Welcome to the world of the naked corporation. Transparency is revolutionizing every aspect of our economy and its industries and forcing firms to rethink their fundamental values. We are in an extraordinary age where businesses must make themselves clearly visible to shareholders, customers, employees, partners, and society. Financial data, employee grievances, internal memos, environmental disasters, product weaknesses, international protests, scandals and policies, good news and bad; all can be seen by anyone who knows where to look. Don Tapscott, bestselling author and one of the most sought after strategists and speakers in the business world, is famous for seeing into the future and pointing out both its forest and its trees. David Ticoll, visionary researcher, columnist, and consultant, has identified countless breakthrough trends at the intersection of technology and business strategy. These two longtime collaborators now offer a brilliant guide to the new age of openness. In The Naked Corporation, they explain how the new transparency has caused a power shift toward customers, employees, shareholders, and other stakeholders; how and where information has exploded; and how corporations across many industries have seized on transparency not as a challenge but as an opportunity. Drawing on such examples as Shell Oil’s reinvention of itself as an environmentally focused business, to Johnson & Johnson’s longstanding and carefully nurtured reputation as a company worthy of trust—as well as little-known examples from pharmaceuticals, insurance, high technology, and financial services—Tapscott and Ticoll offer invaluable advice on how to lead the new age, rather than simply react to it. The Naked Corporation is a book for managers, employees, investors, customers, and anyone who cares about the future of the corporation and society.
Today’s best companies get it. From retail to finance and industries in between, the organizations who recognize that doing good is good business are becoming the ultimate value creators. They’re changing their culture and generating every form of value that matters: emotional, experiential, social, and financial. And they’re doing it for all their stakeholders. Not because it’s simply politically correct, because it’s the only path to long-term competitive advantage. These are the firms of endearment. Companies people love doing business with, working for and collaborating with as partners. Since the publication of the First Edition, the concept of corporate social responsibility has become embraced as a valid, important, and profitable business model. It is a trend that has transformed the workplace and corporate world. This Second Edition updates the examples, cases, and applications from the original edition, giving readers insight into how this hallmark of the modern organization is practiced today.
This timesaving resource features: Treatment plan components for 28 behaviorally based presenting problems Over 1,000 prewritten treatment goals, objectives, and interventions—plus space to record your own treatment plan options A step-by-step guide to writing treatment plans that meet the requirements of most insurance companies and third-party payors The Intellectual and Developmental Disability Treatment Planner provides all the elements necessary to quickly and easily develop formal treatment plans that satisfy the demands of HMOs, managed care companies, third-party payers, and state and federal review agencies. Saves you hours of time-consuming paperwork, yet offers the freedom to develop customized treatment plans for the severely and persistently mentally ill Organized around 28 main presenting problems, from family conflicts to paranoia, parenting, health issues, and more Over 1,000 clear statements describe the behavioral manifestations of each relational problem, and includes long-term goals, short-term objectives, and clinically tested treatment options Easy-to-use reference format helps locate treatment plan components by behavioral problem or DSM-5TM diagnosis Includes a sample treatment plan that conforms to the requirements of most third-party payers and accrediting agencies (including TJC and NCQA)
The Pursuit of Sustainable Leadership: Sustainable Leadership (SL) encompasses the broad roles and responsibilities of leaders that cut across the whole organization and the entire extended enterprise from horizon to horizon. The underpinnings of SL require strategic leaders and professionals to play leading roles in dealing with critical issues affecting business and people. This including resolving the related problems and challenges and participating in the development and deployment of sustainable solutions based on the full spectrum of needs and expectations of society, market spaces, and business environment. SL necessitates openness, inclusiveness, innovativeness, and fair mindedness. It requires strategic leaders to create an extraordinary vision and to fulfill their missions to develop, support, and promote the extended enterprises and the market spaces served by their businesses. Sustainable strategic leaders ensure that their organizations and enterprises are fully capable and responsive to external dimensions and market spaces and have the potential to be successful. They serve and support markets, customers, and stakeholders and provide them with solutions and successful outcomes. In addition, strategic leaders fulfill their broad responsibilities to society through positive actions to improve the social and economic fabric of the human world and to mitigate the negative impacts across all of the social, economic, and environmental aspects. The Pursuit of Sustainable Leadership (PSL) involves the ongoing learning and development of business leaders and students to become true strategic leaders who have the proper principles, philosophies, values, capabilities and perspectives for achieving sustainable success. True leaders are dedicated to their endeavors and never stop making transitions and transformations to higher levels of sophistication. The PSL is based on a learning the foundations of leadership, having the right principles, developing personal philosophies, using broad perspectives, adapting openness and honesty, engaging in continuous learning, embracing lifelong personal and professional development, and being a sustainable leader. The key to success involves acquiring new knowledge, seeking profound experiences, expanding one’s understanding of realities and possibilities, and developing positive mindset through demanding roles and responsibilities, interactive engagements and profound learning.
