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.
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People and Profits?: The Search for A Link Between A Company's Social and Financial Performance (Volume in Lea's Organization and Management Series)
Joshua Daniel Margolis , and
James P. Walsh
Manufacturer: Lawrence Erlbaum
ProductGroup: Book
Binding: Paperback
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ASIN: 0805840117 |
Book Description
What is the relationship between the social performance of companies and their financial performance? More colloquially, can a firm effectively attend to both people and profits as it conducts its business? This question has been investigated in no fewer than 95 empirical studies published since 1972. The authors have assembled a compendium of this research to give researchers and practitioners alike a broad overview of these 95 studies and a systematic database detailing the content of each one.
This book provides a comprehensive portrait of this research literature. It begins with a broad orientation to the literature, exploring why the link between social and financial performance has been subject to continual inquiry and often heated debate. The authors then present an integrated overview of the 95 studies. Through the charts and tables, the authors illuminate the nature of the studies conducted; the data samples selected for investigation; the ways in which financial and social performance have been measured; and the overall tally of results.
Customer Reviews:
Mostly for researchers.......2003-07-04
Compendium of the results of 95 empirical studies on the relationship between financial performance and social performance of corporations. Most of the book (122 pages) is devoted to bar charts and tables describing the 95 studies and to a tabulation of the characteristics of each one of them. Unfortunately there is almost no discussion of the results and the implications for corporate behavior (13 pages at one and a half spaces). This should be of interest to researchers in the area looking for a description of the studies carried so far, but of little use to the practitioner that are searching for answers beyond those usually provided by the two handed economist: "on the one hand...........but on the other hand..". In this sense, the title is missleading, as it makes you think that an answer will be provided, or at least, if one is not available, that the issues will be discussed.
Book Description
"Lynn Paine has an optimistic analysis of the need for--and the value of--bringing ethical values into business decision-making. The 'meltdown' of so many high-flyers reecntly suggests that lesson had been lost on too many companies during the boom years. The time has come to take account of what she writes."--Paul A. Volcker
"This book presents a way of broadening the role of the corporation in our society, an interesting and exciting role. It's a good read for young leaders in all walks of life."--John C. Whitehead, former Chairman, Goldman Sachs
"Value Shift provides a timely and compelling argument for why companies must incorporate values into their strategies--that no one in business can afford to ignore."--Daniel Vasella, Chairman + CEO /Novartis AG
Download Description
Value Shift articulates exactly why the superior performers of the future will be companies that can satisfy both the social and financial expectations of their constituencies.
Customer Reviews:
A careful analysis of ethical stances and their consequences.......2005-02-23
The Enron affair has produced a flood of books on business ethics. Far too few of them engage fully with the real issues. This one does. The author has produced a definitive guide to the factors that make attention to organizational ethics an imperative in business thinking and to sound practical approaches to dealing with ethical issues.
In the process, she demolishes the sloppy thinking that has surrounded much of the discussion of business ethics, in particular the view that an organization is and should be an amoral entity and the related view that the only ethical duty that a corporation owes is that to maximize the wealth of its stockholders.
More important, she establishes clearly that ethical commitment and economic advantage are separate domains, with a degree of overlap that depends on context and timescale. The ethical dimension cannot be absorbed into the financial dimension with the cosy, but often untrue, assertion that 'ethics pays'. There is an area of activity within which ethical and economic considerations run together, but there are areas of activity where they are opposed. If one wants a simplistic assertion to support ethical behaviour, the author suggests that it should be 'ethics counts' rather than 'ethics pays'. The advantage of this formulation is that it establishes the ethical domain as existing in its own right. The author suggests that the two domains are different but complementary and need to be recognized as such.
What are the circumstances in which ethical behaviour and profitable behaviour are most likely to coincide? As a broad rule, the longer the time frame being considered and the more closely the corporation adheres to the standards of ethical behaviour accepted in first world countries, the more likely it is that ethical practice will coincide with profitable practice. The author discusses both the principle and some of the difficult and perplexing departures from it. There is no pretence that decision-making is easy where ethics and profitability do not run together, but there is guidance, in two chapters entitled 'A Compass for Decision Making' and 'The Center-Driven Company'.
