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Taking the Bite out of Apple – Defining the Future Inquiry

Taking the Bite out of Apple TSOMU Series -Part 3 of 3

This 3 part series looks at 3 perspectives of the cost to people in the manufacturing of Apple Products

Accountability for What? Constructing the 3rd Pillar – Social Sustainability

• Steve and Laurene Powell Job’ Legacy

• Defining the Future Inquiry

By Lavinia Weissman


New York, New York

Community Solutions

“Is there some mystical reason why an innocent person becomes the target of evil? Of course not. People who talk about the karma of victims as if some hidden fact is bringing down the rain of destruction are speaking from ignorance.”

Deepak Chopra

Steve Jobs, in his life-time, had personally mastered the vision of living a life of life-long learning. He translated his vision into the design and manufacturing of products that can be adopted as the most power enablers to make this possible.

By large, as a society of people of any means, we cannot move beyond ignorance if we cloister ourselves from the world of learning. Jobs constructed a vision of the ICloud so that from anyplace, anytime with any device people can synch and learn to solve the problems they face everyday at home and for what they do for work.

Recently,  Sustainability, CSR and Accountability experts have focused on the cost to humans of how Apple products are manufactured; it is an interesting direction in my mind to see that the Jobs technical legacy has constructed a technical platform that is so critical to creating a framework for the human interaction that can embed social sustainability in society and culture today.

This platform enables the publication and production of media that works in a cloud where individuals can shape their personal learning by vocation or the way they live to take that learning and solve problems with others that can be formed into community solutions of any kind. Laurene Powell Jobs, during her husbands final days, guided him to find the peace that he had not found inside himself and with others before his death by supporting him to articulate this vision.

Walter Isaacson, Job’s biographer, provided a most complete story capture of conversations with  President Obama, Bill Gates (Philanthropist), and the technical leaders of Silicon Valley global companies, in just a few conversations that could create a picture of this vision for these leaders to act on, if they chose.

The story that  Isaacson  offers  is fundamental in my mind  to launching a new thought leadership in practice. I see this story line as part of a briefing for launching a learning  community that focused on creating the educational framework from which people can build a system of response to heal poverty and economy of debt and lack, I don’t see how we will create the system by which to full benefit of the power of this technical platform.

Basic to forming this kind of learning community, the convening team that sorts out the launch, the invitation and to convene the community needs to an  economy model and hub to support its formation and translation into local scale that mentors the participants into a form of knowledge and emotional intelligence that can translate vision into action and lasting form.

This community can become a forum or hub that represents and attracts the attention of leading educators that I have written about that include John Sexton, President of NYU and Freeman Hrabowski, President of UMBC. Sexton and Hrabowski are calling for the formation of a new educational format where portals of learning provide the architecture to the students all around the world to solve problems drawing from the best of humanities, science and technology that inspires a new experience of thought and engagement for anyone who joins in this form of learning that is sustainable.

How does this fit with Jobs Vision?

In Jobs final days of conversation with his biographer, Walter Isaacson, Jobs noted that Apple was a great company like HP, Intel, and Disney, because it was built to matter and live beyond simply a purpose of the founders developing an IPO to go public so the founders can leave and cash in. The literature shows that HP, Intel, Disney and Apple have lasted out and emerged from failure out of learning and a commitment to make a difference.

Jobs went on to say that when these companies get off course, that is the real cost.   Inn my opinion the cost to humans  associated with these companies. This is about a from of  sustainability that respects profit and people in balance.

At present, the complexity of engagement and the state of the world economically and the perpetuation of poverty, building companies to last in this way is not sufficient to insure a health global economy for people, planet and profit. In a consumptive society, the production of products, organization of services and innovation are often developed with a regard for building the most attractive product features and benefits.

Jobs talent for doing this in a very Zen like manner resulted in meeting the needs of talent beginning with the graphic design community with the launch of the Mac and reshaping and defining a “Mac Lifestyle” by 2004, that had the Apple products represent and associate with a lifestyle of promise rather, distinguishing Mac from Windows based products that have been tools of productivity.

Facebook and have entered the global market affording a market of communication that is accessible to millions of people for free, supported by the sale of apps and advertising. However, these global gathering social media complexes do not have the substantive architecture that is basic to reshaping local economies of people where the needs of the people in local community are put ahead first so they can move beyond poverty and learn within their communities to sustain.

