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The Responsibility Revolution: How the Next Generation of Businesses Will Win Relié – 9 avril 2010
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How to create a company that not only sustains, but surpasses–that moves beyond the imperative to be "less bad" and embrace an ethos to be "all good"
From the Inspired Protagonist and Chairman of Seventh Generation, the country′s leading brand of household products and a pioneering "good company," comes a one–of–a–kind book for leaders, entrepreneurs, and change agents everywhere. The Responsibility Revolution reveals the smartest ways for companies to build a better future–and hold themselves accountable for the results. Thousands of companies have pledged to act responsibly; very few have proven that they know how. This book will guide them. The Responsibility Revolution presents fresh ideas and actionable strategies to commit your company to a genuine socially and environmentally responsible business and culture, one that not only competes but wins on values.
- Points the way for innovators and influencers to generate trust by becoming transparent, elicit people′s passion and creativity, turn customers into collaborators, transform critics into allies, rewrite the rules and reinvent business
- Shows how to build a socially and environmentally responsible yet genuinely good company and an authentic brand
- Drawing on groundbreaking interviews with real–world change leaders, Hollender and Breen present lessons and insights from the "good company"′ parts of big companies like IBM and eBay, trailblazers like Patagonia and Timberland, and emerging dynamos like Linden Lab and Etsy
The Responsibility Revolution equips people with the tactics, models, and mind–sets they need to compete in a world where consumers now demand that companies contribute to the greater good.
- Nombre de pages de l'édition imprimée240 pages
- LangueAnglais
- ÉditeurJohn Wiley & Sons
- Date de publication9 avril 2010
- Dimensions16 x 1.98 x 23.62 cm
- ISBN-109780470558423
- ISBN-13978-0470558423
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The Responsibility Revolution: How the Next Generation of Businesses Will WinRelié
Description du produit
Revue de presse
"Hollender s access combined with Breen s reporting skills produce unusually detailed and thoughtful profiles." Inc. Magazine, April 2010
"While outwardly your business is driven by your social mission, what happens inside your company is an expression of that mission as well. That means also focusing your passionate energy inward to create a fair and beneficial work environment for your employees. In his new book, The Responsibility Revolution, Hollender describes this principleas striving to be authentically good, by building the mission into every part of your business." Inc.com, March 31, 2010
"Most companies understand that pursuing a laudable mission can amount to a land of rich opportunity. But to successfully travel the road to corporate responsibility, an enterprise must navigate around six daunting land mines " HuffingtonPost.com, March 15, 2010
"Entertaining and thought–provoking." JustMeans.com, March 15, 2010
"In his new book, Jeffrey shows companies how to surpass sustainability and makes a clear case that going beyond sustainability is a competitive advantage." CauseCapitalism.com, March 15, 2010
"Unlike many of its companions on the shelf in the business section, this book is a pleasure to read. Much of the over–used CSR jargon is absent, the authors have jettisoned bloodless buzzwords like corporate responsibility and accountability in the first steps of their revolution. The writing is vibrant, pointed, and succinct, much like the advice it imparts." The CSR Digest, March 15, 2010
"Hollender is at his best when evangelizing and encouraging vision. He likes to tell the story of how his company came to be called Seventh Generation, quoting from the founding document of the native American Iroquois confederacy, In our every deliberation, we must consider the impact of our decisions on the next seven generations. Thinking like that would truly make for a responsible and sustainable business revolution." Business Ethics, March 18, 2010
"Hollender, chairman of clean household company Seventh Generation, shares his own company′s process of redefining its mission and values, and makes an unimpeachable argument for how sustainable business practices protect both the environment and employees." Publishers Weekly, March 2010
Articles, excerpts, interviews, Q&A, and mentions with the authors also from:
Harvard Business Review blog, March 31, 2010
Forbes.com, March 31, 2010
CNNMoney.com, March 29, 2010
TheDailyGreen.com, March 29, 2010
Harvard Business Review, March 2010
"Jeffrey Hollender and Bill Breen give us the inside scoop on how truly responsible companies out–think and out–perform their conventional–minded competitors. Part manual and part manifesto, The Responsibility Revolution delivers a truckload of examples for growing a company that benefits society as well as shareholders. I only wish we had The Responsibility Revolution s real–world lessons when we launched Ben & Jerry s." Ben Cohen, co–founder, Ben & Jerry s
"Jeffrey Hollender is a true master of the arts in unifying business with ecology. A rarity indeed, he is one who practices what he teaches." Horst M. Rechelbacher, founder, Intelligent Nutrients
"My hat is off to Jeffrey Hollender and Bill Breen for their daring new book, The Responsibility Revolution. Drawing on their personal experiences in building the highly successful company, Seventh Generation, and on a wealth of other material, they show with force and eloquence what s required for corporations to transcend the failed promise of corporate social responsibility and give real leadership in building a new economy where people and planet flourish. No more hype and platitudes, The Responsibility Revolution is the real item a Baedeker for businesses that want to be part of a future that works." James Gustave Speth, author of The Bridges at the Edge of the World: Capitalism, the Environment, and Crossing From Crisis to Sustainability
"The Responsibility Revolution is a welcome, hopeful, and timely road map for truly sustainable 21st–century commerce in which people and the planet actually count, and profits are the means but not the ends. Cynics beware their optimistic analysis derives from real evidence that we may in fact be getting commerce right. Their guidance is visionary and their vision gives great guidance. This is a must–read 21st–century primer for investors, entrepreneurs, consumers, and policy–makers alike." Gary Hirschberg, president and CE–Yo, Stonyfield Farm, Inc.
