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Will a vaccine end the pandemic? At Fortune Brainstorm Health this week, there was lots of talk about the 200-plus efforts to find a COVID vaccine, and the extraordinary collaboration among companies and governments to get vaccines tested, manufactured and distributed—far faster than ever before. “We are taking what normally takes five to seven years, and doing it in five to seven months,” said Johnson & Johnson CEO Alex Gorsky.

But Gorsky—whose company is one of the leaders in the vaccine race—also issued a strong warning to the group not to think of a vaccine as a silver bullet.

Gorsky said he still hopes to have “hundreds of millions” of doses of a vaccine on the market by the first quarter, and more than a billion by the end of next year. But, he said, “none of us should be thinking that this is the single solution that is going to take us back to the old normal.” There are issues about how effective the vaccine will be, how many doses it will require, and how long its protection will last.

“A vaccine, while a very critical element to bringing an end to this pandemic, is part of

The net worth of a typical Black family is only 10% of that of the typical white family, and the unemployment rate for Black Americans consistently has been double that of white Americans for four decades. These are just two of the outcomes resulting from long-standing systemic disadvantages that perpetuate an inequality of opportunity based on the color of one’s skin. 

This past month’s national dialogue on racial equality has brought many painful truths to the fore. Acknowledging these truths is important. Taking action to address them is essential. 

The U.S. Chamber of Commerce is the largest lobbying organization in the nation, representing businesses of all sizes across all sectors, touching every corner of our country. With that reach comes a responsibility to drive sustained action to eliminate systemic disadvantages. Convinced that our own previous efforts have been insufficient, we have committed to put the collective muscle of American business behind an urgent nationwide push for equality of opportunity.  

Two weeks ago, we convened more than 500 state and local chambers of commerce and business associations from across the country; business, government, academic, and civic leaders; and thousands of others for a National Summit on Equality of Opportunity. Informed by this dialogue, …

In a departure from the historical norm, under which companies abstained from commenting on socio-political issues lest they alienate consumers, corporations spoke out one after the other against racism, and in some cases against police brutality, following the death of George Floyd in May.

They did so in part out of necessity, Cisco CEO Chuck Robbins told the audience during Fortune‘s virtual Brainstorm Health conference on Wednesday.

“Frankly, society is calling on us to actually stand up, take positions and be more vocal than we were in the past,” said Robbins. “So I don’t think we have a choice.”

Robbins put out what was perhaps among the most visceral of corporate statements after Floyd, a Black man, died when a Minneapolis police officer kneeled on his neck for nearly nine minutes. The CEO called the incident “maddening” and “truly abhorrent.” Citigroup chief financial officer Mark Mason—among Wall Street’s highest-ranking black executives—published a blog post that repeated Floyd’s final words, “I can’t breathe,” 10 times.

Since then, other companies have been criticized for not taking more forceful stances. Social media company Facebook has dealt with protests from employees and boycotts from advertisers after it decided not …

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Adam Aron, CEO and president of AMC Theatres, the world’s largest chain of movie cinemas, remembers the early days of the pandemic as a blur. As the novel coronavirus spread around the world, he and his team scrambled to talk with health officials—first in Milan, then in Spain, then pretty much everywhere else the company operated, trying to sort out what to do with its 1,000 or so theaters in the middle of a fast-unfolding global health crisis.

The picture and the pace at which it was changing were dizzying. Over the course of a few days in mid-March, AMC announced plans to fill its theaters to only half capacity; then—prompted by an official’s remark on a Sunday morning talk show—AMC limited screenings to groups of 50 or fewer; and finally, on March 16, it closed its cinemas altogether.

“We had no experts on retainer internally,” says Aron, who admits when it came to understanding epidemiology and infection control and how to factor it into business, he and AMC’s senior execs were amateurs. “We were trying to make the best …

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The biggest challenge in turning “stakeholder capitalism” from a public relations talking point into a true operating system is metrics. We know how to measure returns to shareholders. But how do you measure returns to “stakeholders”? And how do you hold companies accountable for delivering, or not delivering, those returns?

One group that’s been working on that question for over a decade is the B Lab, whose goal is to “balance purpose with profit.” It has developed a rigorous certification process for companies to become “B Corporations.” To date, mostly smaller companies have been certified—Patagonia, Ben & Jerry’s, Eileen Fisher. But earlier this year, Danone—a global food company with nearly $25 billion in revenues—announced it planned to become a B Corp by 2025, committing to specific goals for its impact on health, the planet, its people and inclusiveness.

We invited Danone CEO Emmanuel Faber to join us this week on our podcast Leadership Next, to talk about that decision. You can listen to the interview here. An excerpt:

We want Danone to become a B Corp because we believe that in the world in which we live, and certainly in the world we are entering right

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