See our article on the subject<\/a><\/strong><\/p>In 2025, we reached 114.2 points.<\/p>
The certification threshold is set at 80 points.<\/p>
The average score for companies that complete the assessment is 50.9 points.<\/p>
This increase of more than 25 points is not the result of simple administrative fine-tuning. It reflects a deeper shift: we sought to turn intentions into durable mechanisms.<\/p>
When a framework becomes a revealer<\/h3>
A framework like B Corp can be experienced in two ways. It can be seen as an external constraint, a series of criteria to meet in order to obtain or keep a label. But it can also be used as a tool for internal clarification.<\/p>
What we experienced during this recertification is that the framework acts as a revealer. It brings to light what is stable and what still depends too much on individuals. It distinguishes what is truly embedded in how the organization operates from what relies mainly on goodwill.<\/p>
For example, donating 5% of our revenue to an impact program is a strong commitment. But as long as that commitment is not set out in clear rules\u2014if it depends on an annual trade-off or a management decision\u2014it remains fragile. By integrating it systematically into our business model, we accepted that it would no longer be negotiable in the short term. This shift from intention to rule changes the nature of the commitment.<\/p>
In the same way, embedding our mission in our articles of association via the \u201cMission Locked\u201d model means accepting that certain future decisions will be constrained by that choice. It isn\u2019t only symbolic. It is a way of accepting that managerial freedom is not absolute, but oriented by an explicit direction.<\/p>
A demanding framework does not reduce the capacity to act. It forces you to clarify priorities and accept their consequences.<\/p>
Numbers, as a mirror<\/h3>
The breakdown by pillar confirms this evolution.<\/p>
The Community pillar reaches 41.2 points, driven in particular by the \u201cDesigned to Give\u201d model.<\/p>
The People pillar reaches 28.9 points, reflecting efforts around financial security and the development of everyone who actively takes part in the Paradigm21 journey.<\/p>
The Customers category scores 18.7 points, validating our commitment to mission-driven organizations.<\/p>
Governance reaches 16.7 points thanks to \u201cMission Locked\u201d status.<\/p>
Environment reaches 8.6 points, which is consistent for a services company with few tangible environmental impacts.<\/p>
These scores don\u2019t tell the whole story. But they make it possible to verify that our choices produce measurable effects.<\/p>
The recertification also brought to light a structuring tension for us: how do we formalize without losing agility?<\/p>
Paradigm21 operates with distributed-authority governance. Responsibility is shared, roles are clear, and decisions are made as close as possible to the action. A large part of our effectiveness rests on trust and the maturity of members.<\/p>
The B Corp standard, for its part, requires written policies, documented evidence, and archived procedures. Where our way of operating favors oral communication and continuous adjustment, the audit demands formal traces.<\/p>
This gap could have been seen as a simple bureaucratic constraint. But it forced us into a more fundamental question: what, in our way of operating, holds because people are committed\u2014and what would hold even if those people changed?<\/p>
Formalizing certain practices did not mean making them heavier, but making them transferable. Describing feedback loops, clarifying roles, and recording important decisions helps stabilize the organization beyond individuals. It reduces dependence on collective memory and strengthens continuity.<\/p>
The goal was not to replace trust with procedures. It was to ensure that structure supports culture rather than weakening it.<\/p>
A guarantee for our partners<\/h3>
For our clients\u2014public administrations, companies, and non-profit organizations\u2014this recertification provides verified consistency.<\/p>
When we support organizations in their transformation efforts, we are ourselves engaged in a demanding process. We know the constraints linked to documentation, budget trade-offs, and strategic choices under pressure.<\/p>
This hands-on experience makes our support more realistic. It avoids abstract talk and strengthens the credibility of our recommendations.<\/p>
Setting our sights on 2028 and beyond<\/h3>
B Corp recertification marks a milestone. It does not define a destination.<\/p>
In the coming years, standards will evolve\u2014but above all, expectations of companies will evolve. Climate, social, and democratic challenges are not stabilizing; they are intensifying. In this context, the question is no longer only to \u201cdo better\u201d within an existing framework. It is to help transform the rules of the game themselves.<\/p>
For an organization like Paradigm21, that means going beyond compliance and continuing to question our own models: how do we create value? For whom? At what invisible cost? How do we connect economic performance and societal contribution without setting them against each other? And above all, how do we embed these answers in durable mechanisms rather than in statements of intent?<\/p>
B Corp offers us a demanding framework to stay clear-eyed. But that framework does not replace strategic responsibility. It is up to us to ensure that every change in standards becomes an opportunity to strengthen the coherence between what we say, what we do, and what we make possible around us.<\/p>
