What We Learned in the Rainforest presents a surprising new business principle: by applying strategies and practices gleaned from nature-by emulating what it once sought to conquer-business can adapt rapidly to changing market conditions and attain greater and more sustainable profits. With clear, direct language and dozens of real-world examples, Kiuchi and Shireman show how a company can become a complex living system that doesn't merely balance competing interests but truly integrates them. Examples from leading companies include: How Coca-Cola CEO Doug Daft uses diversity to drive sales How Intel founder Gordon Moore creates profit by design How Bill Coors builds businesses on the theory that "all waste is lost profit" How Shell profits as an industrial ecosystem What Weyerhaeuser and activists learned from each other How Dow earns 300% returns, and Dupont builds market share with eco-effectiveness, and more This book shows that the old model of business-the machine model that pitted business against nature-is growing obsolete. In the emerging economy, businesses excel when they emulate what they once sought to conquer. They maximize performance as they become like nature, like a complex living system. By moving beyond the industrial machine model, and applying the dynamic principles of the rainforest instead, business can learn how to create more profit than ever, and to do so more sustainably. Written by two would-be "arch enemies"-a hard-nosed CEO of a major corporation and a dedicated environmentalist-this book doesn't just balance competing interests, it integrates them into a truly revolutionary new paradigm. Kiuchi and Shireman present numerous real-world examples from leading companies-business strategies and management practices that maximize business performance by all measures: economic, social, and environmental. They illustrate the powerful business model provided by nature for driving innovation, increasing profit, spurring growth, and ensuring sustainability.
The Republican Party can learn a great deal from Nike. American support for core Republican principles—like individual freedom, personal responsibility, innovation, entrepreneurship, and self-reliance—is at an all-time high. Yet the Republican brand has been badly damaged. According to a recent College Republican National Committee report, the GOP is now seen as old-fashioned, anti-women, anti-Hispanic, anti-gay, anti-middle class, and anti-environment. Based on their core principles, Republicans should comprise two-thirds of all voters, yet only 28 to 33 percent of young voters have a favorable view of the party. Over 50 percent have a negative view. To survive, the Republican Party needs to take a good hard look at why. In the mid-1990s, Nike suffered a blow to their brand when they were held responsible for using child labor to stitch soccer balls. As a result, their share of the footwear market dropped from 55 percent in 1996 to 39 percent in 2000. Nike could have slid into oblivion; instead, they transformed their reputation, reinvigorated their brand, and won over the next generation. Nike didn't change what they stood for. Instead, they sharpened their appeal, championing the same “Just Do It” values that the Republican Party does. Nike didn't adopt a “liberal” agenda that people are victims, that they have no personal power, that they need to be coddled. They celebrated the power in every individual; the self-discipline it takes to discover and harness the power in every woman, and every man, of every ethnicity. American politics is in the beginning stages of an historic realignment that will transform both major parties. The Republican Party can reinvigorate its brand by following the example of Nike.
America has grown addicted to debt. So severe is our dependency that even in the face of successive economic crises, our predictable response is to simply take on new forms of debt—financial, social, and environmental—and delay the day of reckoning. The Left and Right point fingers at one another, but neither has offered a viable way out. We simply can't pay down our debts by radically cutting back, drilling ever more oil and gas, or shifting costs to the environment or the future—the costs of overreaction are too high. But so too are the costs of inaction. It is time to stop living on debt, and to create value instead. Fortunately, creating value is one of the things America does best. Our people have the creativity, enterprise, and technological capacity. This path of innovation plays to our strengths—to the ingenuity of our people, and to the potential of the information-based technologies in which we lead the world. To successfully walk the path to innovation, we must break the political gridlock that cements in place the policies of a bygone era, a proud era that has served its purpose. The resource-intensive industrial economy of the last century created unprecedented prosperity. But it also planted the seeds of its successor—an economy that can grow more value with less consumption. In an Innovation Nation—a nation that embraces change and harnesses it to advantage—the Right and Left can work functionally together to cultivate genuine long-term prosperity. They can apply core principles from both sides of the political spectrum. Stepping only to the right, or only to the left, we walk in circles. But by stepping right, then left, then right and left again, we move ahead.
