简介
"When most people think of corporate responsibility, they are focusing on a business's effect on and relationship to stakeholders. A Responsible Business sees stakeholders as full partners and meaningful instruments for the evolution of healthier communities and more successful businesses."
— from the Introduction The Responsible Business offers a new and strategic approach to doing business that holistically integrates responsibility into all aspects of an organization, allowing for returns at every level, business and social. This book goes beyond the often well intentioned but limited attempts at sustainability to present a framework that allows organizations to bring responsibility into everything they do and re-imagine success. From innovation, product development, and production processes to business management, strategic planning, and shareholder development, the author shows how being a Responsible Business is a practical skill that can be applied day-to-day at every level of the business. No longer just the role of a department or the job of CSR professionals, successful responsibility and business efforts start at the business level, are then taken to the corporate level, and are finally applied throughout the organization. The Responsible Business outlines a framework for building a responsibility and consciousness infrastructure that applies a living systems view to the business and inspires all of its stakeholders, including shareholders. Throughout the book, illustrated by examples from technology to manufacturing, large and small, public and private, Sanford demonstrates how to make responsibility integral to all aspects of a business as an engine for innovation, profitability, and purpose. Praise for The Responsible Business "This is a very significant book. It makes it clear that businesses have a single boss with five interrelated aspects. The stories are among the crispest, most evocative case histories I have seen. The book is for any corporate leader trying to do the impossible: create a business that recreates the world."
— Art Kleiner, editor-in-chief, strategy + business, and author, The Age of Heretics "Carol Sanford offers us a proven, practical, and systems-based approach that integrates five stakeholder groups into a business system working as an integral whole. Essential reading for leaders wanting a system framework for sustainability and business success!"
— Otto Scharmer, MIT Sloan senior lecturer; author, Theory U: Leading from the Future as it Emerges; and coauthor, Presence " The Responsible Business challenges many assumptions corporate leaders, investment advisors, and sustainability experts have long taken for granted. It provides a road map that can help innovative businesses think about how to be truly transformational."
— Sam Ford, Fast Company expert blogger and director, Peppercom "The powerful concepts in The Responsible Business have changed the process of sustainable development and how communities truly thrive. Indeed, these proven approaches will be the roadmap to truly achieve the deepest level of living communities."
— Bill Reed, founding member of LEED System and coauthor, The Integrative Design Guide to Green Building "Critical for re-imagining the future of business. Rarely a day goes by that I do not call on this way of thinking and looking at the world. It is useful for taking on the big business decisions that so many of us face every day."
— Chad Holliday, chairman, Bank of America
目录
A Foreword from the Boardroom p. xiii
A Foreword from Academia p. xvii
Acknowledgments p. xxiii
Prologue: A New Business Mind p. xxv
Procter & Gamble (P&G): Responsibility Prototype p. xxvii
P&G's Guiding Principles p. xxx
Bringing It Home p. xxxiii
Introduction: The Responsible Business p. xxxv
New Problem, Old Mind p. xxxv
Evolve Corporate Responsibility by Evolving Business Responsibility p. xxxix
Three Forks in the Road to Responsibility p. xl
A Framework for the Responsible Business p. xlii
From Add-on Responsibility to Full-on Responsibility p. xliv
About This Book p. xlv
About the Author p. xlvii
The Responsible Business: Reimagining Businesses of the Future p. 1
Stories from Three Continents p. 3
Herban Feast: Caring for Customers p. 3
Kingsford: Creating Collaboratively p. 7
Colgate, South Africa: Localizing Identity and Destiny p. 11
Seventh Generation: Regenerating Planetary Systems p. 15
E. I. DuPont: Engaging Shareholder Value p. 19
Panning for Gold p. 23
Conclusions p. 24
Stakeholders as Systemic Collaborators p. 25
The Meaning of Stakeholder p. 25
Stand in the Stakeholder's Shoes p. 26
Stakeholders Affect Responsibility p. 27
Five Key Stakeholders and Their Stakes p. 29
Conclusions p. 37
Geometry of the Responsible Business p. 38
Systemic Stakeholder Framework p. 39
The Logic of the Pentad p. 41
Integrate Stakeholder Initiatives p. 44
Conclusions p. 48
Be Value-Adding, Not Value-Added p. 49
Value-Added Is Not Value-Adding p. 51
Energize Caring Through Value-Adding Processes p. 52
Five Stakeholder Imperatives p. 53
Conclusions p. 81
Making the Responsible Business Pentad Work p. 82
Revolutionizing Business Models: Red Hat p. 82
From Commodity to Nondisplaceability: Kingsford p. 85
Deeply Connect to Your Customer: Herban Feast p. 108
Mission-Driven Meets Future-Proof: Seventh Generation p. 114
Change the World by Changing the Business: Colgate, South Africa p. 122
Conclusions p. 129
Making It Work: The Map to the Territory p. 131