A score validates a moment. A business model, on the other hand, transforms continuously.<\/p>
It is in that transformation that we want to write what comes next.<\/p>","protected":false},"excerpt":{"rendered":"
On September 9, 2025, Paradigm21 was recertified as a B Corp with a score of 114.2 points. The B Corp label assesses a company\u2019s overall…<\/p>\n","protected":false},"author":14,"featured_media":13057,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[113],"class_list":["post-13043","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-articles","tag-collective-performance",""],"yoast_head":"\n
B Corp recertification: a higher score, built on lasting change - Paradigm21<\/title>\n<meta name=\"description\" content=\"Recertified B Corp with 114.2 points, Paradigm21 turns its commitments into sustainable practices without losing its agility.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/paradigm21.ch\/en\/resources\/articles\/b-corp-recertification-a-higher-built-on-lasting-change\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"B Corp recertification: a higher score, built on lasting change\" \/>\n<meta property=\"og:description\" content=\"Recertified B Corp with 114.2 points, Paradigm21 turns its commitments into sustainable practices without losing its agility.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/paradigm21.ch\/en\/resources\/articles\/b-corp-recertification-a-higher-built-on-lasting-change\/\" \/>\n<meta property=\"og:site_name\" content=\"Paradigm21\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/paradigm21.ch\" \/>\n<meta property=\"article:published_time\" content=\"2026-11-04T15:25:23+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/paradigm21.ch\/wp-content\/uploads\/2026\/11\/certification-B-Corp-Suite-scaled.png\" \/>\n\t<meta property=\"og:image:width\" content=\"2560\" \/>\n\t<meta property=\"og:image:height\" content=\"884\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"author\" content=\"David Matthey-Doret\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"David Matthey-Doret\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"5 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\/\/paradigm21.ch\/en\/resources\/articles\/b-corp-recertification-a-higher-built-on-lasting-change\/\",\"url\":\"https:\/\/paradigm21.ch\/en\/resources\/articles\/b-corp-recertification-a-higher-built-on-lasting-change\/\",\"name\":\"B Corp recertification: a higher score, built on lasting change - 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I joined Paradigm21 in 2019 after writing of a book on new organizational paradigms in Switzerland. My ambition is to build more conscious organizations and inspired organic leadership. The biggest challenge I've faced in my evolution Ending the schizophrenic posture of an NGO leader, who must be combative, stubborn, and relentless in political negotiations and with the authorities, but benevolent and empathetic in relations with its beneficiaries and employees. On a day-to-day basis and over the long term, the two postures blend together and lead to the development of forms of psychological violence towards those whom we must support, without realizing it. Very much related to this situation, figuring out how to let go of my dominant doer posture was also a big personal challenge. A professional experience that has particularly influenced me My position for seven years as director of an organization serving Indigenous Peoples around the world. The native representatives that I met almost daily, sometimes great chiefs of their communities, introduced me, often in spite of myself, to spirituality and allowed me to understand to what extent the dominant western society was failing in the management of its relationship with nature and in the relationships between human beings. My most important values Three values guide my life, both personally and professionally: \u2022 Assertiveness: being myself, whatever it takes, and making my voice be heard. Develop the art of communicating a difficult message without passivity, but also without aggressiveness. \u2022 Integrity: remaining intact and whole in my word, whether it is the word I give or the unspoken expectations of me. Be sure that everyone I interact with is on the same stage as I am and that they understand everything that is at stake in our exchanges. \u2022 Sweetness of life: to create as often as possible moments of happiness, big or small, for myself and for others. Work, music, sports, nature, etc. This sweetness is found everywhere and depends on each person. You have to enjoy your life!!! Of course, I regularly screw up in the application of my values on a daily basis, and it is by becoming aware of my deviations from my principles that I evolve on my life path. Where I see myself in 5 years I do not project myself in the medium or long term, the years 2019 to 2022 (and the following ones without doubt) have shown us that the VUCA world (volatile, uncertain, complex and ambiguous) is not only in human interactions, but also in the expression of the consequences of human activities and their management. Two certainties nevertheless: first my activity must allow moving the lines on the issue of climate change, and secondly, the gender issue, and particularly the place of women in all dimensions of society, is an absolute priority for me. My favorite sport Ving Tsun, a Chinese martial art, is part of the great family of Kung Fu. It allows me not only to express my violence in a controlled practice, but also to experience how to feel and control the energy of an opponent and have a perfect awareness of my body. I often refer to it as \\\" guys' yoga \\\", because it allows men to develop an awareness of aspects that they are reluctant to approach with practices identified as more feminine. My favorite series Ted Lasso, an American comedy series, the story of an American soccer coach who finds himself in an English soccer team. How to coach when you know nothing about the discipline? A brilliant presentation of the coaching profession. And the punchlines that sting in every episode, my favorite is probably: I love meeting people\u2019s moms. It\u2019s like reading an instruction manual as to why they\u2019re nuts. I love meeting people\u2019s moms. 