Blending theory with practical application, this comprehensive text supports courses at the intersection of corporate social responsibility (CSR), corporate strategy, and public policy. Part I provides an overview of the field, defining CSR and placing it in the context of wider corporate strategy. Part II contains chapters on CSR issues related to the organization, the economy, and society, and provides detailed case studies on a variety of well-known firms. Adopting a stakeholder perspective, the authors explore CSR issues within the complex global business environment in which corporations operate today.
Digital State at the Leading Edge is the first attempt to take a comprehensive view of the impact of IT upon the whole of government, including politics and campaigning, public consultation, service delivery, knowledge management, and procurement.
Strategic Corporate Social Responsibility: Sustainable Value Creation redefines corporate social responsibility (CSR) as being central to the value-creating purpose of the firm. Based on a theory of empowered stakeholders, this bestselling text argues that the ‘responsibility’ of a corporation is to create value, broadly defined. In this new Fourth Edition, author David Chandler explores why some firms are better at CSR and how other firms can improve their CSR efforts. Keep your course content up-to-date! Subscribe to David Chandler's 'CSR Newsletters' by e-mailing him at david.chandler@ucdenver.edu. The newsletters are designed to be a dynamic complement to the text that can be used for in-class discussion and debate. Past newsletters are archived as a freely-available resource for instructors and students at: http://strategiccsr-sage.blogspot.com/
Don't be misled by the word social in the title. This is a book about how to improve corporate performance and gain competitive advantage. In Corporate Social Opportunity! Grayson and Hodges challenge perceived wisdom that adherence by business to corporate social responsibility (CSR) is a zero-sum game where the impact on companies is added costs and extra regulatory burden.?? From their unique vantage point working with leaders of global businesses and of local communities, the authors explain how powerful drivers forcing companies to adopt stringent social, ethical and environmental standards simultaneously create largely untapped opportunities for product innovation, market development and non-traditional business models. The key to exploiting these opportunities lies in building CSR into business strategy, not adding it on to business operations. With examples from 200 companies to illustrate their case, they outline both in theory and practice a seven-step process managers can apply to assess the implications of CSR on their business strategy and identify their own corporate social opportunities. Business is operating in a whirlwind of interacting global forces: revolutionary developments in communications and technology, significant changes in markets, shifts in demographics, and a transformation of personal values. The fallout from these forces is the underlying reason that corporate social responsibility has come of age. These global forces have led to a number of issues-such as ecology and environment, human rights and diversity, health and well-being, and communities-becoming potential liabilities for companies. Once regarded as 'soft' management issues, they are now increasingly recognised as hard to predict and hard for the business to deal with when they go wrong. Corporate Social Opportunity!, by the authors of the best-selling Everybody's Business moves the argument from the "why" of corporate social responsibility (CSR) to the "how" and beyond – to a future where CSR is perceived as an opportunity for business both in terms of reaping the benefits of retaining brand or organisational value and by developing new products and services, serving new markets and adopting new business models. This is not always a story of black and white, of what is right or what is wrong. Often it embraces apparently conflicting demands which require the application of judgement, guided by a clear sense of overall direction and corporate purpose. This book is designed to act as a compass for aiding navigation through such dilemmas and complex decisions. Using examples of current good practice, detailed interviews with leading CEOs and newly created diagnostic planning tools, all framed within a seven-step model for making CSR happen, the book aims to provide a practical guide to help business leaders and their managers understand how to assess the impact of corporate social responsibility factors on their core business strategy and operations and help them identify and prioritise between subsequent options and resulting business opportunities. The book is structured into two parts. Both parts describe the same seven-step model which, if followed, will help managers think through desired changes to business strategies, and necessary corresponding changes to operational practices. In Part 1, the seven steps-triggers; scoping; making the business case; committing to action; resources and integrating operations; engaging stakeholders; and measuring and reporting-are described and illustrative evidence and corresponding data provided. In Part 2, the authors have created a worked example of the diagnostic processes that form the backbone of the seven steps, based on the health and well-being issue of fast food and the growing problem of obesity, particularly among children, along with notes on how a manager might work through the processes with colleagues. The authors are pro-business although not business-as-usual. The book is written first and foremost with the purpose of helping to improve business performance, because business is after all the principal motor for growth and development in the world today. The authors argue that companies adhering to best practice in CSR and taking advantage of possibilities inherent in Corporate Social Opportunity! are good for shareholders as well as customers and employees.
