World Business Council for Sustainable Development
Big firms are joining the queue to follow in Muhammad Yunus’s footsteps by developing businesses designed to fix social ills.
Muhammad Yunus has for more than 30 years [05] challenged business leaders to find radical ways of creating new markets in poor countries. The Nobel Peace Prize winner’s latest book, explores how big companies can invest in external partners to develop products and services that will benefit the poor. Yunus outlines the concept of a [10] “social business”, which he defines as a “no loss, no dividend” company with social objectives. Social business ventures are set up by a “social entrepreneur”, who combines the risk-taking of enterprise with an explicit mission to address urgent problems, such as access to [15] healthcare, sanitation, education and so on. The new products and services that these inventive individuals devise are examples of “social innovation”.
Unlike charities, social businesses do not need to keep applying to governments or foundations for grants. [20] They support themselves by selling goods and services at cost, or at a small profit – all of which is reinvested to fund their expansion. But to do this, social entrepreneurs must find investors willing to help take a new idea to scale. Now multinational companies are emerging as an important [25] source of funding for social innovation. Big companies are looking for exciting and potentially lucrative new ways to meet their sustainability goals.
The archetypal social business is Danone Grameen Foods, a joint venture set up two years ago between [30] Yunus’s own Grameen group and the French food and drink multinational Danone. The partners have developed an affordable, fortified yoghurt for poor children in Bangladesh. The yoghurt is high in calcium and other nutrients that children lack. It is cheap because it is [35] produced locally, cutting down on expensive refrigeration.
As a social business, Danone Grameen Foods measures its success in terms of “social dividend” or “social return on investment” – its positive impact on the rate of market failure that it was set up to redress. In this case, [40] the dividend and return are the improvement in child health in Bangladesh and the number of jobs its activities supports. The first yoghurt processing plant in Bogra will in three to four years support 1,600 jobs, while the company plans to build 50 plants over the next ten years.
[45] Investing in social entrepreneurs can boost a company’s reputation for being responsible in a way that limits the risks of investing in new products, especially when these could take years to become commercially viable.
[50] Alternatively, big companies can buy up innovative firms that have already done the groundwork on products with social benefits and commercial potential. Dow Chemical, for example, in 2006 added three water purification technologies to its Dow Water Solutions [55] portfolio when it acquired Chinese firm Zhejiang Omex Environmental Engineering. Dow backs up this work with its sponsorship of Blue Planet Run, a non-profit group that raises money for clean drinking water projects in developing countries.
[60] One reason why partnerships between companies and social entrepreneurs are yet to take off could be mutual ignorance of each other. “This is quite new territory for business,” says International Business Leaders’ Forum director Ros Tennyson, who advises companies on [65] partnerships. “Most do not know what the term ‘social entrepreneurship’ means.” She says business must listen to social entrepreneurs “if it is to get beyond simply philanthropic funding of a good idea”. However, she adds, social entrepreneurs, too, must be flexible and [65] understanding of companies. “They need to develop a genuine interest in business drivers and priorities in order to conduct purposeful and equitable conversations.”
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It is NOT true that Muhammad Yunus
was awarded the Nobel Peace Prize for his efforts in improving the life of poor citizens through business ventures.
is the archetype of an investor who is looking for high profits in exploring the poor.
has long been devoted to social businesses in order to help poor communities in relevant areas as healthcare and education.
has been a leader in creating innovative products or services for poor nations for more than three decades.
wrote a book to explain how some companies can partner with larger corporations to produce goods or services that will help the needy.
Cesgranrio • BNDES • Técnico Administrativo
Questão 32 • Gabarito: (B)
It is NOT true that Muhammad Yunus
(A) was awarded the Nobel Peace Prize for his efforts in improving the life of poor citizens through business ventures.
(B) is the archetype of an investor who is looking for high profits in exploring the poor.
(C) has long been devoted to social businesses in order to help poor communities in relevant areas as healthcare and education.
(D) has been a leader in creating innovative products or services for poor nations for more than three decades.
(E) wrote a book to explain how some companies can partner with larger corporations to produce goods or services that will help the needy.
Para executar a varredura e extrair a mentira factual fabricada pela banca, ativa-se o fluxo de rastreio:
01. Comando (Command): Localizar a única proposição conceitualmente incorreta e desconectada das verdades documentadas no texto sobre a figura de Muhammad Yunus.
02. Gatilho (Trigger): O operador booleano negativo "NOT true", que inverte a dinâmica tradicional e transforma o erro factual no gabarito desejado.