In the course of the book, there is an excellent brief history of views of the corporation and its capacity to be a moral entity and an overview of the current situation, in which the full range of theories and behaviour from high to non-existent ethics can be found, but there is a discernible trend toward recognition of the importance of ethical behaviour. This is driven by community expectations, greater access to information (and greater difficulty of concealing unethical behaviour), and slow but progressive shifts in the law, as well as by the expectations and standards of managers and employees. The move is complicated by globalization, because increasingly the large corporations are operating in countries with a wide range of cultural frameworks where issues of corruption, near-slavery conditions for workers and so on may be endemic. There is a good discussion of the temptation to adopt local standards or to hide behind the practices of an 'arm's length' contractor and some of the longer term consequences of doing so.
This is not a 'preaching' book. It is a cool analysis of the various ethical stances possible and of the probable consequences of each, in the context of a slow but continuing trend for the community to demand ethical behaviour. It also provides an extremely well-argued case for a stance that recognizes ethical standards as standing in their own right as a co-equal consideration with the demands of economic operation. In this sense, it is complementary to the best of the literature on the 'triple bottom line'.
Good on framing issue but not actionable or practical.......2003-05-23
I give great credit to Lynn Paine for framing the importance to organizations on making "social/ethical" issues a top priority. I loved the first chapter. However, she stays at a high level. When it comes time to provide action steps for companies to act ethically and develop and manage an ethical culture, she falls short by only providing a few questions relevant to executives by which, if ask and answered honestly, would provide a leader a "moral compass."
As we have seen in the press, it is not always the senior executives who perform ethical misconduct. Quite often it is the managers and employees of an organization that make unethical decisions that put the organization in harms way. So my disappoitment is in that she did not provide practical (and I stress practical) strategies, processes and tools for an organization to provide its workforce to adress the dozens of potentiallly unethical situations managers and employees face everyday that provide the same risk, if not more, than a few bad decisions by executives. The questions that she provides for executives are not practical for managers. I doubt a manager at a manufacturing plant will take the time to "reflect" on the thought-proviking questions provided by her to help make good decisions. She offers several examples of companies that she considers are making progress, but these steps are still at a very high level.
I offer an insight. There is a reason why the books "Execution" by Larry Bossidy and "Good to Great" are best sellers. Executives are asking for more actionable and practical guidelines to execute strategies in companies that already have established processes and cultures.
It is obvious that Lynn Paine has great insight and vast experience. I would like to have seen actual steps (i.e., training, communications, proceses, standards) by which a current organization, with an established culture, can leverage to shape their culture to fit this new ethical standard.
I hope she writes a "how to." I will be the first to buy it.
Excellent synthesis of moral philosophy and business reality.......2003-01-11
In this book Lynn Paine does an excellent job of unravelling and clarifying the complicated issues surrounding business ethics. She convincingly argues that a new definition of business success is emerging, one which includes financial performance but also embraces wider considerations.
A lot of current writing on the topic of corporate social responsibility is based on the vaguely defined concept that "ethics pays". Paine agrees that there are many tangible benefits for companies embracing wider responsibilities, but shows that ultimately an "ethics counts" approach has more to offer. She backs up her perspective with business examples from around the world, and with illuminating philosophical and legal analysis.
I strongly reccommend this book for anyone interested in the future of business.
A New Yardstick.......2003-01-10
There is an emerging standard of corporate performance that encompasses moral and financial dimensions.
Lynn Sharp Paine, a lawyer and professor at the Harvard Business School, argues companies are being rated as if they were human beings; they are being asked to provide more than profits to their shareholders. The market demands that corporations respect their employees, be reliable to their customers and communities and be transparent with their investors.
The author argues "ethics counts" provides corporations with value-added in the truth, loyalty, gratitude and reciprocal respect it engender among its stakeholders. The new bottom line: a corporation's success comes down to the quality of its decision making. Moral scrutiny is becoming as important as financial performance in stakeholders' evaluations.