Teaching an Organization to Star p. 133
Retrofit an Existing Business p. 134
Reverse Phases for a Start-up Responsible Business p. 150
Conclusions p. 152
Nonhierarchical Decision Making p. 154
Hierarchical Management Is Irresponsible p. 154
Self-Organizing Decision Making Is Responsible p. 156
Four Self-Organizing Capabilities p. 157
Conclusions p. 171
Irresponsibility Happens: Reframing How Change Works p. 173
Responsibility Running Backward p. 175
Running Faster in the Wrong Direction p. 176
A 360-Degree Business Perspective p. 179
Make Something for Someone p. 180
From Backward to Forward Spin p. 182
Conclusions p. 185
Our Own Worst Enemies: Turning People Around p. 186
Brain Works p. 187
Three-Brained Decision Making p. 188
Triad of Mental Frames p. 189
Familiarity Is the Enemy of Creativity p. 192
Incentives Narrow the Mind p. 195
Narrower Frames of Reference Cause the Pentad to Spin Backward p. 196
Leading from the Purposeful Mental Frame p. 196
Personal Development and Critical Thinking Skills p. 198
Conclusions p. 199
Cautionary Tales: Design for Prevention and Cure p. 200
Six Common Hazards p. 201
An Ounce of Prevention p. 216
Conclusions p. 218
The Big Picture of Responsibility p. 219
A Responsible View of Capital p. 221
Stakeholder Return on Investment (ROI) p. 222
Conclusions p. 242
Assessing Responsibility p. 243
Systemic Responsibility Indicators p. 244
Conclusions p. 259
The Future of Responsibility p. 261
Getting from Here to There p. 262
Alternative Business Approaches p. 263
Responsible Investing Within the Current Legal Framework p. 275
Conclusions p. 277
Epilogue: Developing Capability for Responsibility p. 279
Three Capabilities Underlying Responsibility p. 280
A Final Reflection p. 283
Notes p. 287
Index p. 293
A Foreword from Academia p. xvii
Acknowledgments p. xxiii
Prologue: A New Business Mind p. xxv
Procter & Gamble (P&G): Responsibility Prototype p. xxvii
P&G's Guiding Principles p. xxx
Bringing It Home p. xxxiii
Introduction: The Responsible Business p. xxxv
New Problem, Old Mind p. xxxv
Evolve Corporate Responsibility by Evolving Business Responsibility p. xxxix
Three Forks in the Road to Responsibility p. xl
A Framework for the Responsible Business p. xlii
From Add-on Responsibility to Full-on Responsibility p. xliv
About This Book p. xlv
About the Author p. xlvii
The Responsible Business: Reimagining Businesses of the Future p. 1
Stories from Three Continents p. 3
Herban Feast: Caring for Customers p. 3
Kingsford: Creating Collaboratively p. 7
Colgate, South Africa: Localizing Identity and Destiny p. 11
Seventh Generation: Regenerating Planetary Systems p. 15
E. I. DuPont: Engaging Shareholder Value p. 19
Panning for Gold p. 23
Conclusions p. 24
Stakeholders as Systemic Collaborators p. 25
The Meaning of Stakeholder p. 25
Stand in the Stakeholder's Shoes p. 26
Stakeholders Affect Responsibility p. 27
Five Key Stakeholders and Their Stakes p. 29
Conclusions p. 37
Geometry of the Responsible Business p. 38
Systemic Stakeholder Framework p. 39
The Logic of the Pentad p. 41
Integrate Stakeholder Initiatives p. 44
Conclusions p. 48
Be Value-Adding, Not Value-Added p. 49
Value-Added Is Not Value-Adding p. 51
Energize Caring Through Value-Adding Processes p. 52
Five Stakeholder Imperatives p. 53
Conclusions p. 81
Making the Responsible Business Pentad Work p. 82
Revolutionizing Business Models: Red Hat p. 82
From Commodity to Nondisplaceability: Kingsford p. 85
Deeply Connect to Your Customer: Herban Feast p. 108
Mission-Driven Meets Future-Proof: Seventh Generation p. 114
Change the World by Changing the Business: Colgate, South Africa p. 122
Conclusions p. 129
Making It Work: The Map to the Territory p. 131
Teaching an Organization to Star p. 133
Retrofit an Existing Business p. 134
Reverse Phases for a Start-up Responsible Business p. 150
Conclusions p. 152
Nonhierarchical Decision Making p. 154
Hierarchical Management Is Irresponsible p. 154
Self-Organizing Decision Making Is Responsible p. 156
Four Self-Organizing Capabilities p. 157
Conclusions p. 171
Irresponsibility Happens: Reframing How Change Works p. 173
Responsibility Running Backward p. 175
Running Faster in the Wrong Direction p. 176
A 360-Degree Business Perspective p. 179
Make Something for Someone p. 180
From Backward to Forward Spin p. 182
Conclusions p. 185
Our Own Worst Enemies: Turning People Around p. 186
Brain Works p. 187
Three-Brained Decision Making p. 188
Triad of Mental Frames p. 189
Familiarity Is the Enemy of Creativity p. 192
Incentives Narrow the Mind p. 195
Narrower Frames of Reference Cause the Pentad to Spin Backward p. 196
Leading from the Purposeful Mental Frame p. 196
Personal Development and Critical Thinking Skills p. 198
Conclusions p. 199
Cautionary Tales: Design for Prevention and Cure p. 200
Six Common Hazards p. 201
An Ounce of Prevention p. 216
Conclusions p. 218
The Big Picture of Responsibility p. 219
A Responsible View of Capital p. 221
Stakeholder Return on Investment (ROI) p. 222
Conclusions p. 242
Assessing Responsibility p. 243
Systemic Responsibility Indicators p. 244
Conclusions p. 259
The Future of Responsibility p. 261
Getting from Here to There p. 262
Alternative Business Approaches p. 263
Responsible Investing Within the Current Legal Framework p. 275
Conclusions p. 277
Epilogue: Developing Capability for Responsibility p. 279
Three Capabilities Underlying Responsibility p. 280
A Final Reflection p. 283
Notes p. 287
Index p. 293
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