Talking on a platform does not provide the financial resources that insure the health and success of these projects to sustain.

I believe the forthcoming generation of learning and inquiry has to expand beyond the view of business as usual from a community and local economy perspective beyond the limitations of institutional views.

Who Belongs in this Inquiry?

In the tradition of view of economic development projects have always been like Microsoft organized as a fragmented vertial channel to solve a problem, e.g. foster more innovation to create more jobs; bringing costly pharmaceutical treatment to 3rd world countries. The problem identified to solve is in some regard a task.

  • The first step is to invite local communities to join in regions where there are problems associated with global companies that foster human injustice, e.g. Shell Oil in Nigeria, BP Gulf Oil Spill, Apple Human Costs to Manufacturing in China;
  • Begin by convening and analyzing the most basic needs of people impacted by this harm and providing them a stable infrastructure from which they can learn , work and live is a new form of inquiry that will begin to create a new form of mastery of quality of life for people in the locales through which they live and work;
  • This implies participation from the companies and governments in these locales where other distinct problems can be solved like the lack of industry or any sustainable economy, similar to what has been shaped for Rancho Petacal in Mexico by Roberto Vargas Marciel, Maher Ashram in Pune, India by Sister Lucy or the Honey Bee Network led by Anil Gupta, the first Pew Research Fellow;
  • Critical to the success of these projects, funding sources need to come from all sectors of participation, philanthropic foundations and where possible contributions from the local communities of people, who build these community by building a local economy of goods and services that aligned with the culture of location.

Taking the Bite Out of Apple

Accountability experts in sustainability and corporate sustainability have been steered over the last 3 decades since the issue of the Brundtland Commission Report in 1987 to continue the norm of how investors and corporations approach markets using a vertical channel approach.

It’s ironic at this time that Steve Jobs, founder and leader of the most successful company, Apple – in his final year of life called on great leaders to outline his integral view of life drawing on Edwin Land passion for integrating humanities and science to integrate into technological development.

Spiritual Leader J. Krishnamurti who inspired Physicist David Boehm from this view as well. Boehm in his writing pointed to the value of inquiry and dialogue as the path to creating a culture that embedded the most fundamental respect for what it means to be a human being.

At this years World Economic Forum gathering global leaders and private citizens from around the world left the meeting challenged to address the growing harm of poverty and harm to people.

This opens the door to the greatest challenge accountability experts have ahead for them – shifting accountability to defining and measuring sustainable metrics that serve people and local economy.

The 1984 launch of Apple Computer was in synch with the creation of the Brundtland Commission.  How ironic that Steve Jobs, Apple’s founder has left a legacy  to solve the most challenging and controversial problems associated with Apple by gathering with a small group of leaders, mostly personal friends to define the opportunity that technology implies to education and the change that this implies to all our approaches to education from how we educate children in schools to higher learning to the restructuring of how adults learn life long to sustain within their communities local economy.


Author’s Bio: Lavinia Weissman is sustainable leadership coach, health advocate, capacity builder, and publisher/editor-in-chief of

For More information on Lavinia’s Coaching, Workshops and Presentations or to obtain an invitation to Monday Circle or Prayer Community Conference,

Contact Adriana Hill in the US by phone 516.204.6791 or at mydestinyjourney ampersand


Is Sanofi Aventitis Moving Beyond the Challenges of Pharma?

As a global health leader will Sanofi Aventis create new sustainable markets of value for health?

By Lavinia Weissman


New York, New York

Original date of publication on CSRWire Talkback, June 8th, 2011, recently published two important reports by its Chairman and Executive Editor Joel Makower. The first report is an article titled, Green Marketing is Over. Let’s Move On. And the second is a video of Joel’s presentation on the State of Green Business 2011.

After reviewing the report and video, I decided to return to my study of Sanofi Aventis and ask, “Is Sanofi Aventis moving beyond the pharma business model; and will this create new sustainable value markets for health?”

To get at some answers to these questions, I captured a “quick and dirty short list” of Makower’s observations as a framework from which to assess the current state of Sanofi Aventis.

