Latest news with #Governance
Forbes
19 hours ago
- Business
- Forbes
What Rome Teaches Us About Organizational Collapse
Organizational Collapse is a Behavioral Issue Standing in the ruins of the Roman Forum earlier this month, I wasn't thinking about emperors or empires. I was thinking about behavioral signaling. Rome was not just a political structure. It was a behavioral ecosystem that coordinated infrastructure, logistics, and governance across an astonishing geographic span. Its eventual unraveling was not the result of a single external shock. It was the gradual breakdown of coherence, purpose, and adaptive signaling. That is the biology of organizational collapse. Much like today's organizations, Rome scaled by shaping shared behaviors rather than managing every decision. And like many institutions now under pressure, it collapsed when those behavioral norms began to drift. Research in adaptive performance supports the idea that healthy systems evolve through tight feedback loops and behaviorally grounded coherence—not through rigid control. Cultural Norms and Organizational Collapse Rome's cohesion was driven not only by military power but by its ability to export shared norms. Law, language, ritual, and civic behavior allowed people across regions to operate within a common framework. These norms functioned like a behavioral operating system. In modern organizations, culture plays a similar role. It creates alignment without requiring constant oversight. When that alignment breaks down, confusion follows. Research on ritual and group cohesion shows that shared behaviors reduce conflict and increase cooperation. The erosion of those behaviors often marks the first phase of organizational collapse. Infrastructure Signals That Foreshadow Organizational Collapse The phrase 'All roads lead to Rome' wasn't just literal. Roads, aqueducts, and trade routes served as both physical and behavioral signals. They communicated stability, competence, and trust in the system. The same holds true for modern companies. Infrastructure like meeting rhythms, onboarding practices, decision protocols sends cues about what matters. In high-performing teams, those signals are intentional and aligned. In teams drifting toward dysfunction, infrastructure becomes erratic or symbolic rather than functional. As infrastructure decays, so does behavioral clarity. Bread, Circuses, and the Biology of Organizational Collapse Bread and Circuses Late-stage Rome turned to spectacle. Bread and circuses, free grain and gladiatorial games, were used to distract and pacify. What began as strategy became dysfunction. Over time, civic engagement was replaced by passive consumption. Organizations can fall into the same behavioral pattern. Perks and messaging may offer temporary lift, but when they substitute for meaning, they become distractions. Research on dopamine-driven reward cycles shows how short-term stimulation reduces long-term engagement. When the core purpose weakens, organizational collapse often follows behind the scenes. Over-Optimization Can Precede Organizational Collapse The Pax Romana offered peace and stability, but also led to over-centralization and stagnation. The system became optimized for efficiency rather than adaptability. When change came, the empire was brittle. Biological systems mirror this pattern. Monocultures perform well in controlled environments but fail under stress. Healthy ecosystems like and healthy organizations, build in complexity, redundancy, and flexibility. When everything is streamlined for speed or cost, resilience is sacrificed. What seems lean and effective may actually be vulnerable to collapse. Power Without Reciprocity and Organizational Collapse Rome transitioned from a participatory republic to an autocratic empire. As decision-making became concentrated, feedback loops weakened. Those in power stopped responding to the people they governed. Organizations face the same risk. As leadership structures flatten or centralize, they may become disconnected from the broader system. Studies in primate social structures show that dominance without reciprocity does not produce stable groups. In organizations, the absence of reciprocal trust leads to disconnection and decline. Once again, organizational collapse begins when behavioral cues no longer generate productive response. Organizational Collapse Starts From the Inside By the time foreign forces reached Rome's borders, the collapse had already begun. Corruption, disengagement, and elite disconnection weakened the system from within. The final blow was external, but the rot was internal. The same is true in companies. Competitor disruption or market crisis may appear to trigger failure, but in most cases, the signals had been pointing toward collapse for years. Strategic misalignment often begins with cultural drift, disengaged leadership, and incoherent infrastructure. From Collapse to Behavioral Repertoire Rome's story is more than history. It is a lesson in behavioral biology. Systems that rise through coherence fall when their signals fragment. Leaders today may not govern empires, but they do shape ecosystems of behavior. In my work helping leaders build behavioral fluency, I emphasize the importance of warmth, competence, and gravitas, three visible signals that allow others to interpret and respond. These are not traits; they are behaviors we can observe, tune, and strengthen. Organizational collapse is rarely sudden. It begins with subtle erosion. The most resilient leaders are those who invest in clarity of structural and behavioral signal long before failure is visible. Collapse is not inevitable. But coherence must be cultivated. From empire to team, it is the biology of behavior that holds systems together.
