Business Innovators Podcast

Business profile: Mondragon - Federation of cooperative businesses • Spain | Leveraging employee ownership as business strategy | Professor Fred Freundlich, Mondragon Unibertsitatea

In this episode, we're profiling Mondragon. The corporation is noteworthy for being one of the largest cooperatively owned businesses in the world. It has around 70,000 workers and generates approximately eleven billion euros in annual revenue. Our guest, Fred Freundlich, offers a unique and interesting perspective. He is a professor at the Mondragon University business school and also a worker-member of the cooperative. This allows him to share both his expert academic opinion and his personal experience when talking about what makes the cooperative successful. Mondragon is made up of a network of different cooperative companies focusing on a wide range of sectors, from the most primal industry agriculture to AI and advanced robotics. Founded seven decades ago in northern Spain, the cooperative was inspired by the teachings of an unorthodox Catholic priest, who you'll hear more about during the show. Its approach to sharing profits among the workforce has led to higher median incomes and lower levels of inequality in the towns where it operates. Professor Freundlich summarises the three key essential elements of the company's success as: * Shared ownership * Inter-cooperation * Work on 'soft skills' in people management A detailed breakdown of what's covered in the show is provided below. Timecodes 2:08 — Guest introduction: Fred Freundlich's role at Mondragon University 2:28 — Origins of Mondragon: the Spanish Civil War, poverty, and Father Arizmendiarrieta 3:28 — The founding vocational school and community organising under the church 5:07 — The five founders leave their employer and start the first cooperative 6:12 — How the federation is structured today: finance, retail, knowledge, and industry 6:51 — Creating a cooperative bank to fund new enterprises 7:35 — How co-ops cooperate: governance bodies, monthly management councils, and business synergies 8:39 — Profit pooling: solidarity mechanisms between co-ops in each division 10:57 — Transferring workers between co-ops; no lay-offs for economic reasons 12:23 — Worker engagement: structural governance bodies (general assembly, governing council, social council) 13:41 — Challenges to day-to-day participation; the role of leadership style and culture 14:45 — Pay ratios: how Mondragon's compressed pay scale works (max ~6:1 within co-ops) 15:52 — Advantages of compressed pay: solidarity, community development, lower inequality 18:42 — Impact on the local county: lowest poverty, highest median income, lowest inequality in the Basque region 19:03 — Disadvantages of compressed pay: some talent loss at senior levels 20:27 — Challenges recruiting engineers in a global talent market 20:45 — Profit sharing and long-term investment: how internal capital accounts work 21:48 — Membership fees and capital account structure; workers take out savings on retirement 23:04 — Three essential elements of Mondragon's success: 1) Shared ownership 24:45 — 2) Inter-cooperation — doing things together that can't be done alone 25:06 — 3) Working on the "soft stuff" — autonomy, participation, and relationships at work 26:02 — Fred's personal approach: listening, openness, and serving on elected bodies 28:09 — Closing remarks and thanks 28:21 — Host reflection: innovation as a fourth essential element; Mondragon's R&D and technology park 29:09 — How to learn more; links in show notes 29:42 — Next episode preview and sign-off Who is the episode most relevant for? Are you looking how to give workers greater ownership in your business? Are you interested in the in the history of the cooperative movement and how it functions in practice? If so, this podcast episode is particularly relevant for you. Additional resources: Book | Making Mondragón The Growth and Dynamics of the Worker Cooperative Complex [https://www.cornellpress.cornell.edu/book/9780875461823/making-mondrag-n/#bookTabs=1] (1988) By William Foote Whyte, Kathleen King Whyte Company website: https://www.mondragon-corporation.com/en/ [https://www.mondragon-corporation.com/en/] Show support: * Ease of Mind Productions – making audiobook recording easy (easeofmind.co [https://easeofmind.co/]) Connect with Us: * Website: businessinnovators.global * Email: info@businessinnovators.global * Feedback and suggestions welcome! Please rate, subscribe, and share. If you're working for or running a values-driven business and you're facing a challenge you'd like another entrepreneur's take on, you can share through this form https://forms.gle/QB7T5F16G2NZgcPdA [https://forms.gle/QB7T5F16G2NZgcPdA] We'll invite podcast guests to offer ideas and perspectives on your questions. Thank you for listening to Business Innovators. Stay tuned for more inspiration and insights you can draw on as you grow your company.

