Book Description
Brings together the disciplines of economics, political science, law, and ethics to address a class of management issues of growing importance to the performance of companies. Provides conceptual frameworks for understanding issues in the environment of business and their development; strategy formulation; analysis of the news media; political analysis; the economics and politics of government intervention in markets (regulation, antitrust, and torts); the economics and politics of international trade; the political economy of countries; and ethical analysis and decision-making. For all business professionals, including managers looking to enhance their knowledge of an ever-changing, increasingly global field.
Customer Reviews:
Business and Its Environment (5th Edition).......2006-07-19
This book is an easy read. It has tons of useful information. I would recommend this book.
New Edition is Better.......2005-12-05
There is a new edition (the fifth) for this book, and it is better than the edition shown here. While avoiding a polemical view, Baron illustrates business ethical priciples with very poignant examples and stories. The case studies are very up to date and fun to read. More than that, though, the case studies can form a basis for classroom debate and discussion which not only brings the material to life but also promotes critical thinking and articulation among students.
I liked it very much, and recommend it highly.
The book for dilettante readers.......2002-01-21
The author provided some good examples demonstrating a picture of business and its environment. People who have exposed to Industrial Organization (or at least some levels of application of game theory) will get bored of all arguments without mentioning anything about its quantitative aspect.
The book for dilettante readers.......2002-01-21
The author provided some good examples to demonstrate some business's environments. The book is very readable. You will get bored if you have exposed to industrial organization or some applications of game theory.
Pretty Easy Reading.......1999-05-30
I've read a good chunk of this book during a B-school elective on non-market strategies, and found it imparted some valuable information. It's not very prescriptive if that's what you're looking for. But it made me feel like I got something out of the class despite an unstellar professor.
Amazon.com
This analysis of what makes great companies great has been hailed everywhere as an instant classic and one of the best business titles since In Search of Excellence. The authors, James C. Collins and Jerry I. Porras, spent six years in research, and they freely admit that their own preconceptions about business success were devastated by their actual findings--along with the preconceptions of virtually everyone else.
Built to Last identifies 18 "visionary" companies and sets out to determine what's special about them. To get on the list, a company had to be world famous, have a stellar brand image, and be at least 50 years old. We're talking about companies that even a layperson knows to be, well, different: the Disneys, the Wal-Marts, the Mercks.
Whatever the key to the success of these companies, the key to the success of this book is that the authors don't waste time comparing them to business failures. Instead, they use a control group of "successful-but-second-rank" companies to highlight what's special about their 18 "visionary" picks. Thus Disney is compared to Columbia Pictures, Ford to GM, Hewlett Packard to Texas Instruments, and so on.
The core myth, according to the authors, is that visionary companies must start with a great product and be pushed into the future by charismatic leaders. There are examples of that pattern, they admit: Johnson & Johnson, for one. But there are also just too many counterexamples--in fact, the majority of the "visionary" companies, including giants like 3M, Sony, and TI, don't fit the model. They were characterized by total lack of an initial business plan or key idea and by remarkably self-effacing leaders. Collins and Porras are much more impressed with something else they shared: an almost cult-like devotion to a "core ideology" or identity, and active indoctrination of employees into "ideologically commitment" to the company.
The comparison with the business "B"-team does tend to raise a significant methodological problem: which companies are to be counted as "visionary" in the first place? There's an air of circularity here, as if you achieve "visionary" status by ... achieving visionary status. So many roads lead to Rome that the book is less practical than it might appear. But that's exactly the point of an eloquent chapter on 3M. This wildly successful company had no master plan, little structure, and no prima donnas. Instead it had an atmosphere in which bright people were both keen to see the company succeed and unafraid to "try a lot of stuff and keep what works." --Richard Farr
Book Description
"This is not a book about charismatic visionary leaders. It is not about visionary product concepts or visionary products or visionary market insights. Nor is it about just having a corporate vision. This is a book about something far more important, enduring, and substantial. This is a book about visionary companies." So write Jim Collins and Jerry Porras in this groundbreaking book that shatters myths, provides new insights, and gives practical guidance to those who would like to build landmark companies that stand the test of time.
Drawing upon a six-year research project at the Stanford University Graduate School of Business, Collins and Porras took eighteen truly exceptional and long-lasting companies -- they have an average age of nearly one hundred years and have outperformed the general stock market by a factor of fifteen since 1926 -- and studied each company in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from other companies?"
What separates General Electric, 3M, Merck, Wal-Mart, Hewlett-Packard, Walt Disney, and Philip Morris from their rivals? How, for example, did Procter & Gamble, which began life substantially behind rival Colgate, eventually prevail as the premier institution in its industry? How was Motorola able to move from a humble battery repair business into integrated circuits and cellular communications, while Zenith never became dominant in anything other than TVs? How did Boeing unseat McDonnell Douglas as the world's best commercial aircraft company -- what did Boeing have that McDonnell Douglas lacked?
By answering such questions, Collins and Porras go beyond the incessant barrage of management buzzwords and fads of the day to discover timeless qualities that have consistently distinguished out-standing companies. They also provide inspiration to all executives and entrepreneurs by destroying the false but widely accepted idea that only charismatic visionary leaders can build visionary companies.
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels,
Built to Last provides a master blueprint for building organizations that will prosper long into the twenty-first century and beyond.
Customer Reviews:
A Classic.......2007-10-16
"Built to Last" is an enlightening and interesting classic on business strategic management. The authors, Jim Collins and Jerry Porras spent six years in research and compared the practices of 18 visionary companies in the USA to those of a matched set of good, though not great, companies. Their fundamental observation is that average companies are driven by the power of "or:" You can have either short term profits OR long term growth, either stability OR progress. Visionary companies, in contrast, embrace the power of "and:" You preserve the core AND stimulate progress.
The authors then methodically, step-by-step proceed to explain how great companies erect structures that embrace these seemingly contradictory goals. The great companies the authors studied, contrary to conventional wisdom, are not profit focused at their core but rather, they are `value' focused. These values are a sort of nucleus, around which leaders in visionary companies grow the company. This was the case in such great companies as Disney, Wal-Mart, Merck, Ford, Hewlett Packard, 3M, Johnson and Johnson and others.
Among the core myths that Collins and Porras shattered are that visionary companies must start with a great product and be pushed into the future by charismatic leaders. Instead the great visionary companies they studied were characterized by total lack of an initial business plan or key idea and by remarkably self-effacing leaders. The authors are much more impressed with the great companies' almost cult-like devotion to a "core ideology" or identity, and active indoctrination of employees into "ideological commitment" to the company.
The book is interesting to read, is humorous, is among the best, easiest to follow guide to strategic management. The book also provides guidelines to help managers at all levels to apply the concepts. It is well written with compelling case studies. I highly recommend the book to those looking for a practical down-to-earth book that is readable and useful.
