Book Description
The Triple Bottom Line is the groundbreaking book that charts the rise of sustainability within the business world and shows how and why financial success increasingly goes hand in hand with social and environmental achievement. Andrew Savitz chronicles both the real problems that companies face and the innovative solutions that can come from sustainability. His is a hard-line approach to bottom-line fundamentals that is re-making companies around the globe.
Customer Reviews:
If You Want To Get Fluent Fast, Read This Book.......2007-02-20
This book is for interested general consumption rather than a technical practitioners' text book and as such is more than successful in teaching the basics of the triple bottom line. I'm not quite sure why some of the Amazon reviewers seem so testy about this, as the majority of American business management (mid-baby boom and above) never encountered much if anything about corporate responsibility (or ethics) in the curricula they studied on their way up. To consider what that means for concepts like the triple bottom line, pretend that for 25 years today's generation of senior managers had never been told to maximize shareholder value and now in 2007 were expected to internalize the concept and reflexively apply it to everything they do. Particularly from that point of view, Savitz' book is a superb tool to help people become intelligently informed on basic issues of corporate responsibility and sustainability. What individuals do with that is up to that is up to them, but the writing's good, the ideas are clear, the concepts are thought-provoking, and it's the kind of book that drives one to want to learn more. The graphics are particularly useful and uncluttered.
OK as an "Appetizer" not as the "Main Course" for Sustainability.......2007-01-11
While the book's title intrigued me, the amount of coverage in each topic left me hungry for more. As a noted Big Six Consultant, I was sure that Mr. Savitz would have had more to offer, but feel that he fell short. Here are my reasons.
Specifically, his use of specific examples were noteworthy, but the level of detail he provided left me asking more questions than he had answeres for. He also fell short in following through on specific tangental areas, such as describing more about emerging EU directives, as some of his competitors describe in their books.
Other examples include his description of the Maine power company struggle as well as the issues related to Hershey Foods, which could have benefited from more detail and expansive information and then closing with a "lessons learned" to captivate the reader. Perhaps the fault could lie in his choice of a co-author, someone who may be a writer, but is not a subject matter expert - you need someone in that capacity to help pull it all together.
Practical guide for sustainability planning.......2007-01-05
Savitz does a nice job laying the foundation for sustainability thinking in the first part of the book and then provides a "how to" guide in the second part. Almost to a fault for intellectual thinkers the author appears to intentionally avoid complex and underlying theories associated with sustainability concepts. The result is a well written and straight forward practical book rich with examples which makes it easy for just about anyone to read and understand.
Preaching To The Choir.......2006-12-14
The book is divided into two parts -- a lecture on sustainability and then some general things to think about. The book's first half was a lesson to which a reader would have likely already bought into. The second half promises to deliver on "how to make it happen," but really is more general information than meaningful tools.
Given the author's prior work at PricewaterhouseCoopers, it is understandable that the book reads like a macro-level consultant's report. The book could have carried more weight with the inclusion of science and hard numbers of how to actually measure environmental and social value.
An alternative book for readers looking for more solid advice could be "Green to Gold."
Engaging guide to better fiscal, environmental, and social performance........2006-12-11
Sustainability is "the art of doing business in an interdependent world" according to consultant Andrew W. Savitz, who urges companies to focus on the "triple bottom line": solid profit, environmental quality and improved human welfare. Drawing on his experience as head of PricewaterhouseCoopers' sustainability practice, Savitz (writing with Karl Weber) makes a compelling case for moving your business toward "a sustainability sweet spot" where shareholders, environmental interests and other stakeholders can all feel satisfied. Sound like reheated corporate responsibility leftovers? Don't worry. This book offers much more than soft-headed "birdies and butterflies" rhetoric or a few threadbare anecdotes. Savitz marshals truly compelling arguments based on widely accepted demographic, regulatory and cultural trends. Even robber barons will feel the pull of his message, partly because the book is so engaging and well-paced that it reads like a novel, and partly because his prescriptions are so clear, coherent and actionable that they seem like common sense. We highly recommend this sustainability guidebook to those who want to begin the journey on which such companies as Toyota, GE, PepsiCo, Nike and Unilever have already embarked. Bottom line: you can't afford to ignore sustainability.
