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Ecw Press - Rich Donovan

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145 pages

English

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There are 1.3 billion people around the world who identify as having a disability. When you include friends and family, the disability market touches 53% of all consumers. It is the world's largest emerging market. Unleash Different illustrates how companies like Google, PepsiCo, and Nordstrom are attracting people with disabilities as customers and as employees. Replacing 'nice to do' with 'return on investment' allows market forces to take over and the world's leading brands to do what they do best: serve a market segment - in this case, the disability market. Business managers will come to understand: how taking a charity-oriented approach to people with disabilities has failed; what action is required to capitalise on the world's biggest emerging market; how their organisations can grow revenue and cut costs by attracting people with disabilities as customers and talent. Rich gives the reader a peek into how he rose from a Canadian school for 'crippled children' to manage GBP6 billi

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Gestion et management

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Publié par	Ecw Press
Date de parution	18 octobre 2018
Nombre de lectures	0
EAN13	9781773052687
Langue	English
Poids de l'ouvrage	1 Mo

Informations légales : prix de location à la page 0,0700€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

UNLEASH DIFFERENT Acheiving Business Success Through Disability
RICH DONOVAN

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Contents
Prologue Just the Beginning
Part One Growing Up Different
Chapter One The Short Bus
Chapter Two Blowing Up Barriers
Chapter Three Hockey Helmets and Tennis Balls
Chapter Four Bad to the Bone (for a Geek)
Chapter Five Wall Street Calls, University Begins
Part Two Unleashing Different
Chapter Six Running for a Seat in Parliament
Chapter Seven My Introduction to Public Finance
Chapter Eight Columbia Calling
Chapter Nine Empire State of Mind
Chapter Ten The Recruiting Game
Chapter Eleven My Golden Key
Chapter Twelve Fly Me to the Moon
Chapter Thirteen Mother Merrill
Chapter Fourteen 9/11 and a New Path Forward
Chapter Fifteen A Big Day in the Life of a Trader
Chapter Sixteen The Physics of Markets
Chapter Seventeen Rebranding Disability
Chapter Eighteen New Horizon
Chapter Nineteen Close Encounters: Finding Love
Chapter Twenty Rites of Passage: From Fiancé to Fatherhood
Part Three Getting a Return on Different
Chapter Twenty-One A Market the Size of China
Chapter Twenty-Two Getting Real about the Economics of Disability
Chapter Twenty-Three Pepsi, Please
Chapter Twenty-Four Engineering a New Stock Index
Chapter Twenty-Five Going Public
Chapter Twenty-Six The Charity Fallacy
Chapter Twenty-Seven A Billion Bells
Acknowledgements
About the Author
Copyright

To the hundreds of millions of people with disabilities around the world: this is a story of one man owning his identity and acting on that identity. It is my aspiration that you rise as powerful consumers to embrace your identity and demand better experiences. To the global institutions seeking to attract people with disabilities as customers and employees: start by listening directly to your customer, and then act on what you hear. Do these things, and you’ve changed the world forever.