Identity is Built to Last.......2007-08-30
It is interesting to review a business book more than 10 years after it has been labeled a best seller - is it still relevant today? Yes, in the case of this classic! The lessons conveyed are as useful today, as they were when it was first published. No surprise, given what the authors set out to discover when they began their research: What distinguishes long-time, high performing companies from their competitors? Their key concept about what it takes to build a visionary company - "preserve the core and stimulate progress" seems to be a fundamental truth about the evolutionary nature of free markets. Certainly their, "Try Lots of Stuff and Keep What Works" and "Good Enough Never Is", lessons sound like evolutionary processes of adaptation.
The key concept might be more simply described by saying, "Maintain your identity - core values & purpose - while focusing on a living performance vision." That makes it a personal concept as well as an organizational concept - not a bad thing when you consider that any organization is a collection of people. When something makes sense for the individual and the organization, perhaps there-in resides the reason it is a long-term winner! Dennis DeWilde, Author of The Performance Connection
Built to last.......2007-08-10
This is the most relevant, well-presented, easy-to-read research project I've seen. The data is easily transferable to to practical use. I have seen its implementation make a really big positive difference in groups within organizations.
Must-read for anyone interested in business.......2007-04-13
This book is the result of an elaborative research and a great data-analysis. It gives an insight into the some of the greatest companies of the world in different fields and different time-periods.
Authors have done a great job in explaining and justifying their research and data through the appendices and bibliography. A study of all the existing companies to find the visionary ones is really a daunting task and this research team has done a terrific job in establishing a definition of a "visionary company".
Must-read for professionals at any level of the organization hierarchy!!!
Great insight.......2007-03-30
Both Built to Last and Good to Great are the best business books anyone can ever read. Nice work!
Book Description
Asking the right kind of question isonly the first step to becoming fullyengaged at work and in life.
In his bestselling book QBQ! The Question Behind the Question, John G. Miller revealed how personal accountability helps to create opportunity, overcome obstacles, and achieve goals by eliminating blame, complaining, and procrastination. The result? Stronger organizations, more dynamic teams, and healthier relationships.
Now Miller takes readers to the next level to show how they can use the power of the QBQ! and personal accountability every day.
When a light switch is flipped the flow of energy that is released reaches the lightbulb in an instant, bringing it to life. Similarly, asking the right kind of question-a QBQ-is the first step to empowering what Miller calls the Advantage Principles-five essential practices that will lead to a richer experience in every aspect of life:
- LEARNING: live an engaged and energized life through positive personal growth and change
- OWNERSHIP: attain goals by becoming a solution-oriented person who solves problems
- CREATIVITY: find new ways to achieve by succeeding "within the box"
- SERVICE: build a legacy by helping others succeed
- TRUST: develop deep and rewarding relationships
With compelling real-life stories and keen insights, Miller demonstrates how anyone can find success and satisfaction by "flipping the switch."
Download Description
Asking the right kind of question isonly the first step to becoming fullyengaged at work and in life. In his bestselling book QBQ! The Question Behind the Question, John G. Miller revealed how personal accountability helps to create opportunity, overcome obstacles, and achieve goals by eliminating blame, complaining, and procrastination. The result? Stronger organizations, more dynamic teams, and healthier relationships. Now Miller takes readers to the next level to show how they can use the power of the QBQ! and personal accountability every day. When a light switch is flipped the flow of energy that is released reaches the lightbulb in an instant, bringing it to life. Similarly, asking the right kind of question-a QBQ-is the first step to empowering what Miller calls the Advantage Principles-five essential practices that will lead to a richer experience in every aspect of life: - LEARNING: live an engaged and energized life through positive personal growth and change - OWNERSHIP: attain goals by becoming a solution-oriented person who solves problems - CREATIVITY: find new ways to achieve by succeeding ""within the box"" - SERVICE: build a legacy by helping others succeed - TRUST: develop deep and rewarding relationships With compelling real-life stories and keen insights, Miller demonstrates how anyone can find success and satisfaction by ""flipping the switch.""
Customer Reviews:
Taking Charge Of My Life.......2007-10-03
For years I'd worked in an environment where complaint was the norm, a way to pass the time, to even connect with colleagues. A teachers meeting would start with griping about our principal and move on to how the parents weren't involved enough or were involved too much. Both complaints were equally possible in the same meeting! It's funny how a shift in perspective could transform a shift in my reality. All I needed to do was "Flip the Switch" and take a look at my actions, pose different types of questions and suddenly my working life was filled with ease and enthusiasm. Instead of asking the question: "Why aren't the parents involved more?" I now ask "How can I communicate better to bring in more parent involvement?" Shifting the responsibility onto me has made all the difference.
John Miller fills each page with enthusiasm and a belief that personal accountability is the key to success. He believes in posing questions that don't blame but resolve; questions that focus on action and the moment....because the moment is all we have.
"Flipping The Switch" was the glorious icing to a rich cake I discovered a while ago when I read the books "How To Create A Magical Relationship" and "Being Here, Modern Day Tales of Enlightenment" by Ariel & Shya Kane. They taught me that I could either complain about the events happening in my life OR I could embrace them. I've chosen the latter for a while now and shared with others how this simple phenomenon is possible for each of us. It's great that I'll be able to share this new book too. I highly recommend all of them!
Great for Harnessing Your Own Strength.......2007-08-16
"Flipping the Switch" is a small but muscular tool. It helped me to get out of a cycle of complaining, pushing me to ask "What Can I do about this situation?" rather than "Why is this situation so annoying?" As a teacher, I have found I can sometimes dwell too much on the faults of the school system, or my colleagues, blaming them for the way things are, rather than truly trying to make a situation better myself. When I catch myself doing that now, I remember the QBQ, or the question behind the question: rather than saying "Why is the bureocracy preventing me from getting things done?" I ask, "What can I accomplish right here, right now?"
I have also been reading Working on Yourself Doesn't Work: A Book About Instantaneous Transformation and Being Here: Modern Day Tales of Enlightenment both by Ariel and Shya Kane, and find them to be a wonderful companion to "Flipping the Switch." Their principles of transformation and everyday examples of how one can live with excellence (rather than being dominated by a situation you resist) are brilliant. Both are inspirational reference tools to be pulled out whenever you need it. I highly recommend these books along with "Flipping the Switch."
Flipping the Switch - Nice Refresher on the QBQ.......2007-07-30
John Miller has written another easy to read reference that outlines the simplicity of his topic, personal accountability. Too often everyone gets hung up the blame game or being a victim; John asks his readers to consider the way positive thinking can affect how you attack a challenge or mindset.
The author keeps his lessons easy to read and short, you can read it in 1-2 sittings, and continues to emphasize the same concepts. This is not the depths of the 7 habits or How To Win Friends, but is a very easy read which makes it ideal for a quick lesson. Breaking out of a slump can be hard to do and Mr. Miller provides that lifeline, including writing it simply when procrastination is one of his concepts to overcome!