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I joined Paradigm21 in 2019 after writing of a book on new organizational paradigms in Switzerland. My ambition is to build more conscious organizations and inspired organic leadership. The biggest challenge I've faced in my evolution Ending the schizophrenic posture of an NGO leader, who must be combative, stubborn, and relentless in political negotiations and with the authorities, but benevolent and empathetic in relations with its beneficiaries and employees. On a day-to-day basis and over the long term, the two postures blend together and lead to the development of forms of psychological violence towards those whom we must support, without realizing it. Very much related to this situation, figuring out how to let go of my dominant doer posture was also a big personal challenge. A professional experience that has particularly influenced me My position for seven years as director of an organization serving Indigenous Peoples around the world. The native representatives that I met almost daily, sometimes great chiefs of their communities, introduced me, often in spite of myself, to spirituality and allowed me to understand to what extent the dominant western society was failing in the management of its relationship with nature and in the relationships between human beings. My most important values Three values guide my life, both personally and professionally: \u2022 Assertiveness: being myself, whatever it takes, and making my voice be heard. Develop the art of communicating a difficult message without passivity, but also without aggressiveness. \u2022 Integrity: remaining intact and whole in my word, whether it is the word I give or the unspoken expectations of me. Be sure that everyone I interact with is on the same stage as I am and that they understand everything that is at stake in our exchanges. \u2022 Sweetness of life: to create as often as possible moments of happiness, big or small, for myself and for others. Work, music, sports, nature, etc. This sweetness is found everywhere and depends on each person. You have to enjoy your life!!! Of course, I regularly screw up in the application of my values on a daily basis, and it is by becoming aware of my deviations from my principles that I evolve on my life path. Where I see myself in 5 years I do not project myself in the medium or long term, the years 2019 to 2022 (and the following ones without doubt) have shown us that the VUCA world (volatile, uncertain, complex and ambiguous) is not only in human interactions, but also in the expression of the consequences of human activities and their management. Two certainties nevertheless: first my activity must allow moving the lines on the issue of climate change, and secondly, the gender issue, and particularly the place of women in all dimensions of society, is an absolute priority for me. My favorite sport Ving Tsun, a Chinese martial art, is part of the great family of Kung Fu. It allows me not only to express my violence in a controlled practice, but also to experience how to feel and control the energy of an opponent and have a perfect awareness of my body. I often refer to it as \" guys' yoga \", because it allows men to develop an awareness of aspects that they are reluctant to approach with practices identified as more feminine. My favorite series Ted Lasso, an American comedy series, the story of an American soccer coach who finds himself in an English soccer team. How to coach when you know nothing about the discipline? A brilliant presentation of the coaching profession. And the punchlines that sting in every episode, my favorite is probably: I love meeting people\u2019s moms. It\u2019s like reading an instruction manual as to why they\u2019re nuts. I love meeting people\u2019s moms. It\u2019s like reading an instruction manual as to why they\u2019re nuts.","url":"https:\/\/paradigm21.ch\/en\/team\/david-matthey-doret\/"}]}},"_links":{"self":[{"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/posts\/13043","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/users\/14"}],"replies":[{"embeddable":true,"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/comments?post=13043"}],"version-history":[{"count":1,"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/posts\/13043\/revisions"}],"predecessor-version":[{"id":13044,"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/posts\/13043\/revisions\/13044"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/media\/13057"}],"wp:attachment":[{"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/media?parent=13043"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/categories?post=13043"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/paradigm21.ch\/en\/wp-json\/wp\/v2\/tags?post=13043"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}