Over the last three decades the world economy has grown strongly on the back of 'globalization' supported by the policies of free-trade, open markets and privatisation. Support has also grown for the concept of 'sustainability', meeting the needs of the present without compromising the ability of future generations to meet their own needs. But as the Earth's systems come under increasing strain, the inherent conflict between sustainability and globalization has been exposed. Green Outcomes in a Real World examines the shift in thinking required to reconcile these two important areas of policy. In this ground breaking book, Peter McManners has coined the term 'Proximization' to define a new policy framework. The principles of Proximization are: 'sustainability', 'subsidiarity', 'primacy of the state' and 'market economics' and the application of these familiar concepts towards a sustainable globalised world is novel and different. The author argues that adherence to the principles of proximization will return world society to a stable natural order, and will mean changes. Global commodity flows will reduce and barriers to migration will increase. National governments will demand more control over their finances leading to restrictions on capital flows. Indeed, Peter believes that an element of 'selfish determination' is needed. The new world order will be sustainable by design. Global organisations such as the UN, national governments and global corporations will have to understand and apply a different paradigm. The arguments in this book do not reflect the idealism or even naivety of some of the green movement. This book is about hard-edged reality presented by an author with huge experience and a deep understanding of the business perspective. It will appeal to a wide range of professionals involved in setting policy and future direction for businesses, governments, and non-governmental bodies, as well as to those with an academic interest in business, economics, social and environmental issues, and public policy.
As the era of ever expanding markets and ample resources ends, governments and business will have to behave differently. The world is facing weak economic growth, limits to affordable resources and increasing concerns about environmental consequences. During the boom times, governments championed de-regulation and business responded by adopting an anything-goes attitude. In these straitened times, strategic analysis has to engage with the challenges that society faces to create resilient corporations fit for the 21st century. In Corporate Strategy in the Age of Responsibility, Peter McManners, who has for nine years run strategy workshops on the Henley MBA focusing on the global business environment, sets about providing a strategic framework for navigating the new economic environment. Chief Sustainability Officers (CSOs) now exist, but they struggle to find the strategic rationale for the improvements they champion. The author argues that their good intentions often lack traction, partly because others in management don’t get it, but also because they are not ambitious enough. The book is not about preaching semi-charitable behaviour or how to enhance the reputation of the corporation instead it is about surviving and thriving in a challenging and changing environment. A corporate audience familiar with strategy books will relate to this book, but will find it steers them towards radically new strategic thinking suitable for a turbulent period of transition.
Many companies have been criticised for weaknesses in their business ethics, and every year, new scandals and ethical breaches hit the media. The problem of ethical lapses however, is not confined to business and there are few sectors of society that can claim the moral high ground. In an increasingly transparent world, employee engagement is founded on trust - of their boss, their department, their whole enterprise. The Tone from the Top: How Behaviour Trumps Strategy will convince you that the behaviour of leaders and the signals they send are more important than strategy. In offering a model for a much more systematic approach, and first hand evidence from interviews with the chairmen of a quarter of a trillion pounds of market capitalization (FTSE200 companies), Ian Muir will persuade you that behaviour and signalling have a much greater influence on business performance and ethics than simply communicating a strategy.
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