This book made me more hopeful for the future!.......2002-10-05
In this engagingly written and easy to read book, Paine makes a compelling case for the integral role values and ethics should and do play in successful corporations. As a somewhat cynical 20-something, I took solace in Paine's detailed examples of the culture and actions of ethical corporations as they allow for the possibility that corporations could, if they wanted, consider many stakeholders beyond the shareholder when making decisions. The corporations that do integrate ethics and values into their operations are good neighbors, good employers, and good investments. Paine's thoughtful and logical writing also serves to debunk the notion that corporations possess no moral responsibility to society. This is a must read for anyone who is concerned about the role of businesses and corporations in society.
Book Description
This digital document is an article from Strategic Finance, published by Institute of Management Accountants on January 1, 2002. The length of the article is 627 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
Citation Details
Title: Best Corporate Citizens Have Better Financial Performance.(Brief Article)
Author: Curtis C. Verschoor
Publication:
Strategic Finance (Refereed)
Date: January 1, 2002
Publisher: Institute of Management Accountants
Volume: 83
Issue: 7
Page: 20(2)
Article Type: Brief Article
Distributed by Thomson Gale
Book Description
Following a series of corporate scandals, legislators have company executives in their sights, and are arming themselves with ever-greater regulatory firepower. All agree that good governance is essential - but must not be allowed to stifle business performance.
Beyond Governance develops the concept of Enterprise Governance, an emerging framework which unites Performance, Conformance and Corporate Responsibility and shows how addressing all of these areas in a concerted, coordinated fashion will deliver value to the organisation and its stakeholders. In particular, it focuses on the skills, processes and systems that are required to deliver excellence in each of these areas, giving readers a practical insight into the issues and an understanding of best practice in each area.
Many firms are rethinking their finance activities in the light of e-commerce, shared service centres, business intelligence technology and cost pressures. Beyond Governance explores the challenge of building a modern, flexible finance function, describing the emerging role of the new CFO and how finance professionals should respond to this new business environment.
Download Description
"Following a series of corporate scandals, legislators have company executives in their sights, and are arming themselves with ever-greater regulatory firepower. All agree that good governance is essential - but must not be allowed to stifle business performance.
Beyond Governance develops the concept of Enterprise Governance, an emerging framework which unites Performance, Conformance and Corporate Responsibility and shows how addressing all of these areas in a concerted, coordinated fashion will deliver value to the organisation and its stakeholders. In particular, it focuses on the skills, processes and systems that are required to deliver excellence in each of these areas, giving readers a practical insight into the issues and an understanding of best practice in each area.
Many firms are rethinking their finance activities in the light of e-commerce, shared service centres, business intelligence technology and cost pressures. Beyond Governance explores the challenge of building a modern, flexible finance function, describing the emerging role of the new CFO and how finance professionals should respond to this new business environment. "
Customer Reviews:
Governance Alone Won't Cut It.......2005-09-09
Governance is one of many buzzwords floating around the corporate and information technology worlds today. For many people, it may rank right down there with compliance. But the reality is that governance has been traditionally viewed as essential to corporate viability and survival. But the question is whether strong governance should be the end game, or the starting point for a new model. In Beyond Governance: Creating Corporate Value through Performance, Conformance and Responsibility (John Wiley and Sons, 2005, 336 pages), Martin Fahy, Jeremy Roche, and Anastasia Weiner argue that governance alone will not cut the mustard, and that a new model is needed.
In this book, which should challenge most readers' conventional thinking, the authors set out to set governance on its ear. They do this by arguing that governance alone is not the answer, and that the new model needs to be built on performance, conformance, and corporate responsibility. The succeed on many levels that, if their model is accurate, has many implications for companies, customers and vendors alike.
What readers need to take from this book is that traditional roles such as finance and accounting have changed and are constantly evolving. For people in these professions, they need to understand this and adapt. For software vendors, the paradigm has to shift from one of lowering costs, because corporations are past that stage, and focus on how their products need to demonstrate how they add to strategic, integrated value. For Chief Financial Officers (CFOs) and internal auditors, the authors discuss risk assessment and risk management at length.