Product Description
Two fundamentally different business models of capitalism are operating in the business world today. One is self-destructive and increasingly corrupt. The other is emergent, flourishing, and inspirational. The author explains the differences between the two and reveals the extraordinary results of the more successful model. Profit for Life draws on nearly forty years of research on the empirical connections between stewardship and profitability.
Customer Reviews:
Review of Profit for Life: How Capitalism Excels by Joseph H. Bragdon.......2007-04-08
Profit for Life shatters the old paradigm that success in business means sucking the life from people and natural resources by viewing both as dispensable commodities. By showing us how success in business--including big business--goes hand-in-hand with respect for human and natural communities, Bragdon frees us from the wrenching misconception that profit and citizenship represent a kind of zero-sum game.
Bragdon unites head and heart in one of the most uplifting books I have ever read. Profit for Life offers hope with a firm footing. I recommend Profit for Life to anyone with an interest in business management, strategic investment, or corporate citizenship.
Daniel D. Dutcher, J.D., Ph.D.
Project Director
The Clean Energy Group
Montpelier, Vermont
Book Review for Profit for Life: How Capitalism Excels.......2007-01-31
Book Review for Profit for Life: How Capitalism Excels
by Ann McGee-Cooper
How do you measure the value of servant leadership in business? How can we know it works? These have been two of the most frequently asked questions in our consulting practice over the past 30 years.
In Profit for Life, Jay Bragdon provides us with some compelling answers. He does this by setting aside much of the linear cause-and-effect thinking that drives business these days, and adopts a more rounded, holistic approach that gives us deeper insight into the firm.
The book is based on the experiences of 60 companies - Bragdon's "learning lab" - that broadly represent the industry/sector diversity of the world economy. Throughout the text he describes 16 of these pioneering companies, called the Focus Group. The distinguishing feature of all these firms is their effort to mimic living systems - in the ways they organize, manage and add value. This mental model is radically different from the traditional one that views the firm as a money making machine.
Although it may seem counter intuitive, the living system approach yields vastly superior results than the traditional one. For example, the average equity return of learning lab companies was nearly double the S&P 500 over the past decade; and their excess performance continues as this review is written. Bragdon expects such premium returns will diminish over time as the more effective methods of the living system model become copied and enter the mainstream. Nevertheless, these results are a strong affirmation of the milieu in which servant leadership normally operates.
Servant leadership, to Bragdon, is all about relationships. He says "relational equity" is the foundation on which companies build financial equity. When companies care about people and the things people care about, Employees become inspired and their inspiration cascades into everything they do, including their relationships with customers, suppliers and other key stakeholders.
The raison d'etre of these servant-led firms is value creation - value that permeates all relationships. Companies that excel at such value creation pursue a strategy Bragdon calls "living asset stewardship" (LAS). The fundamental premise of LAS is: Profit arises from life, and must therefore serve life if it is to be sustainable.
To understand the strategic value of living asset stewardship, Bragdon makes a critical distinction between living assets (people and Nature) and non-living capital assets (buildings, equipment and financial reserves). We see this in three contexts. First, people are closely bonded to Nature - genetically, physically and spiritually - in ways that capital assets are not. Second, living assets are the source of non-living capital assets. And third, because living assets are inherently creative and emergent, their value grows over time rather than depreciating as capital assets do.
The operating leverage in the learning lab and the 16 Focus Group companies resides in the human heart rather than in mechanistic financial gearing. This is supported by the fact that they generate consistently higher returns on equity while carrying substantially lower debt ratios.
Although traditionally managed companies have been adopting some stewardship practices in the past decade, Bragdon finds their approach differs fundamentally from those in his study. In the mechanistic view of these firms, stewardship is an add-on that is subservient to their drive for profit. By contrast, in companies that have adopted the living system model, LAS is deeply woven into the value creation process - reflecting the fact that they see themselves as "living" and therefore integral to, rather than separate from, Nature and society.