The Hindu
2 days ago
- Health
- The Hindu
Over 10,000 people with disabilities newly identified in Coimbatore
Over 10,000 people with disabilities have been identified in Coimbatore district through a door-to-door survey being conducted as part of the Tamil Nadu RIGHTS (Rehabilitation, Inclusion, Governance, Holistic Empowerment, and Transformation for Social Change) Project. The initiative, which began in June this year, is being implemented by the District Differently Abled Welfare Office in coordination with the project team. A total of 193 community rehabilitation workers and facilitators have been deployed to collect data from households across the district. The survey, based on a 77-point questionnaire, gathers information on the type and degree of disability, educational and employment background, and access to government support. According to P. Sundareswaran, Project Officer for the T.N. RIGHTS Project in Coimbatore, 10,268 individuals have been newly identified so far. While official records list around 24,568 persons with disabilities in the district, the actual number is expected to be higher. 'Our challenge is identifying individuals who have not disclosed their disabilities due to stigma or lack of awareness,' Mr. Sundareswaran said. 'Some have acquired disabilities due to accidents but have not come forward to seek support. We are addressing this through focused awareness efforts.' The data will be used to update the Social Registry Enrolment, link eligible individuals to government schemes, and support future policy planning. According to officials, around 33% of the survey has been completed so far. Once the exercise concludes—expected by the end of September 2025—medical camps will be organised to assess individuals and issue disability certificates.
Yahoo
4 days ago
- Business
- Yahoo
Bureau Veritas expands its footprint in new strongholds through acquisitions in Cybersecurity, Nuclear and Transition Services
PRESS RELEASE Paris – July 25th, 2025 Bureau Veritas expands its footprint in new strongholds through acquisitions in Cybersecurity, Nuclear and Transition Services Bureau Veritas, a global leader in Testing, Inspection, and Certification services (TIC), announces three targeted acquisitions in the fast-growing sectors of Cybersecurity, Nuclear, and Transition Services as the company creates new portfolio strongholds. Bureau Veritas has signed an agreement with Dornier Group to acquire its Dornier Hinneburg subsidiary in Germany to strengthen its nuclear industry capabilities. It also signed agreements to acquire Institute For Cyber Risk (IFCR) to establish a foothold in Nordic cybersecurity markets, and EcoPlus in South Korea to expand its sustainability consulting services. The intended acquisition of Dornier Hinneburg in Germany would be an important move for Bureau Veritas to expand its services to the growing nuclear sector. The company provides technical advisory services and radiation protection related to decommissioning of nuclear facilities. It employs 108 highly skilled experts and generated €14 million in revenue in 2024. To further accelerate its development in cybersecurity, Bureau Veritas signed an agreement to acquire Institute For Cyber Risk (IFCR) expanding its footprint in the Nordics. Located in Denmark, IFCR specializes in Governance, Risk, and Compliance (GRC), offensive security, and cybersecurity training. It employs 25 highly skilled professionals and generated €3 million in revenue in 2024. This acquisition is in line with the LEAP I 28 strategy to rapidly develop the Company portfolio in this sector. Bureau Veritas continues to strengthen its footprint in Sustainability services, addressing the fast-growing Transition Services market. The Company signed an agreement to acquire EcoPlus in South Korea, specialized in Life Cycle Assessment (LCA) certification. This acquisition of a growing startup integrates 12 skilled engineers in a highly coveted market, with revenue of c. €1 million. Hinda Gharbi, Chief Executive Officer of Bureau Veritas, comments: 'These three transactions in Cybersecurity in Denmark, in Nuclear in Germany, and in Transition Services in South Korea are a continuation of our LEAP I 28 strategy's focused portfolio approach to accelerate our growth. It demonstrates Bureau Veritas' commitment to creating new strongholds in high-growth markets. These acquisitions expand our geographical footprint and create greater value for our customers in these highly technical and specialized fields. I look forward to welcoming all our new colleagues to Bureau Veritas.' *** About Bureau Veritas Bureau Veritas is a world leader in inspection, certification, and laboratory testing services with a powerful purpose: to shape a world of trust by ensuring responsible progress. With a vision to be the preferred partner for customers' excellence and sustainability, the company innovates to help them navigate in 1828, Bureau Veritas' 84,000 employees deliver services in 140 countries. The company's technical experts support customers to address challenges in quality, health and safety, environmental protection, and Veritas is listed on Euronext Paris and belongs to the CAC 40, CAC 40 ESG, SBF 120 indices and is part of the CAC SBT 1.5° index. Compartment A, ISIN code FR 0006174348, stock symbol: BVI. For more information, visit and follow us on LinkedIn. Our information is certified with blockchain that this press release is genuine at ANALYST/INVESTOR CONTACTS MEDIA CONTACTS Laurent Brunelle Anette Rey +33 (0)1 55 24 76 09 +33 (0)6 69 79 84 88 Colin Verbrugghe Martin Bovo +33 (0)1 55 24 77 80 +33 (0) 6 14 46 79 94 Karine Attachment 2025 07 25 - Press Release - BV expands its footprint in new strongholds_Vdef