Makower observations:

1. For the most part business is still treading water to build a sustainable economy with out any remarkable progress.

2. While business is treading water, Greenbiz Group doubled its membership, approached by companies they did not know asking to become members. Greenbiz Group now has more than 50 members; Makower sees this as an indicator of hope.

3. Green marketing is in need of makeover. Green marketing initiatives and stories focus primarily on the consumer and what the consumer can buy rather than how companies can create new markets of impact.

4. The key to building new markets is about building new markets for healthy people to live in a healthy world.

Next step: I conducted a quick updated review of Sanofi Aventis to look at their progress over 2010 and what has occurred since the April 2011 completed acquisition of Genzyme. (Links to three previous Talkback posts).

My findings in brief:

With the publication of Sanofi’s 2010 Annual Review, CEO Christopher Viehbacher announced a change to Sanofi’s mission from “to improve the health of as many of the 6.8B people walking the planet as we can”  to focus on a new mission “to becoming a global health leader.”

Viehbacher has outlined three areas of strategy from which to balance its profits with sustainability by focusing attention to resources that:

1.    Increasing innovation as an approach for research and development. September 2010, Sanofi signed a partnership agreement with Dana Farber Cancer Institute’s Belfer Center for clinical trial research. Sanofi has committed an investment in this collaboration of $33M to DFCI over three years. With this investment, Dana Farber gains the right to preclinical, clinical and commercial milestone payment and royalties from sales of commercial products developed by Dana Farber with Sanofi Aventis.

2.    Adapting to future challenges. The company is focused on adapting to the change implied by ongoing translational research and new formats of health education to move beyond the structure of delivering OTC drugs to patients for common ailments and creating new responses to people who suffer from chronic and life threatening illness.

3. Pursuing external growth opportunities. Sanofi has set a goal to explore outside the pharmaceutical framework new forms of treatment platforms that are more affordable and accessible to patients, which opens a broader potential for them beyond the innovation of new drugs.

Sanofi has in recent months introduced a new generation of social media reporting for its Annual Reviews, Sanofi TV and links to Facebook. Within this media constellation, Sanofi offers regular updates on the company, health, professions, responsibility and what is new cross culture, country – and in English and French. Reports update followers from the perspective of all stakeholder interests in CSR, regulation, research, business and advancements for populations of people with specific health needs.

Sanofi through Chris Viehbacher’s leadership has bounded its investment in clinical trials, freeing funds to formulate new platforms of prevention, health education and the development of new, affordable products for the patient that can be easily accessed.

Is Sanofi building a new sustainable market that helps people to be healthy and live in a healthy world? Are they breaking the barrier to the idea that big companies have less success with innovation?

Perhaps Sanofi forging ahead of Novartis, which has accelerated its capability and success with clinical trials or GlaxoSmithKline who is addressing health and poverty in an old format of giving by returning a percentage of profit back to the country in which they do business for a total of $5.4M.

About Lavinia Weissman

Lavinia Weissman (@wecarehealth52525252494949606060) is a sustainable market capacity builder, coach and publisher/editor-in-chief of As a speaker she describes the new emerging patterns of markets shaped by sustainable market leaders and the social networks they work with and employ. As a coach, Lavinia works with all her clients to inspire a culture of change that builds healthy practices for people within healthy markets.

Talkback Readers: What do you think? Is Sanofi creating new markets for healthy people who want to live in a healthy world with sustainable value? How would you measure this? Weigh in on Talkback!

Can Sustainability Sustain?

A New Wave and Format for Stakeholder Engagement

By Lavinia Weissman


Boston MA

Last week, I attended the web-located press room briefing by George Kell, Executive Director of the UN Global Compact. George presented an overview of the UNGC’s 2010 Annual Review. What I heard did not surprise me.

The conclusion in my opinion was not new news. Of the 6,000 Global Compact members surveyed, there is not sufficient global adoption of sustainable measures. The 6,000 UNGC members represent less than 8% of 80,000 companies that need to embed sustainability.

The additional summary points were not new news.

  • CEO awareness is high. Execution and implementation is low;
  • Beyond the corporate headquarter of the UNGC multinational members adoption is low in subsidiaries and the small to mid-size enterprises that comprise the “supply chain;”
  • The excuse for low adoption continues to be insufficient resources for implementation.

