Doughnut economics for regenerative and distributive business design

The report applies Doughnut Economics to business design, positioning firms within ecological ceilings and social foundations. It argues dominant profit-maximising models contribute to environmental degradation and inequality. Through conceptual analysis and case studies, it demonstrates how organisations can redesign structures to create regenerative and distributive outcomes aligned with long-term societal value.

Purpose design

Purpose is reframed from shareholder primacy to delivering social and ecological value. The report highlights businesses embedding missions such as environmental restoration, community wellbeing and equitable access into their core strategies. This shift affects performance measurement, with firms adopting broader indicators beyond financial returns. Evidence from case studies shows that purpose-led firms tend to prioritise long-term resilience over short-term profitability.

Network design

The report emphasises that businesses operate within interconnected systems. It critiques linear, extractive supply chains and promotes circular, regenerative networks that minimise waste and resource depletion. Case studies illustrate collaboration with local suppliers, closed-loop production and community partnerships. These approaches improve system resilience, reduce environmental impact and distribute value more equitably across stakeholders.

Governance design

Governance structures are identified as central to embedding accountability. The report examines models that move beyond shareholder dominance to include workers, communities and other stakeholders in decision-making. Examples include multi-stakeholder boards and participatory governance processes. It also highlights the importance of transparency and responsibility across global supply chains, particularly in addressing labour and environmental risks.

Ownership design

Ownership models are shown to shape how value is created and distributed. The report explores alternatives such as cooperatives, employee-owned firms and steward-owned enterprises. These structures limit profit extraction and prioritise reinvestment, long-term stability and equitable outcomes. Evidence suggests such models can reduce wealth concentration and align business incentives with broader societal goals.

Finance design

Finance is repositioned as an enabler of regenerative business rather than a driver of extraction. The report discusses patient capital, blended finance and impact investment approaches that support long-term value creation. It highlights challenges in aligning conventional financial markets with these models, noting the need for metrics that capture social and environmental returns alongside financial performance.

Summary and critical reflections

The report concludes that redesigning business across purpose, networks, governance, ownership and finance can align firms with planetary boundaries and social foundations. However, scaling these models requires systemic shifts, including supportive regulation, changes in investor expectations and wider adoption of alternative metrics.