The market for green products has expanded rapidly over the last decade, but most consumers need something more than eco-benefits to motivate their purchases. Magali A. Delmas and David Colgan argue that many green products now offer the total package—a "green bundle" that checks the environmental box, but also offers improved performance, health benefits, savings, and status. To help consumers cut through the noise and make their best decisions, we need new strategies. The Green Bundle offers some of the best and most effective communication techniques for pushing consumers in the right direction. Framing product benefits to motivate behavior is the key. Combining insights from sustainable business and behavioral economics, Delmas and Colgan show managers how to lead buyers from information to action. If you are looking to win over the convenient consumer or understand how companies can create the next tipping point in green consumption, this is the research-based, practical guide for you.
Can good-will be good business? Firms are increasingly called upon to address matters such as poverty and human rights violations. The demand for corporate social responsibility (CSR) is directed mainly at top management in multinational corporations who are reminded that, in addition to helping to make the world a better place, their commitment to social action will be rewarded by lasting customer loyalty and profits. But is it true that firms that engage in social action will be rewarded with a good name, competitive advantage, superior profits and corporate sustainability? What if it is true for some firms and not for others? This book addresses these and other questions by explaining the how and why of creating value and competitive advantage through corporate social action. It shows how and when firms can develop successful corporate social strategies that establish strong commitments to shareholders, employees and other stakeholders.
The significance of business-led corporate responsibility coalitions is indisputable. The WBCSD has 200 member companies with combined annual revenues of US$7 _trillion_; the UN Global Compact has almost 8,000 corporate members, over two-thirds of them from developing countries. It is estimated that there are more than 110 national and international generalist business-led CR coalitions. But there is now urgent need for informed and balanced analysis of their achievements, their progress and their potential. Why did these coalitions start and grow? What have been their impacts? Where are they heading now? Where should they be going? What is the future? In a period of austerity, the business and public sector must decide whether funding these coalitions is a priority. To meet current crises, there will have to be a great deal more business involvement; but efforts of individual corporations will not be sufficient. There is also a need for far more collective action among companies and more collaborative action between different sectors of society. Business-led CR coalitions with their decades of convening experience could play an important role in this process - if they are fit for purpose going forward. Authors David Grayson and Jane Nelson have been actively involved in such coalitions for decades. In Corporate Responsibility Coalitions they first explore the past, present and future of these coalitions: the emergence of new models of collective corporate action over the past four decades; the current state of play, and the increasing number, diversity and complexity in terms of how they not only network with each other but also engage in a much broader universe of institutions that are promoting responsible business practices. In addition, the book provides in-depth profiles of the most strategic, effective and long-standing coalitions, including: Business for Social Responsibility; Business in the Community; CSR Europe; Instituto Ethos; International Business Leaders Forum; the UN Global Compact; and the WBCSD. This book will be required reading for key supporters and potential partners of such coalitions in companies, governments, international development agencies, foundations, non-governmental organizations, academic institutions and think-tanks. It also aims to inspire a future generation of leaders to be more aware of the role of business as a partner in driving more inclusive, green and responsible growth, and to help them develop new types of leadership skills so that they can be effective in finding multi-stakeholder solutions to complex and systemic challenges.
It's About Excellence: Building Ethically Healthy Organizations Ê For too many businesses and their leaders today, business ethics is just about staying out of jail.Ê Litigation, indictment, and penal system avoidance is not just the first but the only reason they think ethics is important.Ê It's about damage control.Ê It's not by accident that these damage control ethics programs are generally under the guidance of legal and compliance departments. Ê Of course companies need a damage control, crisis management, trouble-shooting component in their ethics and management toolbox.ÊÊ But if that's all there is, something of critical business value is missing.Ê Ê It's About Excellence tells the larger story.Ê Ethics is about identifying and pursuing excellence and business achievement.Ê It's about getting clear on an inspiring corporate mission and vision, building a value-embedded culture, and pursuing principle-guided practices.Ê Ethics is not a patch-and-repair add-on here;Ê it's something woven through the whole organization, created and owned by the whole workforce.