From my perspective this analysis perpetuates “embedded sustainability” as a practice of risk management or compliance and not innovation.

Yet the global citizen voice reflected by its leaders and ordinary people are asking for the “discovery” of “embedded sustainability” as a response to problems inherent to how economic decision makers from all sectors have led us into the resulting harm of global warming and poverty and the resulting harm impact on rising incidence of disease, unemployment and declining conditions of habitat and local economy.

What I have learned….

Inadequate resources imply not enough money and more importantly, not enough educated people to perform the jobs of sustainability.  My downsizing research across numerous Fortune 2000 companies consistently showed that when corporate leaders downsized, they were also unwilling to support the retooling and education of a workforce with out of date skills.

In a downsized culture, motivation becomes a practice of survival and protecting one’s job. It is only when a catastrophe occurs, e.g. the BP Oil Spill that the economic decision makers release resources to repair harm and then offer the public a view of the company will now adhere to compliance and regulation.

The culture of response to a “catastrophe” becomes a culture of accountability in response to liability and wrong-doing. The leadership drivers are shaped top-down and across a hierarchy of organization where people are told what to do and when they cannot do it, they blame the organization for lack of training and skill.

In contrast, virtual team and innovation research showed that when creativity and imagination are fostered extraordinary results are discovered through the learning of sound science and applying that science through the adoption of tools (technology) that invites high performance of teams and people across networks of expertise that learn to cooperate in service of building outcomes for sustainable value.

In a culture of innovation, high-performance brings investment rather than proof of concept because no matter the landscape of diversity (culture and expertise), the people anywhere within the network shaping sustainable value are aligned on building capacity for the purpose of producing sustainable value.

Within the picture is a dilemma…

Traditionally investors and economic decision makers want to hedge their bets and invest in something that has been historically proven sustainable value.  Yet the need to learn sustainable value is a response to a burst in society that has led to economic upheaval from how investors of any kind and motive (business, philanthropy and government).

To deliver sustainable value, investors have to learn a leadership value for recruiting and facilitating an organization of people that recognize failure is part of the cycle of building successful sustainable value and organize investments that prompt societal responses to what we have to address for global climate warming, poverty, disease, water and energy in a incubator of learning where there is less overall risk to one investor and the discovery of great impact for a even a network of competitors.

For example, on the numerous occasions of  investigating the projected harm of non-ionizing radiation, I have wondered what would happen if the companies that rely on non-ionizing radiation for defense, telecommunications and medical equipment would invest in an organization to investigate forms of reducing risk of impact on the “growing proof” that non-ionizing radiation is resulting in a rise in cancers, e.g. Leukemia and brain tumors?

Instead over the last two decades or more, we have seen a heated debate in the press between the scientific community, regulators and commercial lobbying groups.

What is interesting to me if I look at the perspective of what it will take to engage stakeholders in a world of early adoption is most likely to occur if a system of accelerated action research is organized into a collaboration that is strategic, purposeful and engaged by deliberate design.

In my studies of how that occurs that can lead to multicultural adoption, I have witnessed and studies for sometime the behavior, culture and outcomes delivered by 3 capacity building organizations unique to specific issues of sustainability:

  • from the get go gave exceptional performance in service of its mission to build a world free of chemical harm. Chemical Sec had a unique beginning in that the initial investors were through an investment fund created by other non-profits.

ChemSec engages corporate stakeholders in the exploration of substitutes for harmful chemicals and serves a bridge of advocacy for the citizen voice that has suffered harm from chemicals that needs to be substituted now.

ChemSec is an European organization that has been invited to present in the US and become a hub of learning for a , Stanford doctoral candidate in the Green Chemistry network established through an alliance between faculty at University of California, Berkeley and Stanford University.

  • was founded in 1967 in the United States at a point in time, when non profits environmental groups refused any association with corporations out of what was defined a clear conflict of interest.

EDF’s mission is to find market-based solutions based on sound science built from unlikely partnerships and non-partisan policy. EDF’s best practice fellowship program resulted in 51 MBA students generated for EDF’s corporate partners, “$350 million in net operating savings over the projects’ lifetimes. 400,000 metric tons of annual greenhouse gas emissions. More than 650 million kilowatt hours of electricity per year.