Profit for Life builds on the brilliant work of Arie deGeus, former coordinator of Group Planning at Royal Dutch/Shell, and Harvard biologist Edward O. Wilson. DeGeus' classic, The Living Company, noted that long-lived companies had a collective consciousness, were sensitive to their environments, tried to work in harmony with the world around them, and strove to leave a legacy to future generations. Wilson tells us this collective consciousness is an expression of humanity's deep affinity for life, which he calls "biophilia," and that our biophilic instincts have evolved over thousands of generations of natural selection.
In my work as a teacher of servant leadership, I would highlight the paradigm shift Bragdon describes. The mission of leaders in LAS organizations is to serve and grow their people because that is the source of the firm's liveliness and capacity for growth. As Robert K. Greenleaf said: "The first order of business is to build a group of people who, under the influence of the institution, grow taller and become healthier, stronger and more autonomous." That seminal quote is used twice in the book to describe the power and generative capacity of LAS.
I highly recommend this book and will be using it regularly in our practice.
Ann McGee-Cooper, Ed.D., Business Consultant & Executive coach
in the field of Servant Leadership & growing Learning Organization.
Ann McGee-Cooper & Associates, Inc.
An Extraordinary Book: A Must Read.......2006-11-26
I intend to recommend Profit for Life to all my current MBA students. Next fall I am team teaching an MBA core course that combines Operations Management and Managerial Accounting. I intend to make the case that your book should be required reading and part of the course.
I became familiar with the work of W. Edwards Deming in 1990 and attended one of his four day seminars a year later. I also began to follow Peter Senge's work and later read Margaret Wheatley's book, Leadership and the New Science. Tom Johnson's book, Profit Beyond Measure, has been required reading in my Advanced Managerial Accounting elective at the MBA level.
Bragdon's book has brought the ideas, theories, and concepts discussed by these individuals together for me in a way that I could not have imagined. More importantly, he has not only taken their ideas to the next level, but done it in a way that provides a tangible blue print for how to change our current style of command and control management with its focus on profit maximization to a LAS Theory of Management.
The use of the sixteen focus companies from the LAMP INDEX and the author's ability ability to clearly show the distinctions in their style of management from the traditional management models that continue to be taught in almost all business schools, and the success these companies have achieved not just financially, gives those of us hoping to change management education and core business curriculums a new hope.
Thank you for such an outstanding book.
Joseph F. Castellano
Professor, Department of Accounting
University of Dayton Business School
Excellent, highly readable information.......2006-11-18
This is not one of those lightweight business books that repeats its Chapter 1 message over and over. It's chock full of research-based information that anyone involved in the sustainability movement should have. The publisher is Peter Senge's non-profit, so if you're familiar with his excellent work over the years, this would make a great addition to your library. The author's passion for his subject is obvious from page one.
Book Description
While there is a high demand for knowledge on responsible leadership, there has been, till now, no source able to meet that demand. Enron, Worldcom and other high-profile cases of management and leadership misconduct have highlighted the need for such a book to provide the reader with crucial insights on such issues as responsible leadership, which leadership competencies are needed, and how to develop responsible leaders.
Experts in the field of business and leadership ethics have now been brought together to write this much-needed text. It answers the challenge of defining responsible leadership in an era of globalization, and as such is highly topical and relevant to all those on the path to becoming responsible leaders.
Customer Reviews:
want information for pensioners.......1999-05-11
do yuou have a old age pension in sidney australi
Average customer rating:
- Good clear advice
- Many good ideas as alternatives to layoffs
- Do you want the No-layoff Payoff?
- A Good Read!
- CHARTING A BETTER WAY TO SUCCESS IN HARD TIMES!
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Responsible Restructuring: Creative and Profitable Alternatives to Layoffs
Wayne F Cascio
Manufacturer: Berrett-Koehler Publishers
ProductGroup: Book
Binding: Hardcover
 Strategy & Competition
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Management
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ASIN: 1576751295 |
Book Description
Restructuring is a hot topic right now -- companies need to figure out how to weather the current economic storm and still be well-positioned to take advantage of the next upswing. Using real-life illustrations of successful, responsible restructurings at companies such as Charles Schwab, Cisco, Motorola, and Intel, this book provides alternatives to downsizing. Wayne Cascio examines the specific practices these leading firms use instead of layoffs -- including retraining, labor-management partnership, and compensation linked to organizational performance. These practices demonstrate that these companies view their workers as assets to be developed rather than as costs to be cut. Cascio presents compelling evidence showing that businesses adopting these measures fare better than businesses in similar circumstances who choose downsizing.