Founder interview: Poetry Pharmacy - Book seller & producer of 'poetry prescriptions' • UK | Turning a creative passion into a business | Debora Alma

In this episode, we speak to Deb Alma, the founder of the Poetry Pharmacy. Her business runs bookshops and it's pioneering a new model of selling poetry by prescribing it based on emotional needs. It's an innovative approach that many have fallen in love with, including the multi-millionaire founder of the cosmetics brand Lush. He became Deb's business mentor and encouraged her to expand. Deb was in her 40s when she first began dispensing poetry from her vintage ambulance and in her 50s when she opened her first shop. In the interview, Deb discusses her colourful and creative journey in entrepreneurship. She summarises the key essential elements her as business approach that have brought her success as: * Collaboration * Creativity * Listening * Kindness A detailed breakdown of what's covered in the show is provided below. 1:51 — The origin story 2:02 — The vintage ambulance and prescribing poetry at festivals 2:43 — Discovering the old ironmonger's shop and opening the first Poetry Pharmacy 4:56 — The early years: media attention and then COVID 6:10 — BBC Breakfast, award nominations, and early community building 6:41 — The innovative packaging: poems in pill capsules 7:08 — How the pill bottles became a bestselling product (60+ titles) 8:08 — Balancing creativity and business: work and life as one 9:30 — The turning point: meeting Mark Constantine (CEO of Lush) as a mentor 11:19 — Oxford Street concession goes viral: NBC News, Kelly Clarkson, and rapid growth 12:35 — Hiring for kindness: building a values-led team 13:57 — Publishing 8 poetry anthologies with Macmillan 14:23 — *The Poetry Business School* — the book co-written with Mark Constantine 16:13 — Inside the shops: aesthetic, events, and what makes each location unique 18:04 — Deb's keys to business success 18:53 — The future: consolidation over expansion, and saying "no" more 19:46 — Host reflections: innovation through packaging, emotional connection, and growing pains Who should listen to this episode? Are you looking to turn a creative passion into a business? Are you looking for information on how to run a bookshop? Are you looking for information on how to start a business in your forties or in your fifties? Are you looking for information of how to build a community around your business? Are you looking for information on business mentorship? Are you looking for information on how to grow a values-driven team? If so, this episode is relevant for you. Resources mentioned: * Deb Alma's blog about the challenges of scaling a business: https://poetrypharmacy.co.uk/blogs/our-journal/why-growth-can-feel-more-fragile-than-starting-out [https://poetrypharmacy.co.uk/blogs/our-journal/why-growth-can-feel-more-fragile-than-starting-out] * The poem The Arrival by RS Thomas: https://youtu.be/p2xpbdVRk0c [https://youtu.be/p2xpbdVRk0c] * The poem The Prophet by Kahlil Gibran: https://dn721709.ca.archive.org/0/items/the-prophet-kahlil-gibran/The%20Prophet_Kahlil%20Gibran.pdf [https://dn721709.ca.archive.org/0/items/the-prophet-kahlil-gibran/The%20Prophet_Kahlil%20Gibran.pdf] Company website: https://poetrypharmacy.co.uk/ [https://poetrypharmacy.co.uk/] Show support: * Ease of Mind Productions – making audiobook recording easy (easeofmind.co [https://easeofmind.co/]) Connect with Us: * Website: businessinnovators.global * Email: info@businessinnovators.global * Feedback and suggestions welcome! Please rate, subscribe, and share. Thank you for listening to Business Innovators. Stay tuned for more stories and strategies to help you grow your company.

Founder interview: Rubber Republic - Communications Studio • UK | Realigning a business with your values | Matt Golding