In contrast, the Myelin Repair collaboration out of a combined investment of $80M formed for MS research  by Scott Johnson, Founder and President

1.   Identification of over 150 novel potential targets;

2.   Development of 24 new research tools for broad application to other neurological disease

3.   Filing two US patents and applied for 16 more;

4.   Publication of 50 peer review articles;

5.   The launch of broader collaboration with pharma companies;

6.   Extending this research base for benefit to 70 other disease categories.

What do these organizations share in common?

None of these 3 NGO’s are lost in the “muck and myre” of protest and conflict.  They are focused on purpose that as uniting principle through which people can form an agenda and guide themselves to learn to innovate change.

Perhaps one of the most costly uses of donations and grants has been to fuel conflict and protest.   As Jochen Kleef, founder and CEO of Ecopoint.Asia recently reflected to me in an email,

“The thought this brought to my mind is, where would we be today if Greenpeace would have engaged with the establishment and stakeholders rather than confronting them.  I am not questioning Greenpeace’s achievements or the results they have achieved, but I think there could have been so much more coming out of the last 30 years…”

About the time of formation of the 1987 Brundtland Commission,

Greenpeace shifted its focus from the peace movement and antinuclear protest to building this engagement of conflict. This enabled a pattern that the US continues to be locked into today,

1.   Many NGO’s see it their role to protest “corporate greed;

2.   The scientific community in most instances refuses to engage with corporations or accept financial support for fear that this can be perceived as conflict of interest;

3.   As a result , this pushes an expectation that change can only happen if government authors policies and regulation; hence pushing the notion that risk management and compliance is what leads change to protect the environment and people.

Moving Beyond this Trap…

None of the 3 organizations I described previously are trapped by that system of thought.

Today, Greenpeace is a global NGO headquartered in Amsterdam, Netherlands with offices in over 40 countries and 2.8Mno donors and foundations providing grants.

So while leading NGO Think tanks around the world point out challenges to building resources to shift adoption of sustainability across subsidiaries of multinationals and small and medium size enterprise; one has to wonder with the lost jobs, inability of so many to gain the right education to be employed and the impact of global warming and toxic exposures on a growing geography of people facing poverty complicated with chronic illness.

What would have happen if Greenpeace had shifted its focus from the peace movement and antinuclear protest to building engagement with corporations to adopt sustainable practices instead of perpetuating and reshaping the protest and campaign methodology of anti-war to the environment?

Would Marc Gunther be reporting as he did last week that the cost of natural disasters in 2010 grew to $130B?

Would the economic powers struggling with the global recession continue to avoid the real focus for economic development by investing in the education of its people who are unemployed or becoming of age to join the workforce and create a sustainable method of employment to replace the dying system of full employment based on one life-time job?

Will leaders of the sustainability movement regroup themselves to sustain sustainability by acting on science as we know it today?

Is this form of innovation the best practice to return balance to our global ecology?

Ultimately to sustain sustainability and be effective in creating a global system of health for the environment, economy, people and habitat —-politicians, business and NGO leaders can learn from ChemSec, EDF and Myelin Repair Foundation the most important lesson on how to align purpose to accelerate cooperation and collaboration that will result in embedding sustainability into all aspects of the global economy.


Authors bio:

Lavinia Weissman is an sustainable market leadership coach, journalist, and publisher of As a speaker she describes the new emerging patterns of markets shaped by sustainable market leaders and the social networks they work with and employ.  As a coach, Lavinia works with all her clients to inspire professional development that assures a person the opportunity to embed sustainability as a leader into the network and culture of people they work with.

Update from Hazel Henderson,

Moving a Sustainable Economy Forward

by Rosalinda Sanquiche


Jacksonville FL

Ethical Markets Media has been elected to help spearhead the Green Economy Coalition, a worldwide group including WWF, IUCN, Global Footprint, TEEB and other path-breaking groups who are supporting the “Green New Deal,” the Green Economy Initiative (see Hazel Henderson’s keynote address) launched and supported by UN agencies, including UNEP, UNDP, ILO and the Rio+20 conference to be held in Rio de Janeiro, Brazil, in July 2012.