Customer Reviews:
Good clear advice.......2005-02-23
Too many companies respond to a downturn in profits with layoffs, without properly thinking through the consequences or the alternatives.
This short, direct and well-organized book gives a balanced view of the consequences of downsizing and alternative (and usually better) strategies. None of it is 'rocket science' - in essence, it suggests that attention to human values gives a better, surer and longer-lasting pay-off than treating people simply as costs - but it catalogues common sense alternatives clearly and well.
Many good ideas as alternatives to layoffs.......2004-03-03
Not all companies follow the slash and burn tactics of laying off staff in an economic downturn - some look upon employees as an asset to be developed and follow an approach called 'responsible restructuring' because they know that cutting people can be disastrous, especially in a knowledge-based organization. Cascio investigated the way that companies restructure and identified two main groups, - the larger saw employees as a cost to be cut while a smaller group of responsible restructurers saw employees as assets to be developed by asking how they could change their way of business to use staff more effectively. By analyzing S&P 500 companies over eight years Cascio showed that downsizers were not more profitable nor were stockholders better off.
A medium sized securities trading firm, relying heavily on its employee's knowledge and creativity, experienced a major downturn in revenues and stock price after a decade during which employees generated excellent results and built customer loyalty. However, faced with the fact that employees accounted for more than half of expenses, top management sought the best solution. There were many different approaches to learn from: Merrill Lynch cut one in six employees world wide; Charles Schwab used layoffs only as a last resort; Lehman Brothers insisted on keeping staff in tact and even hiring new talent; Edward Jones kept all staff but cut bonuses. After 9/11 Boeing laid off 30,000 employees while Airbus reduced head count through attrition. As the economy weakened some firms seized the opportunity to strengthen their competitive position through a variety of strategies such as cost cutting, expansion, marketing, and acquisitions. Kodak restructured to compete in the digital era; computer based typesetting revolutionized the newspaper industry. But what would be the best strategy for the medium sized securities firm? This book provides a wealth of case studies and examples of proven alternatives to layoffs.
Layoffs are not only traumatic to those who leave but can affect the quality of work done by those that stay. For three years union workers at the Decatur Plant at Bridgestone/Firestone were on strike or working without a contract during which their tires prompted more complaints, compensation claims rose and the loss of 40 lives was attributed to the labor dispute. Each year Fortune magazine publishes a list of the best companies to work for - companies which satisfy all stakeholders. "High-performing companies do walk the talk when it comes to performance measure. It is clear that they are seriously committed to the human elements that contribute to their success."
Responsible restructuring relies on workers to provide substantial competitive advantage by adapting a wide range of practices such as training, information sharing, participatory management, flattened organizational structures, labor management partnerships, compensation linked to skills, and customer satisfaction. Chapter 5 "Responsible Restructuring - Alternative Strategies" is full of case studies and examples of strategies such as 'use downsizing as a last resort while reinventing your business' and 'do everything you can to manage survivors well' and 'generate good will, even loyalty, among departing employees' and 'provide unemployment benefits for employees whose hours are cut' and 'ensure employment security through redeployment' and 'ask for sacrifices from executives and employees'.
Chapter 6: "The Virtues of Stability" provides a lot of information on three companies. 100-year-old Lincoln Electric Holdings features high wages, guaranteed employment, few supervisors, a lucrative bonus system, and piece work compensation; Harvard Business School cites it as a model of corporate responsibility while others praise its innovative management practices. Core values at SAS Institute are: 'treat everyone fairly and equally; treat people with respect and dignity; make work fun; trust people to do a good job.' They focus on employees and customers, believing that if they find and keep the best people, everything else will take care of itself. The rags to riches story of Southwest Airlines that started in 1966 and by 2001 had become the most successful airline in history is reviewed. Top employers share three characteristics: clear vision; excellent delivery and execution of people-related initiatives; and highly engaged employees who are aligned to the business strategies of their companies.