What I found most interesting is that the authors are writing what IBM and Lotus Software have been saying for going on 20 years now: collaboration and workflow are an essential cog in this model. In fact, as much as IBM has been criticized by Industry analysts and their own business partners for their Workplace strategy, it is clear from my reading of this book is that they "got it" a long time ago, and many of their competitors still do not "get it". Their challenge now is to clearly articulate it in relation to the model presented.
I do not know if I was comfortable with the authors' discussion of corporate responsibility as it represents a very Euro-centric view of corporate responsibility through the promotion of sustainable economic development in the Third World. I am not saying I disagree with their views, it is just that this might be a harder sell in the United States.
Who Should Read This Book?
This book has many potential audiences who really should read it. CEOs, CFOs and CIOs should read it an embrace at least some of the concepts in their strategic thinking and planning. Internal and external auditors should read it to better understand the big picture. And finally, software vendors should read it to understand what they need to do and where they need to go to create strategic value with their products.
The Scorecard
An Eagle on a Long Par 5
Average customer rating:
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Corporate Reporting in India: Financial and Social Performance Disclosures
V. K. Vasal
Manufacturer: New Century Publications
ProductGroup: Book
Binding: Hardcover
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ASIN: 8177081217 |
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Corporate Responsibility and Financial Performance: The Paradox of Social Cost
Moses L. Pava , and
Joshua Krausz
Manufacturer: Quorum Books
ProductGroup: Book
Binding: Hardcover
Sustainable Development
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ASIN: 0899309216 |
Book Description
The core idea of corporate social responsibility, the notion that companies have a responsibility beyond legal requirements, is by now deeply embedded in the corporate cultures of the largest U.S. companies. The authors suggest that productive debate now focuses on the following two issues. First, what are the impacts of existing corporate social responsibility programs for the corporation? And, second, what constitutes the precise contours of this responsibility? This book explores these two themes. The issue of how corporate social responsibility affects individual companies engaged in socially responsible activities is not well understood. Further, the distinction between legitimate and illegitimate corporate social responsibility activities has not always been clearly drawn. This book, therefore, is designed to fill in some of the gaps in our understanding. This is done by carefully organizing and reviewing the relevant and growing literature on corporate social responsibility. In addition, this book reports on the results of two original empirical studies designed to further explore the relationship between corporate social responsibility and traditional financial performance. This book has profound implications for business executives and researchers in finance, accounting, business ethics, and business and society.
Book Description
This digital document is an article from Financial Management, published by Thomson Gale on September 22, 2006. The length of the article is 11913 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
Citation Details
Title: Corporate social performance and stock returns: UK evidence from disaggregate measures.
Author: Stephen Brammer
Publication:
Financial Management (Magazine/Journal)
Date: September 22, 2006
Publisher: Thomson Gale
Volume: 35
Issue: 3
Page: 97(20)
Distributed by Thomson Gale
Book Description
This digital document is an article from Financial Management (UK), published by Thomson Gale on June 1, 2006. The length of the article is 1833 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
Citation Details
Title: CSR reporting: Carol Adams and Geoff Frost report on the findings of their research into how social/environmental performance issues affect firms' strategic decision-making.(TECHNICAL MATTERS)(Corporate social responsibility)
Author: Carol Adams
Publication:
Financial Management (UK) (Magazine/Journal)
Date: June 1, 2006
Publisher: Thomson Gale
Page: 34(3)
Distributed by Thomson Gale
Book Description
This digital document is an article from Journal of Managerial Issues, published by Pittsburg State University - Department of Economics on June 22, 1994. The length of the article is 7049 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
Citation Details
Title: Investigating the dimensions of social responsibility and the consequences for corporate financial performance. (includes appendix)
Author: V.L. Blackburn
Publication:
Journal of Managerial Issues (Refereed)
Date: June 22, 1994
Publisher: Pittsburg State University - Department of Economics
Volume: v6
Issue: n2
Page: p195(18)
Distributed by Thomson Gale
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