Prologue Just the Beginning
I had prepared for this moment for weeks, months, years. In some ways, I had been preparing all my life. Yet somehow it hadn’t quite hit home that it was really going to happen—at first, probably because it was so far off, and then because it was just so colossal. But now it was here. I was at the New York Stock Exchange (NYSE), about to ring the opening bell before three hundred million observers. Back when I was a trader, that bell had marked my starting line each day. On this day, it would mark the start of trading of a new stock market index—one that I had created. The Return on Disability Index would be the world’s first to recognize disability as a driver of shareholder value. It would measure the performance of companies that provided products, services, and careers to people with disabilities. By ringing the bell, I was about to launch 1.3 billion people into the global economy. No pressure.
Even in that busy room, my thoughts went back to a night in the bar with my crew at Columbia Business School, when I first voiced my ideas. “You know, guys, I’m getting all these requests and calls from disability groups, and I did the math. This market looks big. Nobody’s really looking at it.” My friend Dustin looked at me and said, “You know, Rich, you’re a successful guy. You’ve done well, and there’s this big body of people out there who need leadership. Isn’t it kind of incumbent on you to step up? I mean, this is something that you can do. This is something that you’re uniquely qualified to do.”
Most people don’t get to see the client lobby of the NYSE. It’s a gorgeous room, full of artifacts: ancient ticker tapes, memorabilia, and screens playing videos featuring the operations of listed companies. Anyone who steps inside will quickly understand, if they didn’t already, that this is not just a place where billions of dollars are exchanged each day. It is a place with history and meaning.
The NYSE staff greeted our party that had been invited for the opening bell ceremonies and led us to a room where they gave us name badges and a medallion to mark the day. We were then ushered into a boardroom that seemed to come straight out of a movie set. An impossibly long table extended into the distance. At the end was a kind of altar where you could imagine the leaders of the Stock Exchange in, say, 1894, discussing the fates of companies and building the institution that today is the world’s biggest arbiter of capital.
We had a brief reception to celebrate the occasion. The NYSE set a strict cap on attendees, so we only invited our biggest supporters—those who had been instrumental in getting our concept off the ground and who embodied what we were trying to do. We had the head of the UN agency on disability. My Luu, the former global innovation, solutions, and policy director at IBM, was there. We had representatives from Pepsi; Mark Wafer, a disability champion formerly at Tim Hortons; and many others.
Our partners at Barclays asked me to give a speech. This was bound to be interesting, because most of the people in the room—NYSE officials, Barclays colleagues, other business people—had never heard me speak before. I think the Barclays team especially expected a rah-rah speech on building community—the typical charitable approach. At that point, ours was a boardroom relationship. They didn’t know my speaking style and had no clue what I was going to say.
I was genuinely overwhelmed by my surroundings and the idea of launching this new financial instrument that would recognize people with disabilities as a market. I ended up giving probably the hardest-core business speech of my life. I don’t generally write speeches—I speak from the head and the hip. Toward the end, I remember saying, “This is not the end of the journey, this is just the beginning. This is where we focus on the economic potential of 1.3 billion people in the world who have disabilities. We put the power of financial capital behind these lives of phenomenal potential. That’s what this institution was created to do, and now we’re going to do it with disability.” I ended the speech with a call to action: “We’ve got some work to do, folks. Let’s get to work.” I don’t usually speak that way—I generally default to facts and the logic that flows from those facts. But in that moment, something compelled me to make that call to action. In the moment, it dawned on me that we were about to trade disability as a market for the first time. I owed it to the thousands of people with disabilities whom I had met to unleash my own passion. I owned my own identity as a person with a disability.
It was time to head to the trading floor. As is typical for me when I’m in an older building, I took the back way, the way the public never gets to see—which I kind of enjoy. I walked past offices and conference rooms and closed doors, and I could imagine some of the world’s great inventors walking through those halls. Once again, it dawned on me that we were breaking new ground by leveraging a centuries-old institution in a new way. I smiled and thought, Okay, let’s go .
To reach the podium on the balcony, we had to go up a flight of stairs. Some folks were obviously concerned about me getting up those stairs. Cerebral palsy (CP) gives my walk a distinct wobble, so if you don’t know me, you might think that climbing stairs was a problem. The NYSE had assigned me a security detail of three big guys. If I had had a wheelchair, they probably would have carried it. The attention was wholly unwarranted, but I found it grounded in genuine concern. Working with me requires people to think differently, and many certainly were.
I waved the big guys off and walked up the stairs just fine. When we got to the landing, I sat down and got my briefing: “This is what’s going to happen. In ten minutes we’re all going to go up on the podium, and at 9:29:50 you’re going to ring the bell. You press the button and hold it for exactly ten seconds. Then . . .”
“Wait a second,” I interrupted. “There’s a button?” At that point, my mind felt like it was about to explode. I had spent the early part of my career working on automating equity trading at Merrill Lynch, and I assumed that the opening bell rang thanks to an algorithm automatically linked to a clock. Nope.
“Are you sure you want the guy with CP ringing the bell?” I asked jokingly. Part of my disability functionally impacts my fine motor control. In other words, I shake a bit. Great , I was thinking, I’m going to be the guy who double-rings the Bell . Given the respect I have for the institution of the New York Stock Exchange, I didn’t exactly relish that prospect.
One of my Barclays colleagues said, in a stage whisper, “Isn’t that kind of the point of what we’re doing?”
Yes, we were putting people with disabilities in control. What blew me away, however, was that in this day and age, at the New York Stock Exchange of all places, where everything today is about computers, where financial modeling software conducts trades automatically and petabytes of data fly along fiber-optic superhighways every nanosecond of every day, you needed to put your finger on a button to ring a bell announcing that trading was open for the day. The enormity of the moment came down to the simple pushing of a button. It was perfect.
When our group moved up to the podium, we had an amazing view. There it was, spread out before us: the tra