Chapter 7 "Responsible Restructuring: What to Do and What Not to Do" starts with "Even though there is no one, right way to restructure, following the guidelines presented in this chapter has yielded positive results for companies and their workforces." It is highly unlikely that anyone can read this book without coming away with ideas for improving their competitive position.
Do you want the No-layoff Payoff?.......2003-01-11
Downsizing remains very populair. It's easy to understand why. Whenever a company gets into serious financial trouble you have to rapidly increase revenues or to bring down costs. An easy choice: everyone knows that future costs are far more controllable and predictable that future revenues. So costs are cut. And what better cost to cut than labor costs? In many companies these costs represent a large proportion of the total fixed costs. So what to do according to this logic? Fire employees!
BUT DO DOWNSIZINGS HELP? OFTEN THEY DON'T
In many cases downsizing does not lead to fast and lasting improvement of the financial situation of companies, nor to improvment of their share price. Research has demonstrated that extremely successful companies often offer a high level of employment security (see Pfeffer, 1998; Collins, 2001). But to my knowledge this book by Wayne Cascio is one of the first to present systematic longitudinal research on the effects of downsizing. The most important conclusion: companies that downsize are not more profitable than companies that don't and often end up hurting themselves. This book gives several reasons for this:
1. DOWNSIZING WITHOUT IMPROVING. Many downsizing companies have no vision on structurally improving the organization. The only thing they do is make the organization smaller. Many problems that previously existed remain. Several new problems are added. How could profit improve?
2. UNFORSEEN COSTS OF DOWNSIZINGS CAN BE SKYHIGH. Cascio sums up a large number of direct and indirect costs of downsizings.
3. DOWNSIZING TOO OFTEN AND TOO SOON. Cascio's research shows that many managers see personnel as a cost that should be minimalized. They ask: what is the minimum number of people we need to run this company? This mindset made these managers downsize often and easily. This hurts loyalty, commitment and and a negative morale that hurts productivity.
The opposite is also true: offering employment security lead to loyalty. This loyalty leads to so-called Organizational Citizenship Behaviors (OCB's): doing more than is asked, behaving honestly, working together, helping eachother.
WHAT TO DO?
The following combination of practices proves to be far more fruitful:
1. PREVENTIVE PLANNING: do everything you can to identify early warning signals and respond quickly to prevent problems from growing.
2. FIRST, APPLY CREATIVE ALTERNATIVES TO DOWNSIZING: in times of trouble, do everything you can to avoid the need to downsize (alternative ways of bringing down costs and improving revenues).
3. IF NOTHING ELSE WORKS: DOWNSIZE: make it clear to everything that downsizing is a last resort.
4. IF YOU DO IT, DO IT GOOD
Cascio descirbes a number of companies that were confronted with very hard circumstances and that successfully applied alternative stragies to downsizing.
Charles Schwab & Company used downsizing as a last resort after first having done the following: 1) stopping projects en saving al kinds of costs, accompanied with intensive communication efforts, 2) managers decided to cut their own salaries significantly, 3) personnel was encouraged to take unpaid leave, 4) specific days were chosen to be voluntary days off for personnel that did not have client contacts on these days. Only after these steps did not lead to sufficient success, a limited downsizing was done. Cisco Systems does everything it can to create goodwill or even loyalty with fired people. Cisco lents some of them to non-profit organizations and pays part of their salaries. As soon as the market allows for it, they want to rehire them. Reflexite Corporation's intention to avoid downsizing is reflected in their so-called Business Downturn Grid, a plan in four stages that is used when the company faces hard times. Its starting point is to provide full openness in every stage about problems and actions to be taken. Employees are laid off only in the fourth and last stage (which the comany until now did not have to do by the way). Some other companies that are mentioned are: Compaq Computer that invested heavily in communicating with and training personnel when aftern downsizing, Intel, Chevrontexaco, en 3M that invested much in retraining and redeploying personnel to avoid downsizing, Acxiom, Inc. where personnel was (successfully) asked to volunteer to cut their salaries in return for company shares, Sage Software, Inc. that paid much attention to personnel planning, Louisiana-pacific Corporation where personnel took the initiative to cut cost drastically. Two other extremely successful companies that are extensively described by Cascio are software company The Sas Institute and Southwest Airlines. These companies operate in turbulent markets but are examples of (employment) stability and financial success.