03. Operação (Operation): Auditoria de correspondência biográfica e checagem de premissas ideológicas (confrontação direta linha a linha).
04. Evidência (Evidence): A menção explícita à premiação do Nobel e ao modelo econômico de negócios sociais voltados ao bem-estar humanitário e sem distribuição de dividendos.
05. Discriminação (Discrimination): Descartar os enunciados verdadeiros (A, C, D, E) por agirem como distratores de conformidade textual e isolar o ataque moral falso.
06. Validação (Validation): Confrontar o termo hostil "high profits in exploring the poor" com o histórico filantrópico e empresarial do biografado.
07. Decisão (Decision): Marcar a opção B como a única resposta dotada de blindagem lógica e em conformidade estrita com a engine de auditoria B3GE™.
Distrator 17 — Verdadeira, mas Incompleta (Conformidade Factual).
A proposição apresenta uma afirmação factualmente verdadeira com base no segundo parágrafo do texto ("The Nobel Peace Prize winner... benefit the poor"). Como o comando da questão é do tipo negativo e exige a localização de uma inverdade, qualquer opção que traga uma verdade literal deve ser eliminada pelo candidato.
Competência avaliada: 31. Reading Comprehension (Informação Explícita e Paráfrase).
Esta alternativa atende perfeitamente ao comando negativo ao aplicar uma Contradição Direta (Distrator 06). O texto define explicitamente que o modelo corporativo de Yunus opera sob o princípio de "no loss, no dividend" para sanar problemas humanitários. Rotulá-lo como um investidor ganancioso focado em margens altas explorando os pobres é a única mentira absoluta da lista.
Distrator 17 — Verdadeira, mas Incompleta (Conformidade Factual).
A opção sintetiza corretamente as informações distribuídas ao longo do artigo, confirmando a devoção histórica de Yunus em estruturar negócios sociais voltados para solucionar gargalos urgentes e vitais em comunidades vulneráveis, tais como saúde e educação. Sendo verdadeira, está incorreta.
Distrator 17 — Verdadeira, mas Incompleta (Alinhamento de Linha Temporal).
A alternativa bate exatamente com a métrica cronológica fornecida no segundo parágrafo ("has for more than 30 years challenged business leaders to find radical ways..."). A expressão "more than three decades" é uma paráfrase matemática precisa do texto, validando a proposição como verdadeira e forçando seu descarte.
Distrator 17 — Verdadeira, mas Incompleta (Paráfrase Conceitual Fiel).
O item parafraseia os dados das linhas iniciais do texto, detalhando o propósito do seu livro mais recente em explicar como corporações comerciais podem firmar alianças estratégicas com grandes empresas para fabricar bens ou serviços voltados ao amparo dos necessitados. É uma verdade a ser expurgada.
Detecção de Contradição Direta e Inversão (B): O ponto de ruptura lógica ocorre quando o examinador insere palavras de alta carga nociva ou opostas ao contexto ("high profits" / "exploring the poor"). Ao confrontar essa armadilha com o DNA de filantropia e ausência de dividendos documentado, o erro salta aos olhos.
Validação por Paráfrase Numérica (D): Demonstrar que expressões temporais modificadas ("more than 30 years" transformado em "more than three decades") mantêm a integridade factual do texto, eliminando qualquer margem para dúvidas técnicas na exclusão da alternativa.
thematic: Reading & Interpretation
theme: 31. Reading Comprehension (Explicit Information • Paraphrasing)
Peça Operativa Principal: Negative Fact-Checking Command / Explicit Inversion Detection / Biographical Detail Auditing
SILO 3 — Contextual
contentTopic: 15. Business & Employment
subtheme: The Philanthropic Legacy, Business Principles, and Ventures of Muhammad Yunus
O item avalia a proficiência do candidato em realizar varreduras de precisão em busca de inconsistências biográficas e conceituais dentro de relatórios textuais e históricos de negócios, sendo classificado sob o tema 31. Reading Comprehension do SILO 2. A moldura contextual examina a herança empreendedora, parcerias corporativas e diretrizes macroeconômicas de investimentos filantrópicos de impacto social, enquadrando-se no tema 15. Business & Employment do SILO 3. A resolução exige do aluno desarmar distratores baseados em declarações verdadeiras de conformidade textual (A, C, D e E) e identificar a contradição direta e caluniosa introduzida na alternativa B, consolidando-a como o único gabarito válido.