Voices - B Lab alumni
B Lab successfully transformed corporate responsibility from a compliance checkbox into a competitive advantage and brand identity. What were the critical turning points in that journey, and what parallels do you see with the current state of accessibility in business?
Over the last 20 years B Lab evolved from a small U.S.-based nonprofit with an ambitious mission into a global organization with partners and offices across nearly every continent. In the early days, only a handful of U.S. companies were certified as B Corps. Today, over 10,000 companies worldwide hold certification, with thousands more using our standards to guide their transition toward sustainable business practices.
Several turning points shaped this journey. The introduction of benefit corporation legislation in the U.S. championed by B Lab — and later internationally — sparked significant interest in certification. Since 2010, 51 jurisdictions around the world have introduced stakeholder governance statutes, including Italy (Societá Benefit), Colombia, France (Enterprise à Mission), Spain (Empresas con Propósito), Peru, Rwanda, Uruguay, Ecuador, British Columbia, and Canada, as well as 44 U.S. states, Puerto Rico, and the District of Columbia (Washington, D.C.). These laws enable the creation of a new type of company, the “Benefit Corporation,” that is legally focused on a long-term mission beyond delivering short term profits, and is committed to delivering value to stakeholders beyond shareholders. The European Green Deal (2015–2017) was another tipping point for us, as companies realized sustainability was no longer optional. During COVID, interest surged again as businesses recognized the importance of interdependence and resilience. COVID made evident to a lot of companies that we are all living in an interconnected, interdependent world where success, sometimes survival is dependent on how we show up in the world, how we help others, how we contribute to the wellbeing of the whole system – not only our own success. These moments collectively drove growth from hundreds to thousands of certified companies.
The parallel with accessibility is clear. Many companies now understand that creating inclusive, accessible environments leads to better ideas, greater resilience, and a broader customer base. Accessibility also strengthens the overall economic system by reducing social exclusion. Yet, not all businesses are aware or convinced they can make an impact — just as we saw early on with B Corps. Regulations and best standards play a critical role, as does building a community of like-minded companies. That’s exactly what you’re doing now.
How do you create urgency around something driven by social values rather than immediate financial returns? How did B Lab reframe this from “cost” to “investment” in conversations with business leaders?
This is never easy—it takes time. From the start, we’ve championed a paradigm shift from shareholder primacy to stakeholder value creation. We demonstrated that companies can thrive while pursuing a purpose beyond profit, using real success stories to make the business case. By having great examples of successful companies in our movement we try to provide evidence that there does not need to be a tradeoff between business performance and pursuing purpose higher than profits. Interestingly, around the end of the pandemic we issued an internal study around the financial performance of B Corps to understand how these impact-driven companies are also functioning as for-profit entities in competitive markets – examining the financial performance and resilience of B Corps. The results of the study showed that in the relevant period B Corps outperformed “ordinary” businesses, in terms of topline growth and that B Corps were more likely to grow their revenue and worker base between 2019 - 2021. Around the world, B Corps were also significantly more likely to survive the pandemic. The study can be found here: https://blab.infogram.com/1tgl93rr6z7d7df4xo1q6xv8d0ip86gl6lq
Over time, growing awareness of climate change and systemic challenges created urgency among forward-thinking leaders. In this sense our work of transitioning companies to make them think more about stakeholders is easier. Accessibility is part of this same shift — essential for building a more inclusive and resilient future.
B Lab provides structure, community, and credibility to companies pursuing impact. How important was that ecosystem of support in driving adoption? What role does external validation and peer community play?
Community was—and still is—crucial. Early B Corps created a sense of belonging, a “tribe” united by the belief that business can be a force for good. Peer support remains one of the biggest draws for companies joining the movement. The ecosystem also acts as a credibility filter, signaling authenticity and helping maintain standards. Even as multinationals join, the movement retains its pioneering spirit, which inspires companies striving to do better.
B Corp requires genuine organizational transformation, not just policy updates. What have you learned about what actually works (and what doesn’t) when companies try to embed social responsibility into their culture?
From my experience advising big as well as mid-size companies through transitions, culture change rarely works if it’s imposed from the top without explanation. When shareholders or managers expect the change to happen without taking the effort to first explain why are we doing it, and why it is good for the organization and the whole. It’s vital to start by educating employees and creating change agents within the organization. Embedding purpose in foundational documents—like shareholder agreements—also helps. It provides context and an anchor. It provides accountability. There is a certain magic that happens when you put things in writing, especially if you write down the good things you aim to achieve. In corporate documents - it becomes an agreement and north star for shareholders, managers and employees. This is what the B Corp legal requirement is all about – embedding purpose in the corporate DNA of companies. This principle applies equally to accessibility: it can and should be embedded in a company’s core governance. Having said that - it is important also to emphasize that these commitments are put to practice and ae appropriately overseen. There are many ways this can be done, but ultimately the board members of the company need to ensure that the company is walking the talk.
B Corp operates globally with local nuances. What challenges emerge when scaling a movement across different regulatory environments, business cultures, and economic contexts? Any lessons that could apply to implementing European-wide accessibility standards like EAA?
Scaling globally brings challenges—different regulations, cultures, and economic contexts. If you want to grow organically the way you initially structure a network is different than how you organize if you are a movement that is now in its twenties. With expansion the challenges and priorities shift. We started with a few pioneers and attracted likeminded friends all over the world. It seemed that we grew organically. Everyone was focused on building a network of likeminded people and companies in their jurisdiction under the main ideas of interdependence and a shift from shareholder primacy to stakeholder value creation. This structure attracted pioneering B Corps but it was harder to attract big multinational companies. Over the 20 years we transformed from a tiny organization of pioneers that promoted quick growth of the movement to a network of B Labs around the world that helped develop the movement further in particular jurisdictions. With this structure it was easier to mold the message to particular regional contexts and attract more companies. Now, as we approach 20 years of this global movement, B Lab is evolving into a more integrated organization. This next iteration of our global network will balance global coherence with local agency to achieve our vision of economic systems change. We expect B Corps to feel the benefits of these changes as we are able to deliver a better experience across markets; invest more in our shared central assets leading to improved products and services; and continue to prioritize community building, advocacy and impact through our local teams. I believe that B Lab now is among the largest sustainability oriented nonprofits and advocates of positive policy changes in the world. I imagine that your organization could follow in these steps. I feel that the pioneer stage focused on growth is worth exploring at this moment of your organizational life.
Do you see accessibility as integral to responsible business, or is it still an afterthought? What would it take for accessibility to have the same prominence as sustainability in conversations about corporate responsibility?
Accessibility is integral to responsible business, even if it’s not yet at the center of the conversation. It’s part of the broader sustainability framework, and while sustainability faces headwinds in some regions, the EU remains committed to inclusion. Making products and workplaces accessible is common sense—and essential for long-term success. Your initiative will help bring accessibility into the spotlight where it belongs.
Interview by Karolina Mendecka
Business Accessibility Forum Director