This volume is devoted to those areas that can advance our understanding of international business. It contains contributions from intellectual leaders of the field, using cutting edge research to explore frontier topics in international business, and to look at where international business is going.
Collaborative Communities show how companies can develop this profitable new business pattern of seamless alliances. Profitably satisfy customers' personal needs and wants. Generate revenue from each business building process that lets you quickly try, quickly learn, and quickly adapt. As cofounders of The Rhythm of Business, a think tank for the networked economy, Jeffery Shuman and Janice Twombly have been featured in the Wall Street Journal, CIO Magazine, and Business Start-Ups, and provide expert advice and commentary on business start ups for a number of Web sites including altavista.com, campuscareercenter.com, and cio.com.
With the transition into the Knowledge Economy, a formidable series of new challenges arise within the corporate governance space. This book tackles the issue of corporate governance along two axes. Firstly, it confronts the developments in corporate governance within the context of the Knowledge Economy and all its implications in relation to the pre-eminence of intangible assets, the advent of technologies such as smartphones and advanced forms of artificial intelligence, and cultural changes associated with the incorporation of Gen Y into the workforce and the proliferation of social networks and effects such as Big Data and cyber-threats. Secondly, it highlights the challenges for multinational organizations and the tension that exists between headquarters and subsidiary offices due to the need to combine the corporation’s ethical culture and corporate governance values with the institutional forces of the subsidiaries’ context. The combination of these two axes addressed viz a viz the relationship between senior management and the rank and file of the organization to create an ethical corporate culture leads to a completely different positioning of corporate governance and make the book truly unique and of interest to researchers, students of corporate finance and corporate governance alongside practitioners within financial organizations and more broadly.
Wired to Care: How Companies Prosper When They Create Widespread Empathy , first edition, explains how companies can challenge themselves to meet their customers more than halfway. The author's original approach walks helps readers shift their thinking and their companies' thinking beyond the borders of the organization. The author begins by having the reader explore their own mental models and maps; explores how size and distance have disconnected companies from their true customers; shows how we are wired to care in our brains; and provides a way for companies to drive growth by understanding this truth about their customers: We are them, and they are us. Today’s best companies get it. From retail to finance and industries in between, the organizations who recognize that doing good is good business are becoming the ultimate value creators. They’re changing their culture and generating every form of value that matters: emotional, experiential, social, and financial. And they’re doing it for all their stakeholders. Not because it’s simply politically correct, because it’s the only path to long-term competitive advantage. These are the Firms of Endearment . Companies people love doing business with, working for and collaborating with as partners. Since the publication of the First Edition, the concept of corporate social responsibility has become embraced as a valid, important, and profitable business model. It is a trend that has transformed the workplace and corporate world. This Second Edition updates the examples, cases, and applications from the original edition, giving readers insight into how this hallmark of the modern organization is practiced today.
Corporate executives, lawyers, and board of directors suffer from groupthink when confronted with a crisis, restructuring or litigation, which results in a communications meltdown that hurts a company’s number one asset—its reputation. This failure to understand how to communicate in distressed situations results in lost credibility and trust on a global basis in front of many target audiences: customers, employees, vendors, business partners, the media, analysts covering the company, lenders, bankers, regulatory agencies, and elected officials. This book gives examples of corporations who failed to communicate in a crisis, litigation, or restructuring in this era of financial meltdowns. By analyzing real-life examples (Lehman Brothers, BP, Toyota, MGA/Mattel, etc.), it offers innovative solutions and communications strategies for decision makers to help avoid groupthink and keep good reputations intact. If you are a CEO, CFO, general counsel, board of director, or part of the C-suite, understanding how to communicate in a distressed situation is crucial. A public relations nightmare might be just around the corner. Be prepared!