Wonderful!.......2007-03-26
This book is worth your time and then share it with everyone at work! I am ordering another copy for my manager. This book is an eye opener.
Quick read, life changing, and needed by all!!!.......2006-12-25
This little book on personal accountability is worth a lot MORE than the retail price. Anyone struggling with blame, finger-pointing, and a desire to COMPLAIN needs Flipping the Switch And the author's original book, QBQ! As a sales exec for a large pharmaceutical firm, we have brought these books into our organization, formed book discussion clubs, and have begin to see a true level of change in our culture. From one of recrimination to creativity, trust, service and ACCOUNTABILITY. We have big goals to hit in 2007 without personal responsibility by all, they'll never be achieved. The stories in these books are terrific, the reading is quick, and Mr. Miller's insight into human nature is amazing.
Customer Reviews:
Why some companies seem to have a devoted customer base..........2007-06-20
There's a difference when you fly Southwest vs. United. You feel different shopping at Costco than you feel shopping at Wal-mart. Why? That question is explored and answered in the book Firms of Endearment: How World-Class Companies Profit from Passion and Purpose by Raj Sisodia, Jag Sheth, and David B. Wolfe. This is one of those books that will cause you to think about why you feel as you do towards certain companies, and how those feelings translate into real profits.
Contents: A Whole New World; It's Not Share of Wallet Anymore - It's Share of Heart; New Age, New Rules, New Capitalism; The Chaotic Interregnum; Employees - The Decline and Fall of Human Resources; Customers - The Power of Love; Investors - Reaping What FoEs Sow; Partners - Elegant Harmonies; Society - The Ultimate Stakeholder; Culture - The Secret Ingredient; Lessons Learned; Crossing Over to the Other Side; Acknowledgements
On Wall Street, companies are usually judged on their profit. Squeeze as much out of your business as you can, cut costs wherever possible, and make sure you meet your numbers. To be sure, plenty of companies are successful under those rules (such as Wal-mart). But when you look at their performance over the last few years on the stock market, returns have been stagnant or have trailed the field. The alternative way to run a business is as a "firm of endearment" (FoE). These companies have a passion for what they do/sell, they have a strongly defined purpose for what they want to accomplish, and they look to contribute to society in more ways than just the quarterly dividend to shareholders. These FoEs, like Costco, Whole Foods, Harley-Davidson, and others, include stakeholders to mean all parts of society that they touch... shareholders, employees, the community, etc. The focus isn't on pure profit, but instead on contributing to the well-being of all the stakeholders. That's why a company like Costco can afford to pay their employees a living wage, have low turnover, and *still* turn a substantial profit. They have captured the hearts of their customer base, and that base will go out of their way to shop at Costco whenever possible. That's also why a company like Ikea can propose a new location and have nearly universal acceptance in the community, while a new Wal-mart location brings out protesters in force. There's obviously a lot more that differentiates FoEs from their counterparts in the marketplace, but once you recognize an FoE, you'll understand why they are successful by *not* following the same formula as everyone else.
It's tempting to think that all the FoEs covered in this book can do no wrong. That's not the case. JetBlue was/is an FoE that badly damaged their reputation during the winter when storms caused massive cancellations. It even led to the resignation of the CEO. Like other business books of this genre (In Search Of Excellence, From Good To Great), only time will tell how these companies will fare over the long term. It may well be that a decade from now, the stars of this book will have all fallen to the wayside. But I would venture to guess that the companies covered here will have a much larger margin of forgiveness than would other companies that are just focused on the next quarter...
This is a book that is highly recommended for anyone running a business. It should cause you to rethink the factors of success for your company, as well as point you in directions that could lead you to become an FoE in your niche.
Why "endearing companies tend to be enduring companies".......2007-05-16
In the Prologue, when discussing The Age of Transcendence through which the contemporary business world is now proceeding, the co-authors (Rajendra S. Sisodia, David B. Wolfe, and Jagdish N. Sheth) suggest that it is "a cultural movement in which physical (materialistic) influences that dominated culture in the twentieth-century are ebbing while metaphysical (experiential) influences become stronger. This is helping to drive a shift in the foundations of culture from an objective base to a subjective base: People are increasingly relying on their own counsel to decide what the truth is...That shift acknowledges a long-suppressed idea in a world largely guided by Newtonian certainty that chemistry Nobel laureate Ilya Prigogine says is scattering to the winds: Ultimately, everything is personal."
Thus do the authors establish a frame-of-reference for the thesis of their book: That each stakeholder in an organization tends to thrive best when all stakeholders thrive. That is, no stakeholder group is more important than any other. "It is disciplined dedication to the well-being of all stakeholders that separates firms of endearment from their competition." Stakeholder relationship management (SRM), the authors suggest, can achieve and then sustain superior business performance that, in turn, will create n a decisive competitive advantage. They are convinced that SRM business models will increasingly be seen "as the most efficacious way to achieve sustained superior business performance in years to come" but only if (huge "if") the interests of all stakeholder groups are brought into strategic alignment.
Two Questions: Are all stakeholder groups of equal importance and do they have the same interests? Also, are all members of a stakeholder group (e.g. shareholders) of equal importance and do they have the same interests? These questions occurred to me as I read the first chapter, especially the brief discussion of the "distinctive" core values, policies, and attributes that firms of endearment (FoEs) share in common. Eventually, Sisodia, Wolfe, and Sheth provide answers to these questions, answers best revealed within the narrative.
If indeed "endearing companies tend to be enduring companies," how do the 28 FoEs that "made the final cut" for this book compare with the 11 companies praised by Jim Collins in Good to Great? "Over a 10-year horizon, FoEs outperformed the Good to Great companies by 1,026 percent to 331 percent (a 3.1-to-1 ratio). Over five years, FoEs outperformed the Good to Great companies by 128 percent to 77 percent (a 1.7-to-1 ratio). Over three years, FoEs performed on par the Good to Great companies: 73 percent to 75 percent." (FYI, there are no duplicates on the two lists.) As with the exemplary companies discussed by Thomas J. Peters in Robert H. Waterman, Jr. in In Search of Excellence, not all companies on any such list continue to meet the criteria that were the basis of their initial selection.
For me, some of the most interesting material is presented in Chapter 11, "Crossing Over to the Other Side." At one point, the authors cite Oliver Wendell Holmes's observation "I would not give a fig for the simplicity this side of complexity but I would give my life for the simplicity on the other side of complexity." They then quote one of my favorite passages in James O'Toole's The Executive's Compass:
"To move beyond the confusion of complexity, executives must abandon their constant search for the immediately practice and, paradoxically, seek to understand the underlying ideas and values that have shaped the world they work in. Managers who clamor for how-to instruction are, by definition, stuck on the near side of complexity."