In this episode, we speak to Matt Golding, co-founder and head of the Communications Studio Rubber Republic. The agency was started in 2001. It made a name for itself by creating fun, irreverent content that generated millions of views for some of the world's biggest brands. In 2019, the company pivoted to working exclusively for organizations that generate positive impact. The episode is particularly relevant for listeners looking to realign their businesses with their values, implement flat management structures, and communicate in a way that connects. In the conversation we explore the essential elements of the company's approach that have brought its success. Matt Golding summarises the three key essential elements of the company's success as: * Openness * Resilience * Creativity A detailed breakdown of what's covered in the show is provided below. Guest: Matt Golding, co-founder and head of Rubber Republic. Host: Eilidh Wagstaff 1:08 - Introduction - overview of Rubber Republic 1:42 - Origin Story — Starting the business at university with two friends; DIY ethic, teaching themselves animation, games, and film on a Mac G3 2:36 - Getting Noticed — Early political satire, playful content, and people in the media reaching out 3:18 - The "Say Yes to Everything" Model — Accepting jobs they didn't know how to do, learning on the fly, and delivering under pressure 4:30 - Building the Business — Incorporating, bringing on a financial director, learning business fundamentals with gentle mentorship 6:35 - Branching Out — Political satire campaigns, getting on national TV, promoting voting among young people, working with Paramount Films 9:05 - Recruiting & Culture — Early hiring mistakes; learning to communicate values rather than micromanage; empowering people 10:09 - Growing & Separating the Businesses — Cross-subsidizing divisions, then separating them for investment and professionalisation 11:33 - Questioning Business Norms — learning where traditional business rules help and where they don't 12:28 - The Tax Conversation — Realising advisors were automatically minimizing tax 14:11 - Taking Over Rubber Republic — Running it independently; the challenge of losing co-founder balance 15:10 - The "10x the Price" Decision — Choosing to charge 10x more instead of doing 10x more work; mapping out what quality actually costs 16:37 - Pricing Strategy in Action — Landing major brands like Disney and eBay 18:50 - The Pivot to Impact — 2019 shift to working exclusively with positive-impact organizations; buying out shareholders 20:58 - Running as a Not-for-Profit — Operating lean, scaling impact not finances, bringing people together on projects 22:01 - Questioning Growth — Why bigger doesn't always mean more impact; flexible business models 23:06 - The Antidote Project & Podcast — "Screw This, Let's Try Something Else"; telling stories of community-led change across energy, food, homes, and decision-making 24:30 - Empowering Communities — Helping people at community level build the world they want; partnership with Immediate Media 26:36 - Three Key Principles — Openness, Resilience, Creativity Resources mentioned: * 'Screw this...Let's try something else' podcast: https://podcasts.apple.com/gb/podcast/screw-this-lets-try-something-else/id1863391095 [https://podcasts.apple.com/gb/podcast/screw-this-lets-try-something-else/id1863391095] Company website: https://www.rubberrepublic.com/about/ [https://www.rubberrepublic.com/about/] Show support: * Ease of Mind Productions – making audiobook recording easy (easeofmind.co [https://easeofmind.co/]) Connect with Business Innovators: * Website: businessinnovators.global * Email: info@businessinnovators.global * Feedback and suggestions welcome! Please rate, subscribe, and share. Thank you for listening to Business Innovators. Stay tuned for more stories and strategies to help you grow your company.

Founder interview: Bow Arts - Arts Provider • UK | Turning existing business models inside-out | Marcel Baettig

In this episode of Business Innovators, we profile Bow Arts, speaking to its founder and CEO Marcel Baettig. The organisation was started in the 1990s to provide affordable studio space for artists. It has grown to become one of the UK's largest providers of creative workspaces. Bow Arts is noteworthy for reinventing the business model for providing studio space. Marcel says when he was a sculptor looking for a studio, he couldn't find options that worked. Business models for renting studio space at that point were designed around "property, not artists." Bow Arts set about turning the traditional model inside out. It pioneered what it called the "holistic model" (though Marcel disliked this description for being too hippyish!). The idea was to put artists, rather than property, at the centre of the business model for providing studio space. The 'holistic model' looked at the needs artists have (for income to provide food and shelter, space to produce work, development of skills, etc.) and works to meet them. Pursuing the 'holistic model', Bow Arts expanded from providing affordable studio space to offering a whole range of support services for artists. It now provides everything from affordable accommodation to skills and training development to support for artists in marketing their work. In the interview, Marcel Baettig identifies two essential elements of Bow Arts' approach that have brought it success: 1) Forming partnerships 2) Reinvesting 3) Being a service provider, not seeking to be the centre. A detailed breakdown of what's covered in the show is provided below. 1:07 - About Bow Arts Today * Supporting 1,100+ artists with affordable workspace * Partnership with 100 schools across London * Reaching 15,000 young people annually 2:10 - Origin Story * Searching for artist-centered support models 4:41 - Finding the Space * 3-4 years searching for suitable property * Discovering abandoned 35,000 sq ft building during recession * Working with the landlord 6:33 - Rapid Growth * Filled entire building in 3 months (expected 1 year) * Incorporated and registered as charity within months * Partnership model: artists built their own spaces 8:08 - Innovative Studio Design * Semi-open plan model instead of isolated boxes * Creating a "friendly studio" reputation * Building collegiate artist community 8:47 - "Inside-Out" Model * Reaching out to schools and businesses * Creating work opportunities for artists * Flipping traditional arts organization approach 10:02 - Charity vs. Business Model * Why they chose charity status * Rejecting "funder-facing" charity culture 12:11 - Social Enterprise Approach * Removing capitalist profit extraction * Reinvesting surplus back into services * Pioneering circular economy model 13:52 - Gallery, Café & Learning Programs * Original holistic vision for artist support * Gallery as promotion space * Café as community landing zone * Educational outreach to local schools 15:42 - Artist Career Acceleration * Traditional 15-year path to financial independence * Accelerating timeline through professional skills * Reducing reliance on low-paid supplementary work 16:49 - Housing Partnerships Begin * 1995: London property market explosion * Studio and talent crisis emerging * Seeking long-term partnership models 18:35 - Creative Guardians Scheme * Partnership with Poplar HARCA housing association * Taking over residential spaces * 120 live-work spaces for artists 21:33 - Community Impact * Artists as active community members * Working in local schools * Community Arts Chest funding model 22:24 - Lessons Learned * Poplar HARCA project: 8-9 years (planned 3-4) * 2013: Artist exodus from London due to rising costs * Adapting model based on experience 23:37 - Path to Property Ownership * Started savings scheme * Living on short-term leases for decades * Need for permanence and stability 25:00 - First Purchase * Nearly 30-year wait for first building * Partnership with Mount Anvil and Peabody * 26,000 sq ft space filled in 3 months 27:19 - Growing Property Portfolio * Three properties purchased 28:00 - Financial Legacy * Reinvesting into communities perpetually * New funding model built for artists 28:55 - Key Success Principles * Partnership * Reinvestment over profit extraction * Being a service provider, not the centre Company links * https://bowarts.org/ [https://bowarts.org/] Show support: * Ease of Mind Productions – making audiobook recording easy (easeofmind.co [https://easeofmind.co/]) Connect with Us: * Website: businessinnovators.global * Email: info@businessinnovators.global Feedback and suggestions are welcome! Please rate, subscribe, and share.