What We Learned in the Rainforest presents a surprising new business principle: by applying strategies and practices gleaned from nature - by emulating what it once sought to conquer - business can adapt rapidly to changing market conditions and attain greater and more sustainable profits. With clear, direct language and dozens of real - world examples, Kiuchi and Shireman show how a company can become a complex living system that doesn't merely balance competing interests but truly integrates them. Examples from leading companies include: How Coca - Cola CEO Doug Daft uses diversity to drive sales How Intel founder Gordon Moore creates profit by design How Bill Coors builds businesses on the theory that ''''all waste is lost profit'''' How Shell profits as an industrial ecosystem What Weyerhaeuser and activists learned from each other How Dow earns 300% returns, and Dupont builds market share with eco - effectiveness, and more This book shows that the old model of business - the machine model that pitted business against nature - is growing obsolete. In the emerging economy, businesses excel when they emulate what they once sought to conquer. They maximize performance as they become like nature, like a complex living system. By moving beyond the industrial machine model, and applying the dynamic principles of the rainforest instead, business can learn how to create more profit than ever, and to do so more sustainably. Written by two would - be ''''arch enemies'''' - a hard - nosed CEO of a major corporation and a dedicated environmentalist - this book doesn't just balance competing interests, it integrates them into a truly revolutionary new paradigm. Kiuchi and Shireman present numerous real - world examples from leading companies - business strategies and management practices that maximize business performance by all measures: economic, social, and environmental. They illustrate the powerful business model provided by nature for driving innovation, increasing profit, spurring growth, and ensuring sustainability.
The amusing pieces in "Bill Nye's Sparks" were penned by Edgar Wilson Nye, writing under the pen name Bill Nye. Renowned American humourist and journalist Bill Nye was well-known for his sharp mind and caustic viewpoint on a wide range of topics. Readers can anticipate several amusing observations and commentary on society, daily life, and human behavior in "Bill Nye's Sparks." To keep his audience entertained, Nye uses a unique comedic style that combines wordplay and satire. The pieces offer a light-hearted look at the peculiarities and eccentricities of late 19th-century American culture on a variety of subjects. Although the essays' exact subjects may differ, readers can always count on Nye's distinctive humour and his ability to make the mundane hilarious. The word "Sparks" in the title can imply that Nye's works are humorous or insightful sparks that cause others to laugh and think. All things considered, the book is a charming illustration of American humour from the 19th century and the caustic approach that made Bill Nye famous.
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What We Learned in the Rainforest presents a surprising new business principle: by applying strategies and practices gleaned from nature-by emulating what it once sought to conquer-business can adapt rapidly to changing market conditions and attain greater and more sustainable profits. With clear, direct language and dozens of real-world examples, Kiuchi and Shireman show how a company can become a complex living system that doesn't merely balance competing interests but truly integrates them. Examples from leading companies include: How Coca-Cola CEO Doug Daft uses diversity to drive sales How Intel founder Gordon Moore creates profit by design How Bill Coors builds businesses on the theory that "all waste is lost profit" How Shell profits as an industrial ecosystem What Weyerhaeuser and activists learned from each other How Dow earns 300% returns, and Dupont builds market share with eco-effectiveness, and more This book shows that the old model of business-the machine model that pitted business against nature-is growing obsolete. In the emerging economy, businesses excel when they emulate what they once sought to conquer. They maximize performance as they become like nature, like a complex living system. By moving beyond the industrial machine model, and applying the dynamic principles of the rainforest instead, business can learn how to create more profit than ever, and to do so more sustainably. Written by two would-be "arch enemies"-a hard-nosed CEO of a major corporation and a dedicated environmentalist-this book doesn't just balance competing interests, it integrates them into a truly revolutionary new paradigm. Kiuchi and Shireman present numerous real-world examples from leading companies-business strategies and management practices that maximize business performance by all measures: economic, social, and environmental. They illustrate the powerful business model provided by nature for driving innovation, increasing profit, spurring growth, and ensuring sustainability.
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