According to Sisodia, Wolfe, and Sheth, the big challenge of the times is to transcend the zero-sum mindset because, given the profusion of new opportunities, absolutes (by nature limiting) are found everywhere on the near side of complexity. "They emerge from people's perennial quest for pat solutions, or `silver bullets,' as they are sometimes described. This is a key point because, as Sisodia, Wolfe, and Sheth explain, a zero sum mindset leads to the conclusion that one stakeholder group can only benefit at the expense of the other stakeholder groups...However, opportunities increase by an order of magnitude when the mind breaks free of zero-sum thinking."
There are specific reasons why endearing companies tend to be enduring companies and one of the most important is their having "the ability to transcend ruthless competition and embrace the fruits of cooperation [which is] the essence of evolved humanness."
Those who share my high regard for this book are urged to check out Bill George's Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value and his later book, True North: Discover Your Authentic Leadership, co-authored with Peter Sims. Also Michael Ray's The Highest Goal, Adrian J. Slywotzky's The Upside: The 7 Strategies for Turning Big Threats into Growth Breakthroughs, Enterprise Architecture As Strategy: Creating a Foundation for Business Execution by Jeanne W. Ross, Peter Weill, and David Robertson as well as Ram Charan's Know-How: The 8 Skills That Separate People Who Perform from Those Who Don't, Lynda Gratton's Hot Spots: Why Some Teams, Workplaces, and Organizations Buzz with Energy - And Others Don't, Robert J. Herbold's Seduced by Success: How the Best Companies Survive the 9 Traps of Winning, Jack Alexander's Performance Dashboards and Analysis for Value Creation, and Michael Useem's The Go Point: When It's Time to Decide--Knowing What to Do and When to Do It.
Excellent description of a service oriented business model.......2007-05-16
This book identifies a batch of companies that have oriented their business model to providing a superior feeling in the minds of their customers. In many cases I absolutely agree with them.
Wegman's supermarkets for instance presents an excellent shopping experience. I particularly love their cheese department where knowledge people stand ready to discuss their magnificant array of choices and even to giving you samples to taste seemingly without end or sales pressure. In turn I buy far more cheeses than I would otherwise. We both win.
But then they turn to Wal-Mart and repeat a litany of alleged problems with employees, suppliers, and communities. My own experience with Wal-Mart is limited to one store in the small town where I live. But my experience doesn't match the alleged problems. I go there, the people, from the greeter at the door to the most junor sales clerk are friendly and willing to walk halfway across the store to help me find something. I talk to people who work there (away from the store) and they universally say that it is the best job they've ever had. Does the Wal-Mart experience depend on the store? Are the alledged problems just that, allegations? And for that matter, does every Wegman's have such an excellent cheese department? And what about Microsoft? Everyone (nearly) uses their products and most people hate the company. What does this say about their future? I guess we'll just have to watch and see.
This is a book that describes one way of doing business that has worked for a lot of companies. It provides a good insight into what these companies do.
Impressive Examples of Serving the Full Gamut of Stakeholders.......2007-05-08
What is a Firm of Endearment? The authors argue that their example companies share a common set of core values, policies, and operating attributes which include:
1. aligning the interests of all stakeholder groups (customers, employees, partners, investors, and society) rather than seeking profit optimization
2. below-average executive compensation
3. open-door policies
4. employee compensation and benefits are above average for their industry
5. above-average employee training
6. empower employees to satisfy customers
7. hire employees who are passionate about the company's purpose
8. humanize customer and employee experiences
9. enjoy below-average marketing costs
10. honor the spirit as well as the letter of laws
11. focus on corporate culture as a competitive advantage
12. are often innovative in their industries
Companies identified include extensive examples drawn from Commerce Bank, Container Store, Costco, Harley-Davidson, Honda, IDEO, IKEA, jetBlue, Johnson & Johnson, Jordan's Furniture, New Balance, Patagonia, Southwest Airlines, Starbucks, Timberland, Toyota, Trader Joe's, UPS, Wegmans, and Whole Foods.
These companies are often contrasted with Wal-Mart and the Good to Great Companies identified by Jim Collins in 2001 in terms of stock price growth.
The authors argue that there is a new level of consciousness emerging that rewards those who do good while doing well. The implication is that all firms should shift to stakeholder optimization and the cultural values identified in the example companies.
While they don't make this argument, it's clear that the authors have identified many of the mindsets that lead a company to seek optimizing results for all stakeholders.
Before you assume total cause and effect, I would like to raise some issues not fully addressed in the book:
1. This is an after-the-fact evaluation. As such, (like Good to Great), we may mostly be seeing what the leaders are proud of . . . rather than what caused their success. For example, Southwest's success is focused on their corporate culture. But the company also has a better business model than almost any other airline (Ryanair's is better) and does a better job of fuel cost hedging than any other U.S. airline. Those factors aren't mentioned.
2. These companies are almost all in consumer products or services. A class of socially conscious consumers has sprung up who look hard for such firms. It's not clear that OEM and industrial buyers have evolved their preferences nearly to the same extent. So many of the lessons may only apply consumer goods and services (except for those validated by Gallup for having a motivated and effective group of people working for you).
3. Almost all of these firms are highly effective business model innovators who have gained enormous advantages over competitors who seldom innovate their business models. As a result, they can afford practices that may or may not pay off in profit without incurring any negative reaction. The next business model innovation will pay for the cost.
I was surprised that this book didn't look at the study I made from 1992-2001 that identified continuing business model innovation as the single best factor for explaining high levels of corporate performance (see The Ultimate Competitive Advantage). The books share some examples in common (including Jordan's Furniture and Timberland), but many of FoE's examples are also superior business model innovators (Amazon, BMW, CarMax, Caterpillar, Container Store, Costco, eBay, Google, Harley-Davidson, IDEO, IKEA, jetBlue, Patagonia, Starbucks, Trader Joe's, UPS, Wegmans, and Whole Food).
4. It often pays better to serve stakeholder interests than to ignore them. Why? Because ignoring stakeholders often burdens both the company and the stakeholder with costs and experiences that neither want. This economic case for stakeholder focus isn't fully developed outside of the customer arena.
5. The book emphasizes sustainability, but much of that argument is built around companies disappearing from the Fortune 500 (something that happens whenever a merger happens . . . which doesn't mean that the organization goes away, just the corporate headquarters in most cases). In the research of my students on environmental sustainability (see Hiroshi Fukushi's work, A Strategic Approach to the Environmentally Sustainable Business, for example), it's apparent that making the environment cleaner than when you touched it is economically advantaged in most situations. The idea of sustainability is based on the outmoded notion of not doing too much damage rather than finding profits in making the world better than you found it.
But it's a good book that creates more questions than it answers. This one will probably stimulate some more careful thinking in the area of where seeking to be more considerate of others is going to create better results as well as better sleep.