We invite you all to join in this global effort which is helping break many climate change log-jams by supporting the private investors since 2007 who have already invested over $2 trillion in growing low-carbon green economies.  We agree with the new summaries for policymakers from UNFCCC, WMO and IPCC that much progress on climate change can come from the transition to renewable energy and focusing on curbing regional emissions of soot (black carbon), methane, VOCs and ozone.  Watch our Green Transition Scoreboard® (GTS) at and our daily news of additional public and private progress on our pages: Green Prosperity Funds, Energy Efficiency, GreenTech and Sustainability News.  These newer policies can improve human health directly while pollution can be reduced rapidly and less expensively in many localities!

Ellen Brown, Ethical Markets advisory board member, launched the Public Banking Institute (PBI), a non-partisan think-tank, research and advisory organization dedicated to developing publicly-owned banks at all levels — local, regional, state, national and international. Public banks have played an historic role in fostering access to cheap and readily available credit for governments, businesses and individuals. PBI members include past and present community and civic leaders, businesspeople, educators, political economists, writers and banking professionals. The group shares a concern over the destabilizing actions of a private banking industry that, through its corporate business model, has precipitated the economic imbalances now witnessed across the US economy. Hazel Henderson is honored to serve on Ellen’s PBI advisory board.

Ethical Markets welcomes veteran financial journalist Ellie Winninghoff (see “Broadening Fiduciary Duty” and “New Tools for Investing“) to our advisory board.  Ellie will serve to keep us abreast with her in-depth ethical investment analyses and coverage of the new RI Academy in Australia, providing courses in ESG asset valuation models for portfolio managers.

We also welcome Dr. Susan Linn to the EthicMark® advisory board, which Hazel co-chairs with Rinaldo Brutuco, president of the World Business Academy.  Dr. Linn, author of Consuming Kids and co-founder and director of Campaign for a Commercial Free Childhood, will participate exclusively on the not-for-profit category of the EthicMark®.

Many insightful minds are writing about the global implications of business-as-usual and the trends, good and bad, business-as-usual can’t handle.  See Hazel’s book reviews in Seeking Alpha: review of World 3.0 by Pankaj Ghemawat; review of The Globalization Paradox by Dani Rodrik; and, review of Consumptionomics by Chandran Nair.

Ethical Markets advisory board member Riane Eisler and Hazel Henderson will give a joint presentation to the Conscious Partnering Conference on May 26 at 8:30 p.m. ET. Whether birthing a business or building a movement, true partnership is essential for success. Yet, most of us never learn how to create GREAT partnerships.  The Conscious Partnering Conference 2011, May 23rd-May 27th, features world-class pioneers like Riane, Gary Zukav, Gay & Kathlyn Hendricks, Deva Premal and many other leaders and phenomenal couples sharing stories, insights and practices to create amazing relationships in all areas of work, family, friendships and business.  Register for free here.

Rosalinda Sanquiche, Ethical Markets executive director, will be presenting at the Northeast Florida Green Chamber on June 3. Rosalinda is on the executive council of this new Green Chamber, one of many forming throughout the US in response to the counterproductive lobbying of traditional chambers unable to recognize the value of ESG and the green transition in business.

Judi Schweitzer, Ethical Markets’ senior sustainability advisor, will be attending Sustainable Brands 2011, where sustainability, brand and design communities come together to shape the future, discover how to make smart strategic choices, improve problem solving skills, and inspire others to help bring healthier, smarter brands to market. Monterey CA, June 7-10.  Use nwemsb11 to register with a 20% discount.

Hazel Henderson is teaching again at Schumacher College for their course “Rethinking Finance: Good Servant, Bad Master?” with Ethical Markets Advisory Board members Tessa Tennant and Ann Pettifor, as well as Nathalie Buschor, Mark Burton and Julie Richardson.  July 11-15, 2011.


Authors Bio:

Rosalinda Sanquiche, MA, is Executive Director of Ethical Markets Media and principal author of the Green Transition Scoreboard® Report. She serves on the Global Advisory Board and as a content editor with In all Rosalinda does, she brings an exceptional global view and clarity drawn from her experience working with American Wind Energy Association, the North Florida Land Trust and EthicMark (r) Advisory Board.

