Need help with the following questions. Please have a separate answer for each question and reference for each question.

q1.

Towards which side of this debate are you leaning? On what points do you agree / disagree with the professor in the video below?

In this video, Professor Jim Wallace of Claremont University talks on Values-Based Management. He makes the point that taking care of other stakeholders' interests is not philanthropy -- "it simply makes sense". He talks about the sea change in attitudes toward finance from the culture of "shareholder supremacy" in the 1990s to the inclusion of Corporate Social Responsibility elements during the past 10-15 years.

https://www.youtube.com/watch?v=FxKY1t965qE

q2.

Consider the following thought experiment: what would be the impact, if any, on financial institutions if trends such as the one described in the Economist article below catch-on?

In reaction to weaknesses in conventional finance, startups are changing what it means to own a company

As you know by now there are many ways to organize a business, a full spectrum ranging from the sole proprietorship to the large publicly owned corporation. Yet new forms of organization keep emerging. I've run into this article in the Economist that talks about some weaknesses in conventional finance (agency problem being one them) and how start-ups are finding new ways to raise capital (that does not necessarily involve traditional financial institutions) and changing what it means to own a company. Attached.

http://www.economist.comews/briefing/21676760-americas-startups-are-changing-what-it-means-own-company-reinventing-deal

Reinventing the deal | The Economist Page 1 of 10 American capitalism Reinventing the deal America's startups are changing what it means to own a company Oct 24th 2015 | From the print edition ATTENDING a baby-shower is not an obvious means of contributing to the vigour of American capitalism. But when thrown for one of 24 investors in Julia Jacobson's small startup, NMRKT, which enables boutiques and small manufacturers to create appealing electronic marketplaces for their products in half an hour, it is vital. Since 2013 the company has amassed 150 clients and is now considering its fourth round of financing. Attending social events helps Ms Jacobson and her equivalent at other startups to take stock of what investors want. This enables them to confront an enduring inefficiency of the market: aligning the interests of investors and owners. Investors' opinions matter hugely to young firms like Ms Jacobson's. Judgments abound and diverge on the value of a startup without the ability to test it in an open market. One investor pushed Ms Jacobson to think about a dreaded \"down-round\