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Young Challengers

The Challengers are 40 young pioneers who make the voice of their generation heard. They challenge our team, projects and network with fresh ideas and turn them into workshops, collaborations and challenges. In this way, they develop their talents and build impactful projects together.

Larcier-Intersentia

Larcier-Intersentia, part of Groupe Lefebvre Sarrut, is a trusted partner in legal and tax expertise in Belgium and Luxembourg. We provide publications, software and training to make professionals’ daily work easier. Our mission: “Enable knowledge”, supporting clients and helping them meet the challenges of their profession.

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Ownership as key to real change

Luc De Jaeger (Funds For Good) and Peter Depauw (Steward-owned) show how new ownership models link financial profit to social impact.

Luc De Jaeger, board member at Funds For Good, explains how a hybrid model connects financial profit with social entrepreneurship through mission-oriented ownership. Peter Depauw, economic philosopher and systems thinker at Steward-owned, sheds a broader light on how alternative ownership structures can anchor mission as well as break the link between money and power. Together they explore why ownership matters – and how rethinking it can reshape the future of entrepreneurship.

Looking beyond shares and voting rights

“Ownership has been at the heart of our economy for centuries,” Peter opens. “It determines who decides – and for what purpose. Today, however, ownership has often become a lever for extraction.”

According to him, we should not reduce ownership to a purely financial mechanism. It is not just about who owns the shares or has voting rights, but about the intentions behind those structures and the direction they create in the long run. Ownership can be a stabilizing force – if it is thoughtfully designed.

That’s exactly what Funds For Good has done. “From the beginning, there was a clear dream,” says Luc. “The founders wanted to reconnect finance with social entrepreneurship. And that required structural choices – not just strategic ones.”

Profit in the service of mission

At Funds For Good, part of the profits from financial products are structurally invested in people excluded from the traditional labor market – entrepreneurs with talent but without access to financing. “The owners are people who are actively involved in the business,” Luc explains. “When one of the founders left, the others bought back his shares. There was no conflict – just the belief that ownership should stay close to the mission.”

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Alternatives in view

Peter sees this as part of a broader overhaul of ownership: cooperatives, foundations, hybrid models and more. “What they have in common is the ambition to align ownership with mission and long-term responsibility.”

One of the models he works with is steward-ownership, based on two principles: profit serves the mission and control remains with people who are actively involved in the purpose of the enterprise. These principles are anchored legally – like a compass. “That’s how you protect your mission from slipping, regardless of growth, crisis or external pressures.”

Between mission and market

A clear structure does not mean that all tensions disappear – especially in today’s reality. “That is a challenge,” says Luc. “Our revenues depend on the financial markets, but at the same time we are investing in the real economy. The question is: how do we build more stable revenue streams?”

Peter sees this as a critical design moment. “You have to think ahead: what kind of ownership do you need when things go very well or very badly? Those are the moments when ownership must endure.” Steward-ownership can provide an answer here. By building in legal protection, decision-making remains anchored in the mission – even when the context changes.

From niche to norm shift

Alternative ownership structures are not yet mainstream, but awareness is growing. “In Germany and the Netherlands, we see clear progress,” says Peter. “Legal frameworks are emerging, and the debate is deepening.” Something is also moving in Belgium. “There is traction,” Peter notes, “but it is still a solid step to rethink such a fundamental principle. It touches everything: power, trust, succession, values.”

Luc finds that this reflection often starts with smaller or family-owned companies, where the link to the mission is stronger. “That proximity makes it more logical to think structurally – and to protect what matters.”

Peter refers to the case of Patagonia as a tipping point. “They put their voting shares into a stewardship model and declared the planet as their sole shareholder. It was symbolic as well as strategic. It showed that profit and mission can go together – if the ownership model allows for that.”

He adds, “The point is not that making a profit is wrong. The point is that a company protects itself from a single-minded focus on shareholder value. That’s the difference. Steward-ownership enshrines that separation – between control and profit rights – in the DNA of the company.”

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Mediahuis: media with a mission

What does purpose really mean for a media group? Belgian CEO Koen Verwee shares how Mediahuis is building trust, independent journalism and long-term impact.

The System Shift is a space for leaders, innovators and doers who want to rethink the design of their organization – aligned with the future we need. Ready to redesign your organization from the inside out?

 

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Mediahuis: media with a mission

What does purpose really mean for a media group? Belgian CEO Koen Verwee shares how Mediahuis is building trust, independent journalism and long-term impact.

 

Koen Verwee, CEO of Mediahuis Belgium, talks about how a large, traditional media company is refocusing around independent journalism, inclusion and long-term trust. Barbara Goffin, coordinator of BeDonut, brings in the broader perspective of “donut economics”: how can companies become regenerative and redistributive – by design?

Well-being commemorated from within

“Until now, prosperity has been equated with endless growth,” Barbara explains. “But the donut economy invites us to operate within two crucial limits: the ecological ceiling and the social lower limit. Within that donut, a new economy emerges, regenerative and redistributive from design.”

