness required makes companies think about things that were hitherto off the radar – said one manager : “ We didn ’ t have an official breastfeeding policy written down simply because it never occurred to us that it was something we would need .”
Johnson noted the importance of accountability in achieving B Corp certification , which , he said , “ is as much about evidencing the good work you have done as it is the good deeds themselves ”, before adding : “ Companies who do lots of good but fail to keep a fastidious paper trail and record of all they do , may find
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