Yahoo
4 days ago
- Business
- Yahoo
Bureau Veritas expands its footprint in new strongholds through acquisitions in Cybersecurity, Nuclear and Transition Services
PRESS RELEASE Paris – July 25th, 2025 Bureau Veritas expands its footprint in new strongholds through acquisitions in Cybersecurity, Nuclear and Transition Services Bureau Veritas, a global leader in Testing, Inspection, and Certification services (TIC), announces three targeted acquisitions in the fast-growing sectors of Cybersecurity, Nuclear, and Transition Services as the company creates new portfolio strongholds. Bureau Veritas has signed an agreement with Dornier Group to acquire its Dornier Hinneburg subsidiary in Germany to strengthen its nuclear industry capabilities. It also signed agreements to acquire Institute For Cyber Risk (IFCR) to establish a foothold in Nordic cybersecurity markets, and EcoPlus in South Korea to expand its sustainability consulting services. The intended acquisition of Dornier Hinneburg in Germany would be an important move for Bureau Veritas to expand its services to the growing nuclear sector. The company provides technical advisory services and radiation protection related to decommissioning of nuclear facilities. It employs 108 highly skilled experts and generated €14 million in revenue in 2024. To further accelerate its development in cybersecurity, Bureau Veritas signed an agreement to acquire Institute For Cyber Risk (IFCR) expanding its footprint in the Nordics. Located in Denmark, IFCR specializes in Governance, Risk, and Compliance (GRC), offensive security, and cybersecurity training. It employs 25 highly skilled professionals and generated €3 million in revenue in 2024. This acquisition is in line with the LEAP I 28 strategy to rapidly develop the Company portfolio in this sector. Bureau Veritas continues to strengthen its footprint in Sustainability services, addressing the fast-growing Transition Services market. The Company signed an agreement to acquire EcoPlus in South Korea, specialized in Life Cycle Assessment (LCA) certification. This acquisition of a growing startup integrates 12 skilled engineers in a highly coveted market, with revenue of c. €1 million. Hinda Gharbi, Chief Executive Officer of Bureau Veritas, comments: 'These three transactions in Cybersecurity in Denmark, in Nuclear in Germany, and in Transition Services in South Korea are a continuation of our LEAP I 28 strategy's focused portfolio approach to accelerate our growth. It demonstrates Bureau Veritas' commitment to creating new strongholds in high-growth markets. These acquisitions expand our geographical footprint and create greater value for our customers in these highly technical and specialized fields. I look forward to welcoming all our new colleagues to Bureau Veritas.' *** About Bureau Veritas Bureau Veritas is a world leader in inspection, certification, and laboratory testing services with a powerful purpose: to shape a world of trust by ensuring responsible progress. With a vision to be the preferred partner for customers' excellence and sustainability, the company innovates to help them navigate in 1828, Bureau Veritas' 84,000 employees deliver services in 140 countries. The company's technical experts support customers to address challenges in quality, health and safety, environmental protection, and Veritas is listed on Euronext Paris and belongs to the CAC 40, CAC 40 ESG, SBF 120 indices and is part of the CAC SBT 1.5° index. Compartment A, ISIN code FR 0006174348, stock symbol: BVI. For more information, visit and follow us on LinkedIn. Our information is certified with blockchain that this press release is genuine at ANALYST/INVESTOR CONTACTS MEDIA CONTACTS Laurent Brunelle Anette Rey +33 (0)1 55 24 76 09 +33 (0)6 69 79 84 88 Colin Verbrugghe Martin Bovo +33 (0)1 55 24 77 80 +33 (0) 6 14 46 79 94 Karine Attachment 2025 07 25 - Press Release - BV expands its footprint in new strongholds_VdefError in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
AllAfrica
4 days ago
- Business
- AllAfrica
Cosmetic sustainability: how to look green without changing a thing
In a world addicted to appearance, ESG (Environmental, Social, and Governance) has become the perfect costume. Some things are adopted so quickly, so universally, that we forget to ask the most essential question of all: why? ESG is one of them. In just a few short years, these three letters have become the lingua franca of global business. Boardrooms echo with its promises. Annual reports are adorned with its metrics. Investment decisions hinge on its presence. For many companies, ESG is now the passport to global markets, the litmus test for reputational safety, the scaffolding of long-term strategy. But beneath this widespread embrace, something quietly unsettling is unfolding. Amid the race to look sustainable, have we forgotten to be sustainable? Today's corporate landscape is saturated with 'how.' How to disclose. How to comply. How to signal responsibility. Sustainability departments grow. ESG consultants are hired. Scores are published. Dashboards are updated. Certifications multiply. But in all this choreography, one question often remains painfully absent: Why are we doing this in the first place? Without a living 'why', ESG risks becoming a beautifully decorated mask — a performative ritual that