Sharp, New Millennium Look at Emotional Intelligence as a Quantifiable Value in Corporate America.......2007-04-16
With the tidal wave of publicity for Al Gore's "An Inconvenient Truth" and the spotlight it has given to the green movement, it seems like a ripe time to take stock of companies who are incorporating more social responsibility into their charters. Co-authors Raj Sisodia, Jag Sheth, and David B. Wolfe make a compelling case for how such thinking is not only a much-needed injection of humanism into private enterprise in this country but also the impetus for long-term success at a time when people are seeking greater meaning in their lives. Wolfe, the only non-academic of the three, ventures the furthest in delineating what he considers the art of empathy and the power of bringing soulfulness to the workplace. Such seeming intangibles have been repeatedly dismissed by those unwilling to recognize the human equation at the base of such operations.
Wolfe's bottom line is that soft skills translate into hard numbers, and he feels the days of well-known autocratic CEOs like Disney's Michael Eisner and Hewlett-Packard's Carly Fiorina are numbered if not over. The book's coy title actually refers to the model firms - Whole Foods, Harley-Davidson, Trader Joe's, Costco, Southwest Airlines, JetBlue, Patagonia, IKEA and New Balance among them - who have aligned principles of emotional intelligence with shareholder value in ways that induce more loyalty among the most valued employees. The data gathered by the co-authors suggests that firms which encourage emotional intelligence are more likely to have workers who benefit from feedback and achieve more for themselves and their companies over time. Emotional intelligence manifests itself in several ways, whether it is more modest executive salaries, open-door policies, better employee benefits, better training or a stronger focus on the customer experience. Moreover, the co-authors place high value on environmentally friendly practices and social consciousness as part of a company's vision.
The emphasis on emotional intelligence represents a major paradigm shift and one that has been working in tandem with globalization in recent years. It has given birth to the stakeholder relationship management business model (SRM), which supersedes the well-established customer relationship model with its primary focus on products and profits. Reflecting a much broader vision, the SRM is more dependent on coordinating systems which help keep healthy the company's economic ecosystem, which is the basis of its growth, development and economic health. The ensuing loyalty among employees gives rise to what the co-authors term "share of heart". It's an elusive concept but one mastered by a new breed of CEOs who manage to inspire with their idealism even when short-term profitability looks bleak. Sisodia, Sheth and Wolfe provide intriguing portraits of these leaders and the unique cultures they have managed to develop over time while still delivering on their bottom lines. If anything, this eminently readable book is a testament that Machiavellian tenets need not guide companies at the expense of the people who maintain them.
Customer Reviews:
Excellent Introduction to EE concepts.......2006-01-21
Tietenberg is a big player in evironmental economics, and clearly lays out the fundamentals of environmental and natural resources economics accessible to those without significant economics training.
Out of Date.......2004-04-28
The book is hopelessly out of date. Although it carries a 2003 publication date, it still refers to the USSR and Czechoslovakia in the present tense. It consistently refers to studies done in the 1980s as recent and less than 25% of the examples, charts. etc. use data from 1990 or later. For example, only 5 out of 37 references in the chapter on Economic Justice are more recent than 1990, and the most recent is 1994. This is typical of just about every chapter. One gets the feeling that the publisher never reviewed this revided edition.
Good for Graduate School.......2001-06-06
I used this book for graduate school. Its a textbook and little more. But, it is a well written textbook.
good.......1999-03-15
goo
Book Description
Written from a sustainable perspective, this readable, yet rigorous, book provides comprehensive coverage of a variety of local, regional, national, and global resource and environmental issues from population growth to wetlands to agriculture to global air pollution. It emphasizes practical, cost-effective, sustainable solutions to these problems that make sense from social, economic, and environmental perspectives. Overall increased emphasis on international and global issues (includes many examples from Canada). New information on Geographic Information Systems and Remote Sensing—integrated GIS Remote Sensing boxed information appears throughout, including 12 case studies. Expanded coverage of ecosystem management and watershed management, global climate change, ozone depletion, wetlands protection, and policy—including new international treaties, new federal laws, and more. The friendly, approachable writing style makes the book accessible to a wide range of readers—from those who want an introduction in natural resource conservation and natural resource management to professionals in this field.
Book Description
The threat of continued warfare to the future of humanity has become dire. "The Great Turning explores that threat in detail and provides an equally detailed plan for meeting -- and overcoming -- it. Written in the author's trademark clear, compelling style, this timely book uncovers the roots of Empire in ancient Athens and charts the long transition from the institutions of monarchy to those of the global economy as the favored instruments of imperialism. Korten then discusses the promise of early America as a democracy dedicated to spreading liberty and freedom -- and the failure of the "American experiment" through the contemporary takeover of the U.S. government by corporate plutocrats, religious theocrats, and neoconservative militarists in pursuit of naked imperial ambition. Korten draws on sources as varied as evolution, developmental psychology, and the wisdom of religious mystics to make the case for "Earth Community" -- a people-centered, community-based future that is both possible and necessary.
Customer Reviews:
Hope Restored.......2007-08-07
David Korten has restored my hope that humanity can and will survive the upcoming collision with our own short sighted Hubris. Some, perhaps many of us will make it through and will have restored to us in the process a great deal more of our own compassionate humanity. Well researched, well written. A seminal work! Thank you David!
The Great Turning.......2007-06-12
This book should be read by anyone thinking about how to move toward a fair, just society. Korten talks about levels of maturity leading to understanding that enough people and groups have reached a level where a society based on the principle of community rather than that of domination is within reach. It undercuts struggling with all the forms injustice takes in our present society and considers joining with like-minded groups all over the world to form a bottom-up society concerned with the good of all rather than just looking out for what's good for the most powerful among us.
The Ideal of the Bodhisattva.......2007-05-13
The Great Turning masterfully traces the concept of Empire from pre-history to the present and states that the current world situtation has been shaped by the concentration of power and wealth in the hands of the few. The motivating actions of governments are to preserve their control over the forces of money and power. The democracies of the Western world are not true democracies as they maintain their control over the many by giving prevledge to the few. Korten goes on to relate various pardighms that our culture buys into and which perpetuate the rule of Empire. one of these views is related in the "Imperial Secular Meaning Story."
"Matter is the only reality. the whole of the cosmos is a product of the orderly playing out of physical forces amenable to description and prediction by mathematical equations. Life is the accidental outcome of material complexity. Consciousness and free will are illusions, nothing more. Because life has no intrinsic meaning, the only rational couse of the intelligent individual is to seek material gratification through the accumulation of wealth and power.
The evolution of the living species occurs through a competitive struggle in which the fittest survive and the less fit perish. Mammalian species, naturally organize themselves into heirarchies of dominance for mutual protection and breeding success.