Factoring Sustainability in an M&A Scenario

Regarding Sanofi-Aventis and Genzyme: how do you construct a sustainable valuation of pharma? – Post 2

By Lavinia Weissman


Boston MA

original date of publication in CSRWireTalkback 08 December 2010

The Sanofi-Aventis and Genzyme merger and acquisition dance continues. As I continue to monitor the press, I built out my own research to find an answer to this question, “How do you factor sustainability into a biopharm merger and acquisition?”

On October 7, following my last post on the Sanofi and Genzyme merger dance, Genzyme’s board unanimously declined the SA bid of $69 per share, asserting that Genzyme was worth $89 per share. Sanofi views their offer as realistic and Genzyme views their valuation as what “the company is worth.”

How is #pharma stock valued?

Of the numerous articles cited on Twitter, I found an analysis by Jim Edwards. Edwards, a former Knight-Bagehot fellow at Columbia University’s business and journalism school and drug marketing journalist for BrandWeek, provided a news analysis questioning the validity of both valuations and the basis for the predicted EPS (earnings per share).

Edwards’s analysis assumed both companies are dancing around inaccurate information. Edwards, who is versed in #pharma investment valuation, identified a similar scenario that resulted in Goldman Sachs creating errors in the calculations related to the Roche acquisition of Genetech.

Is Investment Analysis Sustainable?

Last week, Genzyme’s auditor, Deloitte, released two articles on its website regarding the implications of sustainability in M&A scenarios and how sustainability relates to business today.

Deloitte pointed out sustainability is not about the usual due diligence performed during M&A. This assessment is based on the recognition that sustainability as an agenda has expanded beyond the focus of environmental issues.

Today’s sustainability agenda factors in regulation, finance, reputation and any “social impacts” from the point of view of all stakeholders. This goes beyond the assumptions used to calculate projected shareholder value.

What do we know currently?

Genzyme is hedging its bets, based primarily on a report that describes their improvements, further cost reductions and a plan to market the drug Campath (alemtuzumab) for multiple sclerosis.

Campath is already sold for the treatment of chronic lympocytic leukemia (CCL) cancer. With the completion of five years of clinical trials testing this drug as a replacement for Interferon, Genzyme is projecting a presales market for MS by 2011 that will bring $3.5 billion in annual sales as a basis for an EPS of $4.30 to $4.60. SA is projecting a peak of $700 million in annual sales.

There are seven other Wall Street analysts providing data on Campath peak annual sales ranging between $370 million – $1 billion.

Is there a #pharma business model that will project accurate sales projections?

Vertex Pharmaceuticals CEO, Matthew Emmens, perceives a future for biopharm that will focus on innovation, research and development of drugs that treat and sustain the chronically ill.

Emmens views treatment for the majority of ailments, e.g. acid reflux, has and will continue to grow over the counter. Hence, the future is about creating a biopharm industry that is responsive to challenging disease by addressing the 150 different types of cancer and growing number of systemic ailments.

Historically the challenge to this direction has been the excessive cost of innovation and research to discover these drugs for the treatment of complicated diseases. Is there a new method of innovation and research that can lessen the cost and reduce the amount of investment, or are there other options?

How do you construct a sustainable valuation of #pharma?

Given the range from $370 million – $1 billion by seven Wall Street analysts and the gap between Sanofi’s projection of $700 million with Genzyme’s $3.5 billion, how do you ascertain a business value based on sustainable assumptions?

Perhaps Sanofi has this question in mind: Sanofi asked Genzyme to convene a team to produce the analysis on the value of Campath.

Next in this series: How do you predict #pharma consumption patterns for presales, when the consumer is a patient? What variables have to be considered when the consumer is a patient and the sale is not an over-the-counter sale? Stay tuned!


Authors bio:

Lavinia Weissman is an sustainable market leadership coach, journalist, and publisher of As a speaker she describes the new emerging patterns of markets shaped by sustainable market leaders and the social networks they work with and employ.  As a coach, Lavinia works with all her clients to inspire professional development that assures a person the opportunity to embed sustainability as a leader into the network and culture of people they work with.

thestoryofmeaningfuluse – Celebrating a Successful Launch!