Business profile: Amul - Dairy Co-operative • India | Harnessing people power | Featuring Marketing Professor Dr. K. Suresh

Show Notes: Business Innovators Podcast: Amul Episode Overview: In this episode, we explore the remarkable journey of the Gujarat Cooperative Milk Marketing Federation, better known as Amul. From starting out as a small-scale movement led by a small band of farmers to becoming a global dairy powerhouse, Amul's story is one of innovation, resilience, and the power of cooperation. Dr K Suresh, Associate Professor in the marketing faculty at Anurag University in India, shares his expert opinion on the cooperative's marketing strategy. He zooms in on some of the dynamic ways it responded to the challenges of the Covid-19 pandemic. Key Topics Covered: 1:25 - PART ONE: Delivering Value 1:28 - Founding story and mission * Protecting farmers from exploitation by middlemen * Founded by independence activist who worked with Mahatma Gandhi 1:50 - Business model: Balancing farmer and customer value 2:24 - Dr. Suresh on Amul's value philosophy * "Value for money at both ends" - affordable prices for customers, fair pay for farmers 3:11 - Product diversification strategy * Started with milk, expanded to ice cream, cheese, and more 3:38 - COVID-19 response: New product launches * Amul Turmeric, Amul Haldi, Amul Ginger (immunity-boosting milk) * 50% increase in UHT milk production for longer shelf life 4:56 - Investing in people development * Institute of Rural Management (founded 1979) * Early responsibility for professional managers * Democratic structure nurturing grassroots talent 6:02 - Infrastructure and community development * Making villages attractive places to live and work * Dairy tours to instill farmer pride 6:33 - PART TWO: Investing in Marketing 6:42 - Brand name origin * "Amul" derives from Sanskrit word meaning "priceless" 7:02 - Advertising campaign history 7:12 - Dr. Suresh on the 50-year advertising campaign * Started mid-1960s, longest running campaign in the world. Below are examples from the campaign: * Created iconic mascot: the Amul girl * "Utterly Butterly Delicious" tagline 8:33 - Marketing adaptation during COVID-19 * Sponsoring mythological TV serials during lockdown * Retro advertising: Replaying 1980s/1990s ads to tap into nostalgia 10:33 - Feature film strategy (1970s) * Crowdfunded film about cooperative's founding struggles * Commercial success and Academy Awards submission * Used for farmer recruitment 11:28 - PART THREE: Fostering Collaboration 11:34 - Democratic structure and values * 3 million farmer-owners with equal say * Open to all regardless of religion, caste, or gender * Embodies Indian Independence movement values 12:10 - Social mission and government support * Empowering farmers near poverty line * 1970s: European Economic Community donated surplus dairy products 12:34 - Overcoming opposition and smear campaigns * Dr. Varghese Kurien's response to attacks * "When power of the people is unleashed, it disturbs others" 12:59 - Scaling through collaboration * Joining with other dairy cooperatives nationwide * "One stick can be broken, a hundred together cannot" 13:20 - Partnership strategy * Deals with American and European dairy cooperatives * Direct delivery partnerships during COVID (500 resident welfare associations) 14:14 - Episode recap and closing Episode sources I Too Had a Dream by Verghese Kurien and Salvi Gouri Amul's India : Based on 50 Years of Amul Advertising by Dacuncha Communication by Santosh Desai and the Gujarat Co-operative Milk Marketing Federation Ltd. Links & Resources: * Learn more about Amul: Amul Official Website [https://amul.com/] * Show sponsor: Ease of Mind Productions – making audiobook recording easy (easeofmind.co [https://easeofmind.co]) Connect with Us: * Website: businessinnovators.global * Email: info@businessinnovators.global * Feedback and suggestions welcome! Please rate, subscribe, and share. Thank you for listening to Business Innovators. Stay tuned for more stories and strategies to help you grow your company!