In such an economy, companies are no longer mere engines of growth, but agents of transition. “That’s where purpose makes its appearance,” she says. “It’s the first of five layers of deep organizational design: mission, networks, governance, ownership and finance. If those five are not aligned, true transformation is impossible.”

Media with a mission

At Mediahuis, that alignment acts as both strategic anchor and moral compass. “Our mission is clear: we believe unconditionally in independent journalism and in strong media brands that contribute to society,” says Koen. “We translate that into three sustainability priorities: bringing relevant journalism, reducing our carbon footprint and allowing diverse talent to flourish.”

A striking example of that mission in action is the investment in Pluralis, an impact fund that supports independent journalism in countries where democracy is under pressure. “It’s not just about our newsrooms,” Koen says. “We defend journalism as a cornerstone of a healthy society.”

Internally, Media House launched the Trust Hub – a set of initiatives within newsrooms to strengthen reader trust. One of these is joining The Trust Project, which aims to strengthen transparency, accuracy and inclusiveness in journalism.

Balancing mission and resources

“It’s a balancing act,” Koen acknowledges. “We are fortunate that our board of directors and shareholders believe strongly in our mission. They see that being financially sound and being purpose-driven can go hand in hand.”

But that doesn’t always go straightforwardly. “Sometimes you have to make short-term decisions that are not (yet) completely in line with your mission. What matters is the long-term direction: are we still going in the right direction?”

Barbara agrees. “The balance between short-term returns and long-term value is a challenge for many companies. That’s why ownership is so crucial: without the right structure, you quickly fall back into business as usual.”

Mission in motion

As a company, how do you stay aligned with your mission in a world of uncertainty and technological acceleration?

“We regularly distance ourselves with management,” says Koen. “Just zooming out and asking ourselves: is what we are doing still right with our mission? We also discuss this constantly with our people. That clarity gives them pride. They know why they are here.”

Barbara nods. “It’s inspiring to see how Mediahuis tackles this internally. Too often purpose is limited to the outside, while real transformation starts with your internal architecture.”

This is all the more important in today’s context. “Our mission is more relevant today than ever,” says Koen. “Democracy, human rights, the rule of law – worldwide they are under pressure. That only makes journalism more urgent.” At the same time, he feels headwinds. “Some companies are taking a step back in terms of sustainability. But I still meet many CEOs who are really committed. Their voices need to be louder.”

 

From mission to community

Both speakers emphasize that you don’t have to do this work alone. “What I love about The System Shift,” says Koen, “is that here we don’t just exchange ideas – we create solutions together. Everyone here believes that businesses play a key role in keeping our society and planet healthy.”

Barbara adds: “There is so much energy in this ecosystem. Even when policy is slow, I see businesses, citizens and cities moving. The momentum is real – but we need more people participating, sharing and experimenting.”

That is why BeDonut will soon launch a new initiative inspired by the Brussels Donut Project. “We want to bring together various actors within one region or city – including businesses – and work together toward a desirable future through the donut economy. A future where businesses are regenerative and redistributive, cities resilient and communities in balance. We want to bring the donut economy to life in Belgium – from theory to local practice.”

 

More success stories

The System Shift is a space for leaders, innovators and doers who want to rethink the design of their organization, aligned with the future we need. Ready to redesign your organization from the inside out?

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MediaMixer

MediaMixer is an independent storytelling agency that brings strategy, content and events together. With its own studio and 50+ experts, it translates complex stories into digital, video and live experiences that touch and deliver results. From Antwerp and Ghent to worldwide.

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Focus Advertising

Focus Advertising is a mini-sized communication agency from Kortrijk. With strategy, design and campaigns, we build brands that move, online and offline. We combine surprising creativity with clear, sustainable stories and are ‘easy to do business with’. This is how we help organizations touch their audience and grow.

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Oikos

Oikos is the Flemish think tank for social-ecological change. With research, publications, dialogues and the journal Oikos, she feeds the social debate and explores long-term challenges such as climate, commons and a just economy. In this way, Oikos offers inspiring perspectives and tools for a sustainable, solidarity-based future.

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Le Soir

Le Soir is a Belgian French-language newspaper, part of the Rossel media group. In 2014, the most widely read French-language newspaper in Belgium launched the platform «Demain la Terre», which is entirely dedicated to environmental issues and sustainability.

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Magelaan bv

Magelaan is the place to be for a full package of marketing and communication services, including both strategic and executive ones. Thanks to our personal approach, you will find a partner who listens attentively and proactively thinks things through with you. Count on us for a close, personal and even warm-hearted collaboration. All the fun and little favours come free of charge.

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Mediahuis

Mediahuis is a European media company with 30+ news brands in Belgium, NL, Ireland, Germany and Luxembourg. We believe unconditionally in independent journalism that helps people and society move forward. Through digital marketplaces, investments and the IMPACT programme – journalism that matters, talent and green transition – we are building climate-neutral, inclusive media.

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