The New Corporate Facts of Life: Rethink Your Business to Transform Today's Challenges Into Tomorrow's Profits
Still myopically chasing quarterly profits, producing the same product the same way, issuing directives to increasingly disengaged employees? Too many organizations cling to outdated practices--to their detriment and almost certain demise. In today's unpredictable, interconnected world you cannot rely on the old rules of business to get stellar results. "The New Corporate Facts of Life "charts a clear path through the obstacles facing all companies--disruptive innovation, economic instability, environmental degradation, increasing stakeholder power, and other global forces--explaining exactly how to transform each challenge into competitive advantage. Based on interviews with over 50 top executives and thought leaders, including Coca-Cola Enterprises CEO John Brock, Georgia Tech President G.P. "Bud" Peterson, and author Peter Senge, the book recounts how leading-edge companies have begun re-shaping strategy, culture, vision, engagement, and leadership to succeed in this brave new world. Change is the only constant in business. Packed with inspiring stories and compelling examples, "The New Corporate Facts of Life" offers a bird's-eye view of the shifting landscape and reveals how any organization, large or small, can begin creating a profitable, sustainable future.
business enterprises. Most global issues defy easy solutions. When a 1993 NBC broadcast exposed child labor abuses in Bangladesh, highlighting a factory that supplied Walmart and other apparel companies, pending U.S. legislation threatened to close the American market to Bangladeshi garments if another case of child labor became public. In response, the Bangladesh Garment Manufacturers and Exporters Association reportedly dismissed thousands of children from garment factories. Unfortunately,
constantly applying their imaginations in ways that others cannot and even in schemes that many find foolish. In 1994, Jim Hartzfeld, then a research associate at Interface, gave Ray Anderson a handwritten note from a salesperson who wanted advice on how to respond to a major customer's questions about the company's environmental policies. The request got Anderson thinking about what Interface might do beyond merely complying with government regulations. Given the fact that carpet manufacturing
chemical, once widely used in children's sleepwear, to cancer. Another NGO criticizes an unsafe factory in Childco's supply chain that employs children and gives its employees only one day off per month. Although Childco doesn't own this factory, you feel obligated to make sure that all of your suppliers comply with your ethical business practices. Childco employees bring good and bad news. Although they take great pride in their work and express high levels of dedication, enthusiasm, and
out of nothing. What could we be creating with all of our resources?”9 Headquartered in Waldorf, Germany, SAP grew from a technology start-up in 1972 (as Systemanalyse und Programmentwicklung, or Systems Analysis and Program Development) to become a world leader in developing enterprise software and software-related services. Rachel Parikh, Sustainability Director at SAP, believes that experiences such as Quests inspire leaders to think about new ways to fulfill the company's vision to help the
Kingdom and the Curbside Value Partnership in the United States, two programs aimed at expanding the company's collection infrastructure. Strategy 6: Engage Internal and External Stakeholders to Address Major Issues An international study jointly commissioned by Google and the Future Foundation found an 81 percent positive correlation between collaboration and innovation.4 Transforming to a sustainable business model brings people together to collaborate across boundaries, inside and