Human progress likewise depends on competitive struggle in which the most fit triumph and those of second rank serve the most fit. the winners prove their superior worth and therby their contribution to the betterment of the whole by virute of their victory. They have a natural right to the rewards of their victory as their just due. Their is no reason for guilt or for concern for those whom the struggle destroys or leaves behind, as their loss is itself proof that they are the less fit. For the betterment of the whole, we must all accept that this their proper fate."
What makes the Great Turning a landmark book is that it exposes these myths for what they are-propaganda for maintaining control with power and wealth. The actions of governments rather than being for the well being of the people are for the maintaining of the myths which concentrate power and wealth in the hands of the few. Korten goes on to forge the strategy for removal of these myths and replacing them with the reality of a sustainable Earth Community.
The human and Divine potential of the sage, writer, artist, scientist cannot be fully realized without the move away from empire to Earth Community. The Bodhisattva's vow while at the threshold of enlightenment takes on the meaning for all of us to work out our daily lives in harmony with the forces that are attempting to bring about an Earth Community.
A "Must Read" for Every Lover of Democracy.......2007-03-08
This is the most important book I have read in years! There is hope. The people can take back America and truly make it a land of freedom, liberty and justice for all.
A MUST-READ.......2007-02-20
This book has changed the way I think about the world and the challenge we face in avoiding "the great unraveling." After reading it, I want to stand up and start making a difference.
Customer Reviews:
This is the place to start for Microfinance.......2006-12-21
For those interested in Microfinance this is a must have for any library. It covers the basics of Microfinance including whose involved and where it is succeeding. It is really more of a reference guide than anything else and is very helpful for those starting out. I found it invaluable for writing papers related to microfinance. If you are going into this field or have an interest in international economics/ international political economy this is a must read.
Must read primer for microfinance implementors.......2006-05-01
This handbook provides novices, professionals, - and skeptics - with the information they need to move through the microfinance world with confidence gained through an understanding of microfinance principles and practices. Ms. Ledgerwood's book has been an essential reference in analyzing and developing microfinance programs throughout the world, and is required reading for many MFI implementers new to the trade.
If you want a good introduction to microfinance, this is it........2005-09-01
This is an excellent book to get a good overvivew of microfinance and how it works. It offers excellent forms to set up a successful program. I found it exceptionally helpful.
Book Description
In this important book, successful organizations—including well-known companies such as Agilent Technologies, Corning, GE Capital, Hewlett Packard, Honeywell Aerospace, Lockheed Martin, MIT, Motorola, and Praxair—share their most effective approaches, tools, and specific methods for leadership development and organizational change. These exemplary organizations serve as models for leadership development and organizational change because they
- Commit to organizational objectives and culture
- Transform behaviors, cultures, and perceptions
- Implement competency or organization effectiveness models
- Exhibit strong top management leadership support and passion
Download Description
In this important book, successful organizations—including well-known companies such as Agilent Technologies, Corning, GE Capital, Hewlett Packard, Honeywell Aerospace, Lockheed Martin, MIT, Motorola, and Praxair—share their most effective approaches, tools, and specific methods for leadership development and organizational change. These exemplary organizations serve as models for leadership development and organizational change because they
- Commit to organizational objectives and culture
- Transform behaviors, cultures, and perceptions
- Implement competency or organization effectiveness models
- Exhibit strong top management leadership support and passion
Customer Reviews:
The Lack of Leadership .......2006-09-11
As a graduate student in International Relations I study the effects of poor leadership all over the world. So you can imagine how important insightful words on leadership are in this day and age. Mr. Carter has given us the tools to make us better leaders all we have to do is use them! I highly recommend we all read this book.
"Must have" for your leadership library.......2006-08-24
Once again Louis Carter and a team of experts have written a brilliant book on leadership development. As a person working with organizations to enhance their leadership systems I highly recommend this book as a must have for their library. Great case studies and best practices to benchmark.
Chris Webb, Director, The Ariel Group
This book shows the landscape about how the great companies use OD and HRD .......2006-07-08
I think this is for the practitioner. In fact it is lack of accademic focus, but it has the great merit to show how the OD and HRD is implemented in field actually . Throuhg this book I can see the overall landscpe of practical OD.
Glorification of deadbeats.......2006-05-30
Ulrich leads up to believe that the likes named here are the holy grail of best practice. The list of names reads like the book of deadbeats and the academically challenged, Agilent thrashed its self to a fraction of its former glory by the people he named and we are supposed to kneel in worship. Its leaders were clueless buffoons.
The other three reviewers must be Ulrichs relatives, or on the payroll. If you take on board this rubbish, do your current employer a favour and find work in another field of endeavour.
A Step-by-Step System To Organization and HR Development .......2005-03-16
"In September 2003, Lou Carter's Best Practices Institute performed a research study on trends and practices in leadership development and organization change. BPI asked organizations in a range of industries, sizes, and positions in the business cycle to identify their top methods of achieving strategic change and objectives. The study found that there is a strong demand, in particular, in the following areas of leadership development and organization change (leadership development, performance management, organization development and change, innovation and service enhancement, and coaching). Louis Carter, David Ulrich, and Marshall Goldsmith (editors) say that our continual research in the area of best practices in leadership development and change strongly support the assumptions and organizational case studies that we profile within this book (from Introduction)."
Louis Carter et al. write that `'this book contains step-by-step approaches, tools, instruments, models, and practices for implementing the entire process of leadership development and change. The components of this book can be practically leveraged within your work environment to enable a leadership development or change initiative. The exhibits, forms, and instruments at the back of each chapter may be used within the classroom or by your organization development team or learners.''
In this context, BSI defines a six-phase system to leadership and organization change, which may be seen in most of the case studies in this book. The phases and case studies are listed below:
I- PHASES:
(1). Business Diagnosis, (2). Assessment, (3). Program Design, (4). Implementation, (5). On-the-Job Support, (6). Evaluation.
II- CASES:
(1). Agilent Technologies. Inc. - Electronics with 36,000 employees. (2). Corning - Communications with 23,300 employees. (3). Delnor Hospital - Health care with 1,382 employees. (4). Emmis Communications - Media with 3,080 employees. (5). First Consulting Group - Business services with 1,775 employees. (6). GE Capital - Finance with 315,000+ employees. (7). Hewlett-Packard - Computer hardware with 141,000 employees. (8). Honeywell Aerospace - Technology and manufacturing with 100,000+ employees. (9). Intel - Manufacturing, electronics with 78,700 employees. (10). Lockheed Martin - Aerospace and defense with 125,000 employees. (11). Mattel - Consumer products with 25,000 employees. (12). McDonald's Corporation - Leisure, restaurants with 413,000 employees. (13). MIT - Education with 9,400 employees. (14). Motorola - Telecommunications with 97,000 employees. (15). Praxair - Chemicals with 25,010 employees. (16). St. Luke's Hospital and Health Network - Health care with 5,500 employees. (17). StorageTek - Computer hardware with 7,100 employees. (18). Windber Medical Center - Health care with 427 employees.