soothes stakeholders but rarely transforms the soul of the enterprise. It becomes optics without orientation, compliance without conscience. The deeper truth is this: ESG has made it easier to look like a good company, without ever becoming one. We are witnessing the rise of what could be called cosmetic sustainability — the kind that knows how to write reports but not how to ask difficult questions. The kind that collects green labels but avoids moral accountability. The kind that quantifies carbon but cannot quantify courage. This is not merely a communication problem. It is a crisis of integrity. When companies embrace ESG solely to gain access to capital, to secure licenses, to unlock global partnerships — they miss the point. ESG was never meant to be a finish line. It was meant to be a doorway. A pathway into a deeper inquiry: What is our place in the world? What kind of legacy are we leaving? Whose future are we shaping? True sustainability begins not with metrics, but with meaning. It does not reside in thick, candy-colored reports, but in the invisible moments when a company chooses principle over convenience — even when no one is watching. It is not proven by scorecards, but by how a company responds when its most profitable practices are challenged by ethical questions it can no longer ignore. To be clear, this is not a call to abandon ESG. It is a call to recover its soul. Because when ESG becomes just another checklist, it loses its power to awaken. And the world does not need more metrics. It needs more mirrors. We need a shift — from performative sustainability to transformative responsibility. From 'How do we meet the standard?' to 'What is the future we're helping create?' From 'How do we reduce harm?' to 'How do we become a force for good?' This shift is not about perfection. It is about courage. It's about businesses daring to ask: If we disappeared tomorrow, would the world miss us? Would communities be poorer, ecosystems more vulnerable, futures more uncertain? Or would little be lost, because we were never truly adding value to begin with? That is the real measure of sustainability. Not in net-zero promises, but in net-positive presence — the idea that a company's existence makes the world tangibly better, not just less bad. And this shift does not require grand slogans. It begins in silence. It begins with a willingness to turn inward, to examine whether our decisions align with our declared values. Whether our supply chains reflect justice. Whether our growth uplifts the forgotten. Whether our profits contribute to regeneration rather than extraction. This kind of sustainability is not reserved for boardrooms in Zurich or Stockholm. In fact, some of the most powerful examples don't come from Europe at all — but from tropical valleys, local farms and indigenous ecosystems where sustainability isn't a strategy, but a way of life. In one such region, a company quietly transformed its entire supply chain into a circular ecosystem. Waste from fruit processing became animal feed, organic fertilizer, and clean bioenergy. Nothing was discarded. Everything fed something else. Beyond the technical brilliance was a deeper commitment: to restore balance between production, people, and the planet. What made it extraordinary wasn't the innovation alone — but its roots. It didn't come from Silicon Valley. It was born from agricultural wisdom, local ingenuity, and the kind of humility that listens to the land before speaking to investors. This wasn't ESG as performance. It was sustainability as participation. As relationship. As responsibility. And in every industry, in every region, there are companies — some small, some massive — quietly walking this path. They don't always win awards. But they do something more lasting: they repair. They nourish. They restore trust. They choose depth over display. You won't always find them on the front page of sustainability rankings. But you'll feel their impact where it matters most: in the dignity of farmers whose livelihoods are respected. In the health of rivers no longer treated as waste dumps. In the resilience of communities that are no longer invisible in the boardroom. These companies don't just ask how to comply. They live from a why that cannot be outsourced. They understand that sustainability is not a strategy — it's an identity. Not a department — but a direction. Not a branding tool — but a moral compass. The time has come for every business to choose. Will you be remembered as one that mastered the art of appearing responsible? Or as one that quietly, consistently, and courageously made the world better — not for marketing, but because it was the right thing to do? The next frontier of sustainability will not be won with better data visualizations or more sophisticated disclosure tools. It will be led by those who are willing to place conscience above convenience, and meaning above metrics. So ask yourself, honestly and without performance: If your company ceased to exist, would the world lose something irreplaceable? If the answer is uncertain, it may be time to go back — not to the drawing board, but to the mirror. Because the real future of ESG will belong not to the companies that shouted the loudest, but to those whose quiet decisions helped build a better, truly sustainable world. Setyo Budiantoro is sustainable development expert at The Prakarsa, MIT Sloan IDEAS fellow, advisory committee member of Fair Finance Asia and SDGs–ESG expert at Indonesian ESG Professional Association (IEPA).