Machiavelli Had it Easy is an engaging text for the emerging discipline of governance. Gaps arise when directors and managers come together from diverse vocational and cultural languages and interests. Compressed information streams in the digital age, yet few reconcile silos of business, legal expertise and regulatory public-interests for informed decisions. This text presents research and a market-tested decision-framework for comparative law, market practice, and human nature in the vital strategic-oversight role of governance. Informed by cognitive science, business practice and legal duties, one conclusion is that bias and self-interests are instinctive but reconciling best-interests is not. Too often lessons learned from centuries of law are overlooked. The chapters are a dozen inquiries into recurring problems in the boardroom. Part one is an entry-level technical reference of law and governance principles. Unique appendices of keywords and case notes will aid those new to markets governed by the western rule-of-law and those tripping on gaps in comparative jargon. Part two is a series of practical hot-topics in the context of law and governance; part three looks to next steps in accountability and liability. The text will help accountants, engineers, lawyers, and business operations and market-policy experts from around the world work together, and; professors, professionals and students anticipate change. After drilling through accountability and liability for hybrid organizations, typical crises are revealed to be from a lack of aligning interests and related information churn. Conclusions of the how and why of governance systems link the human condition and the rule-of-law in the digital age.
Sir George Porter (Lord Porter of Luddenham) was one of the most highly regarded and well known scientists in Britain. He was appointed Director of the Royal Institution in 1966, awarded a Nobel Prize in Chemistry in 1967, and was the only Director of the Royal Institution to later become President of the Royal Society (1985-1990). Porter had a marvellous gift for communicating his infectious enthusiasm for science, and as President of the Royal Society, he worked hard to improve the status of science, and employed his communication skills ably in the defence of British science under attack from inadequate government funding, of which he was fiercely critical.It was for his work on flash photolysis in Cambridge that ultimately led him to win the Nobel Prize. Together with Ronald Norrish and Manfred Eigen, he shared the 1967 Nobel Prize for Chemistry, for their work on techniques for observing and studying extremely fast chemical reactions during the processes of combustion, explosion and chain reaction.In this volume, his peers, former colleagues, students and friends — themselves highly regarded and well known scientists in their own right — come together to honour and celebrate the enormous contributions of this man. They comment on their respective personal and working relationships with Porter and on his work.The contributors include Mary Archer (University of Cambridge, UK), James Barber (Imperial College London, UK), Godfrey Beddard (University of Leeds, UK), Graham Fleming (University California, Berkeley, USA), Michael George (University of Nottingham, UK), Anthony Harriman (University of Newcastle Upon Tyne, UK), David Klug (Imperial College London, UK), Harry Kroto (University of Sussex, UK), Edward Land (Keele University, UK), A J MacRobert (University of College London, UK), David Phillips (Imperial College London, UK), Martyn Poliakoff (University of Nottingham, UK), F Sherwood Rowland (University of California, Irvine, USA), Brian Thrush (University of Cambridge, UK), George Truscott (Keele University, UK), James Turner (University of Nottingham, UK), Barry Ward (UK), Frank Wilkinson (Loughborough University of Technology, UK), Keitaro Yoshihara (Japan Advanced Institute of Science and Technology, Japan), and Ahmed Zewail (California Institute of Technology, USA)./a
Welcome to the world of the naked corporation. Transparency is revolutionizing every aspect of our economy and its industries and forcing firms to rethink their fundamental values. We are in an extraordinary age where businesses must make themselves clearly visible to shareholders, customers, employees, partners, and society. Financial data, employee grievances, internal memos, environmental disasters, product weaknesses, international protests, scandals and policies, good news and bad; all can be seen by anyone who knows where to look. Don Tapscott, bestselling author and one of the most sought after strategists and speakers in the business world, is famous for seeing into the future and pointing out both its forest and its trees. David Ticoll, visionary researcher, columnist, and consultant, has identified countless breakthrough trends at the intersection of technology and business strategy. These two longtime collaborators now offer a brilliant guide to the new age of openness. In The Naked Corporation, they explain how the new transparency has caused a power shift toward customers, employees, shareholders, and other stakeholders; how and where information has exploded; and how corporations across many industries have seized on transparency not as a challenge but as an opportunity. Drawing on such examples as Shell Oil’s reinvention of itself as an environmentally focused business, to Johnson & Johnson’s longstanding and carefully nurtured reputation as a company worthy of trust—as well as little-known examples from pharmaceuticals, insurance, high technology, and financial services—Tapscott and Ticoll offer invaluable advice on how to lead the new age, rather than simply react to it. The Naked Corporation is a book for managers, employees, investors, customers, and anyone who cares about the future of the corporation and society.
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