Finally, as Louis Carter et al. say, ``although each organization differs with respect to area of expertise, amount of yearly revenues, and types of initiatives undertaken, each shares a similar goal of creating more successful and results-oriented organizations by way of organizational change and leadership development.''
I highly recommend this handbook to all leaders who want to achieve organization change and leadership development.
Amazon.com
Paul Hawken, the entrepreneur behind the Smith & Hawken gardening supplies empire, is no ordinary capitalist. Drawing as much on Baba Ram Dass and Vaclav Havel as he does on Peter Drucker and WalMart for his case studies, Hawken is on a one-man crusade to reform our economic system by demanding that First World businesses reduce their consumption of energy and resources by 80 percent in the next 50 years. As if that weren't enough, Hawken argues that business goals should be redefined to embrace such fuzzy categories as whether the work is aesthetically pleasing and the employees are having fun; this applies to corporate giants and mom-and-pop operations alike. He proposes a culture of business in which the real world, the natural world, is allowed to flourish as well, and in which the planet's needs are addressed. Wall Street may not be ready for Hawken's provocative brand of environmental awareness, but this fine book is full of captivating ideas.
Book Description
A visionary new program that businesses can follow to help restore the planet.
Customer Reviews:
Sustainability: Economic revolution - Ecological necessity .......2007-09-09
I discovered both this book and the author after watching "The Corporation", an award winning documentary about the genesis, evolution, and nature of the "dominant institution of our time". In one of the film's many compelling interviews, Ray Anderson, the CEO of the world's largest carpet manufacturer Interface, mentions that after reading Hawken's book he was so deeply convicted about the negative effects his company was having on the environment that he vowed to completely restructure the Interface business model. In a campaign called, "Mission Zero", Interface carpet has promised to "eliminate any negative impact our company may have on the environment by the year 2020." Needless to say, after hearing from Anderson that Hawken's book was capable of so dramatically transforming his managerial approach at Interface, I put The Ecology of Commerce at the top of my "to read" list. I would suggest that you do the same.
[...].
The Ecology Of Commerce: A Personal Review.......2007-09-07
The best book I have ever read since June 1999 was The Sorcerers Apprentice by Tahir Shah. I have read hundreds since then. Some came close to displacing this book. But not one ever quite did.
Until August 2007 when I read this one. The Ecology Of Commerce by Paul Hawken.
The book is amazing piece of writing. A stunning piece of research. An exemplary piece of analysis. An inspiring piece of synthesis. The scope and breadth of the raw and polished material is stunning.
Levels of life from bacteria to the solar system; from subsistence markets to global money markets; from home gardening to food super marketing; from ecological disasters to ecological wisdoms; all levels of life are combed for threads that weave his compelling picture.
The highlights of this book are too many to itemise here.
At the heart of this work is the idea that over the agrarian, industrial and current information ages, the primacy of economy has overtaken the primacy of ecology in the bid to meet the (so-called) needs of 5.8 billion people breeding exponentially.
The top quintile metabolizes 83% of the world resources in the process while the remaining 17% is shared by the other 4.5 billion.
Economic practices and "principles" are outstripping the ecological resources of the planet faster than nature can replace them.
Hawken squarely points the finger at business for plundering these resources but makes the salient point that all these problems derive not from management problems per se but fundamentally from business design problems.
The way business and economy is designed is the key problem. Bad business is the result of bad design. Bad business behaviour and impacts is the result of bad design.
What we need to do is redesign business and the role it plays in human life.
To quote Hawken: "At the heart of the (new) design is a system of commerce and production where each and every act is inherently sustainable and restorative. Business will need to integrate economic, biologic and human systems to create a sustainable method of commerce."
A litany of environmental disasters is chronicled as a necessary preface to solutions.
One hundred and fifty years ago there seemed no need to understand the relationship between business and a healthy environment because natural resources seemed unlimited.
Now the challenge is for business, the single biggest organism in this ecology of commerce, to redesign themselves because natural resources are depleting at alarming rates.
He suggests a set of 8 objectives to move this mission forward.
1. Reduce absolute consumption of energy and natural resources in the North by 80 percent within the next half of the century.
2. provide secure, stable, and meaningful employment for people everywhere
3. Be self-actuating as opposed to regulated or morally mandated
4. Honor market principles
5. Be more rewarding than our present way of life
6. Exceed sustainability by restoring degraded habitats and ecosystems to their fullest capacity
7. Rely on current income
8. Be fun and engaging and strive for an aesthetic outcome.
Hawken filled in a lot of gaps, and synthesised a lot of strands for me, in one powerful book.
One of the gaps he filled for me was the carbon-emission issue. (breathtakingly simulated at the breathing earth website).
Another for me was how green taxes would replace income tax so that the population can afford the real price of food and that tax breaks come on what you can restore and replenish the environment rather than on income.
Another was the tactics and strategies free market interest use to influence and direct public policy.
As I said to my partner, a great thing about this book was that it provided real information for things we suspected for years that we could only express to a slogan or sound bite level.
Also Hawken provides a framework for thinking and acting not only for business, but also for that scared entity for whom the shareholder claims to act.
Namely, the customer. Otherwise known as you or me.
This was a deeply deeply unsettling book. I don't think it was just my age. I think it was because the information is deeply disturbing to anyone who has just been reminded their children and their children cannot be guaranteed clean water to drink or fresh air to breathe.
It's as unsettling as being told your closest friend has cancer.
As Hawken said, the situation was far worse than he could have imagined.
This book had me checking not only my assumptions at the end of each chapter, but the assumptions of my assumptions too.
I'm a learn easy guitar teacher and I was wondering how everybody in the guitar users chain, from the virgin wood growers all the way through the value chain to the end user and teacher can act on the 8 objectives and produce ecologically inspired guitars. And music
Before reading this book such a question about guitar would never have occurred to me.
Wonderful Book!.......2007-06-04
This book is compelling and thoughtful. I find that the analysis is very well thought out and provides insight and solutions to the ecological disaster that we now face, not just a rambling list of how bad everything is and how hopeless our situation as a human race is.
Foundation Reference for Future of Business Without Waste.......2006-12-09
This is easily one of the top ten books on the pragmatic reality of what Herman Daly calls "ecological economics" (see my list of Environmental Security).
The author excels at painting a holistic view of the realities that are not being addressed by the media or by scholars in anything other than piecemeal fashion.
The bottom line: what we are doing now in the face of accelerating decay (changes and losses that used to take 10,000 years now take three years) is the equivalent of "trying to bail out the Titanic with teaspoons." On page 21-22 the author states that we are using 10,000 days of energy creation every day, or 27 years of energy each day.