CONCLUSION
Sometimes laying off personnel can't be avoided. But this book shows that companies that invest in personnel and that do everything to void downsizing profit form a no-layoff payoff. This book provides many examples of steps that can be taken before laying off personnel. It is a must for top managers, HR managers, and students of management and organization and of human resources management. It's easy to read and very practical.
Coert Visser, ...
A Good Read!.......2003-01-09
University of Colorado-Denver management professor Wayne F. Cascio says your company will make more money during tough times if it finds a way to grow with its current employees instead of laying them off. Citing ample research (just see those careful footnotes and all those charts and graphs), he argues that it is simply good business to treat employees as assets to be developed, so they can help your organization reach its goals. If you downsize them out the door, you lose their expertise and commitment. Cascio cites companies that restructured successfully - Compaq, Cisco Systems, Sage Software - to illustrate different approaches. He wraps up with a critical bit of training: how to communicate internal information about the company's plans to restructure, always a touchy matter. We from getAbstract refer owners, top executives and human resource managers to this book because they will appreciate its combination of hard facts and how-to guidelines.
CHARTING A BETTER WAY TO SUCCESS IN HARD TIMES!.......2002-10-17
This book challenges the traditional knee-jerk response of the cost-cutting mentality and charts a better way to organizational success in hard times. Based on extensive research on the approaches companies take to restructuring, Cascio has found a huge distinction between those that see people as a cost (the downsizers) versus assets to be developed (the responsible restructurers). The book presents an analysis of the financial consequences of alternative restructuring strategies in terms of profitability and attractiveness as an investment. Cascio exposes the myths about downsizing and presents the hard facts. He examines the approaches of the responsible restructurers, i.e., high-performance work practices...and explores the practices and experiences of many companies. The final chapter illustrates what to do, and not do, when restructuring. Stern's Management Review finds this book rich in insights and sound advice-very highly recommended!
Book Description
Author Bruce explains which global business strive to be enjoyable and inspiring places to work, and why other businesses are stuck in a dead end mindset that prevents them from reaching their potential. He explores the concepts and practices that make for a better business.
Average customer rating:
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Handbook on Responsible Leadership And Governance in Global Business
Manufacturer: Edward Elgar Pub
ProductGroup: Book
Binding: Paperback
General
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General
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Leadership
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All Titles
| Qualifying Textbooks - Fall 2007
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ASIN: 1845429494 |
Book Description
`A profoundly important book for scholars and leaders alike that makes a vital timely contribution to the behavioral perspectives on leadership and governance. Doh and Stumpf, along with their world-renowned contributors, apply solidly anchored academic wisdom to offer fresh ideas on restoring faith in the integrity of American enterprise.' - Jeffrey Sonnenfeld, Yale School of Management, President and CEO, Chief Executive Leadership Institute and author of Leadership and Governance From The Inside Out
Ethics, social responsibility, leadership, governance. These terms are heard in the classroom, in the boardroom, and viewed on the front page of newspapers and magazines. Yet serious attention to the relationships among these concepts is lacking. Although commitments to leadership, ethics, and social responsibility are evident, individuals and companies are falling short in combining these duties into policies and cultures that guide behavior and decisions. The missing element is a broad-based and integrated approach to responsible leadership and governance. This volume, now available in paperback, provides the leading thinking on these issues and includes a discussion of emerging areas that require future attention.
The contributors - leading scholars in the fields of leadership, governance and social responsibility - summarize the state of the literature, identify complementary insights and perspectives, discuss areas of conflict and disagreement, and include a provocative and stimulating agenda for further investigation. They point up practical consequences of these perspectives in light of developments that have exposed the shortcomings in practice. Several contributors focus specifically on the challenges faced by global companies in developing and maintaining leadership and governance practices that are responsive to different national institutional and cultural settings.
Thorough coverage and insightful discussion make this an essential reference for scholars and students of leadership, corporate responsibility and professional ethics, as well as for all those directly responsible for establishing the ethical codes and practices of their organizations.
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