A letter from the publisher…..

by Lavinia Weissman


Boston, MA

Dear Readers,

A recent 10 day bout with the flu, gave me opportunity to sit quietly and take stock of the incredible experience I had over the past month, launching this e-zine….

In between tending my symptoms, I was able to get into the data of the initial few weeks of reporting to find out what articles people liked the most…

My findings came as no surprise—the most popular articles were anything related to Dave Wann’s “New Normal” and health …. Our magazine readers  enjoy reading about health here from the perspective of what I see key to capturing the story of meaningful use….

When I first began to think about the concept of  “meaningful use” last year and why meaningful use can only be reported in the context of story……I did so as kind of tongue and cheek in response to the President Obama’s program for adoption of electronic medical records to serve “meaningful use.

As part of this program, Obama offered a  financial incentive program that could total up to $44K  to each doctor, who adopt use of electronic technology”

My dry humor made me wonder what would happen we gave every American$44K+ bonus to live their life in health. To me real “meaningful use,” is about changing the way we think of health so that we put less burden on the health care system to fulfill the promise of health. Why?  Health is part of everything we do.

How we live, take care of ourselves, where we live and work and with whom….this ultimately is the place in which we find our health, restore it when it is not working or learn to live with a glitch that we cannot recover from.

And it has everything to do with how we work, earn and spend our money and the way we relate to an economy.

If our economy is not healthy, it becomes that much more difficult for us to retain our health, recover from illness or live with others adapting our ways to whatever our health condition includes.

Years ago, I recall in the “Economist,” someone wrote that Americans are always seeking the fountain of youth as its drive for health.

At this time, given the depth of challenge to any form of assuring health for the environment, economy, person and place—- I  believe Americans and people all around the world are coming to a realization that health is something we have to create out of living and working cautiously and respectfully with others.

The initial popularity and testimonies for the value of this magazine has created a challenge for me to grow into in order to make this a sustainable enterprise. And I am doing just that!  Phase 2 contains some great plans that are already in production.

  • a series of articles from Dave Wann describing the “New Normal,” and stories that describe the actions of people living this way;
  • missives from other countries translated into English from French, Spanish and Portugese;
  • Some of our editors write for post on; we will be linking these editorials to articles that contain the research and stories that led us to formulate our editorials;
  • Mercadio Etico has joined our media partnership and we will be bringing you  stories their editors source in Brazil.

And more going live this week……..

Watch this week for the first  “Life Lessons”; authored by Joe Sibilia, CEO of

Life lessons are stories that describe challenging experiences, members of our network have encountered that have inspired them to do something differently.  I am personally excited that Joe Sibilia is the first person to contribute int his way.

I will follow with a second column related to the Japanese radiation disaster and my personal life lessons regarding radiation toxicity.

Just imagine, all this took shape while I was ill.  The ideas came back to me in email from my amazing network that are making this magazine the value it is today!

Let me take a minute to apologize for the disruption to our service, while I was ill.  Please know, we are doing the best to respond to your wonderful attention that our data aggregation shows and report to you on a daily basis as much as we can Monday- Friday (EST).

Our mission is to inspire anyone who reads us to create the work that nourishes them for life by bringing you inspiring stories of how people, companies and learning communities work wisely to live well.

Now for a few matters  of business:

Software Glitches

@workecology  had near 1,000 followers and a glitch took it down.  Please sign on to @WeCareHealth to resume twitter notification with us.

Help us build our subscriber base

Please click the share button at the end of this post!and tweet or add it to your Facebook wall— just help us spread the word.  If you read, please subscribe directly to the magazine and ask your friends to do the same. While our readership is most pleasant, we wish to show our financial supports we have a community  of members that are subscriber based, directly or through Networked Blogs.



Authors bio:

Lavinia Weissman is an sustainable market leadership coach, journalist, and publisher of As a speaker she describes the new emerging patterns of markets shaped by sustainable market leaders and the social networks they work with and employ.  As a coach, Lavinia works with all her clients to inspire professional development that assures a person the opportunity to embed sustainability as a leader into the network and culture of people they work with.

Publisher’s Note: Please be patient while we figure out if Twitter can repair our @workecology id and recover our network.  By Friday 4/1, I hope twitter will resolve this and I will know by then what I have to do.