This is a practical book. In brief, we can monetize the costs of the decay, we can show people the *real* cost of each product and in this way inspire both boycotts (of wasteful products) and boycotts (Jim Turner's term) of solar energy and long-lasting repairable products.
The author appears to be both pro-business and very wise in seeing that the cannot save the environment by destroying business, but rather must save business so it can save the environment--we must help business understand that doing more with less is what they must do to survive.
The author includes a recurring theme from the literature, that diversity is an option generator, and hence one of the most precious aspects of life on Earth. Diversity is the ultimate source of wealth, and anything that reduces diversity is impoverishing the planet and mankind. In a magnificent turn of phrase, the author states that the loss of a species is the loss of a biological library.
At its root this book is about missing information, needed information, about the urgency of making all inputs, processes, and outputs from corporate production transparent. He quotes Vaclav Havel on page 54 as saying that this is an information challenge, a challenge of too much (or too little) information and not enough actionable intelligence supporting sustainable sensible outcomes.
This is also a financial problem that has not been monetized properly. Although E. O. Wilson takes a crack at the strategic or gross costs of saving the Earth in his book "The Future of Life," this author looks at the retail level and describes the waste inherent in our military system. He reminds me of Derek Leebaert's "The 50 Year Wound" when he notes that the US and the USSR spent over 10 trillion dollars on the Cold War, enough to completely re-make the entire infrastructure of Earth, including all schools. As I myself like to note, for the half trillion we have spent on the war against Iraq, we could instead have given a free $50 cell phone to each of the 5 billion poor people, and changed the planet forever.
The author is compelling in pointing out that conservation alone would save more energy than drilling in Alaska, and that President Reagan not rolled back gasoline mileage expectations, we would today be free of any dependency of Middle Eastern energy.
A good part of the book focuses on the need to eliminate waste, what some call "cradle to cradle" (waste must be fully absorbed of other pieces of the system), and where waste cannot be eliminated, to include the cost of its storage in the price of the product, requiring producers of products to take them back (e.g. refrigerators).
I am inspired by the author's view that not only is technology NOT a complete solution, but that full employment is possible if we REDUCE our excessive acquisition of technology that not only replaces humans, but also consumes energy and produces pollution.
This is an extraordinarily clever and useful book that fully integrates discussions of feedback loops and especially of financial and legal feedback loops that are now misrepresentative. One example the author uses is the GATT demand that there be no discrimination of "like" products based on methods of production. This is code for blocking labor laws by imposing high tariffs on products made by slaves or under sweatshop conditions.
I completely agree with one of the author's most important opinions, that we must end corporate claims of "personality" and the rights of a person. This has had two pernicious effects, the first allowing corporations to dominate the public debate; and the second of exempting managers from legal liability and transparency.
The book emphasized the restoration of human and natural capital as vital foundations for evaluating investments--this would dramatically reduce the financial criteria's dominance and emphasis on short-term returns that do not reflect the cost of natural resources and lost jobs to the future and the community.
Distressingly but importantly, the author notes that a major component of the cost of goods is in advertising, where corporations spend more on advertising than the government spends on all secondary schools, and on packaging, much of which is designed to last vastly longer than the contents.
I especially liked the author's suggestion that insurance costs be included in the price of homes and of gasoline, essentially making universal insurance affordable for all. I also liked his idea for indexing Nations by their sustainability, i.e. Most Sustainable Nation (MSN).
The author ends with a restatement of his three fundamentals:
1) End waste
2) Shift to renewable power (solar and hydro)
3) Create accountability and feedback
Although this book was published in 1993 and the author has now published "Natural Capital" (next on my reading list), I did not discover it until recently and am now very enthused about the author's newest project, the World Index of Social and Environmental Responsibility (WISER). I am certain in my heart that a bottom up Earth Intelligence Network is forming, and that end-user voluntary labor--social networks--are going to place enough information in the hands of individuals to restore participatory democracy and moral communal capitalism. This author is extraordinary in his understanding and his ability to teach adults about reality and the future.
An outstanding book about healing our environment and our indifference to the crises of planetary pollution.......2006-03-27
Our planet is threatened on the one side by pressures of overpopulation and on the other side by pressures of nearly exhausted natural resources and pollution that are threatening to make our world uninhabitable. Paul Hawken does a masterful job of explaining the problems we face and suggesting creative solutions to these problems.
Hawken points out that our pursuit of material gain has grown to be such an accepted goal and one that has been so successful for the industrial nations of the world, that it is difficult for most people to realize that the western standard of living cannot be sustained much longer.
Hawken suggests that it is entirely possible to create companies that are profitable but do not destroy the environment - either directly or indirectly. The problem in most Western countries is the limited vision of environmental proponents. They are doing a good job addressing recycling and reducing pollution, but are missing crucial broader principles.
Hawken recommends taxation on pollution. Hawken cautions that the public must stand vigilant guard on issues of protecting the environment, because our government is run by those who have vested interests in corporate profits rather than in the general good of all.
This is an outstanding book about healing our environment, the conduct of business, governmental management of both - and most importantly, about healing our indifference to the crises of planetary pollution and our limited healing of these problems. This book is very highly recommended - despite its publication a dozen years ago.
Books:
- Business and Its Environment (5th Edition)
- Business and Society: Stakeholders, Ethics, Public Policy
- Business Dynamics: Systems Thinking and Modeling for a Complex World with CD-ROM
- Capitalism: The Unknown Ideal
- Catholic Ethic And The Spirit Of Capitalism
- Charging Ahead: The Growth and Regulation of Payment Card Markets
- Choice and Consequence
- Climate Change 1995: Economic and Social Dimensions of Climate Change: Contribution of Working Group III to the Second Assessment Report of the Intergovernmental Panel on Climate Change
- Cognitive Development and Learning in Instructional Contexts (2nd Edition)
- Design for Six Sigma for Green Belts and Champions: Applications for Service Operations--Foundations, Tools, DMADV, Cases, and Certification (Six Sigma)
Books Index
Books Home
Recommended Books
- The Killer Angels
- History: Fiction or Science
- A Manual of Wildlife Radio Tagging
- Bioreactors for Tissue Engineering: Principles, Design and Operation
- Evolutionary Games and Population Dynamics
- Legal Aspects of Health Care Administration
- Hostile Witness
- Time-Saver Standards for Architectural Lighting
- Authentic Art Deco Interiors in Full Color
- Biochemistry Of Cell Walls And Membranes In Fungi
Sustainable Development
| Economics
| Business & Investing
| Subjects
| Books
Fundamentals of Cost Accounting
Death by a Thousand Cuts: The Fight over Taxing Inherited Wealth
Legal Environment of Business: A Critical Thinking Approach (4th Edition)
Agendas, Alternatives, and Public Policies (Longman Classics Edition) (2nd Edition)
New Ideas from Dead Economists: An Introduction to Modern Economic Thought