"Jeffrey Hollender and Bill Breen have collaborated to produce a remarkably detailed road map for businesses that are searching sincerely for the path to good reputation, high purpose, and deep respect. Read this book for a new clarity about the power of all three qualities, and the path to authentic realization thereof." Ray C. Anderson, founder and chairman, Interface, Inc.
A challenging and engaging read. (Ethical Corporation Magazine, June 2010)
Quatrième de couverture
Walter Robb, President and COO, Whole Foods Market
In The Responsibility Revolution, Jeffrey Hollender, co–founder of Seventh Generation, and Bill Breen, coauthor of The Future of Management, reveal how the smartest companies compete in a world where the marketplace demands that every business build a better future.
Through vigorous reporting and insightful analysis, Hollender and Breen create a road map for building financially, socially, and environmentally sustainable organizations. The Responsibility Revolution brings together a potent mix of corporate giants, big brands, and emerging companies from pioneers in sustainability to those now forging their own path including Nike, Timberland, eBay, IBM, Marks & Spencer, Patagonia, Novo Nordisk, Organic Valley, Etsy, Linden Lab, and Seventh Generation. Revealing how these top businesses redefine what it means for companies to act responsibly, each chapter offers new models for buildingthe kind of exemplary companies that will thrive in this new era ofsustainability.
This is a first–of–its–kind book for leaders, entrepreneurs, managers,and change agents everywhere. Filled with fresh ideas and actionable strategies, The Responsibility Revolution shows how to commit yourcompany to a socially and environmentally responsible business and culture one that not only competes on values, but wins.
"Building a sustainable enterprise requires the artful balance of making tough choices and having big ideas. In The Responsibility Revolution, Hollender and Breen throw down the gauntlet to all of us to create better corporations that also create a better world."
Tim Brown, CEO, IDEO, and author, Change By Design
"The Responsibility Revolution delivers a truckload of examples for growing a company that benefits society as well as shareholders. I only wish we had its real–world lessons when we launched Ben & Jerry′s."
Ben Cohen, co–founder, Ben & Jerry′s
Biographie de l'auteur
Jeffrey Hollender (Burlington, VT), ?Co-founder and Chairman and for Seventh Generation, has led Seventh Generation from its humble beginnings to its current position as the nation's fastest growing brand of natural home and personal care products. As?the leading authority on issues related to green consumerism, he frequently addresses social and environmental responsibility at?national and international venues.?He co-founded and was a Director of Community Capital Bank, a New York financial institution that invests in affordable housing and community development. Currently, he serves on the Board of Directors of Greenpeace USA, Healthy Child Healthy World, Vermont Businesses for Social Responsibility, the Social Venture Network, Verite, and Alloy Inc. He is currently working on a joint venture with WebMD and Healthy Child Healthy Home.
Bill Breen (Gloucester, MA) is?Seventh Generation's Editorial Director and?was the founding Senior Editor?on the original team that launced?Fast Company.?He edited?major sections of the magazine?and helped it win numerous awards, including the coveted National Magazine Award for General Excellence, and?wrote some of FC's most talked about articles on brand building, leadership, competition, innovation, and risk. Breen speaks to business audiences throughout the country and has appeared on CNN, Fox, CBS Radio, National Public Radio, and other media outlets.
Seventh Generation is one of the country's top ten responsible businesses and the country's leading brand of environmentally-responsible home and personal care products.? It derives its name from an?Iroquois quote: "In our every deliberation, we must consider the impact of our decisions on the next seven generations." It is the notion that what we do today defines tomorrow, and we believe it embodies the philosophy we must all embrace to make the world a better place.
Détails sur le produit
- ASIN : 0470558423
- Éditeur : John Wiley & Sons (9 avril 2010)
- Langue : Anglais
- Relié : 240 pages
- ISBN-10 : 9780470558423
- ISBN-13 : 978-0470558423
- Poids de l'article : 506 g
- Dimensions : 16 x 1.98 x 23.62 cm
- Classement des meilleures ventes d'Amazon : 12,097 en Gestion et administration
- 15,283 en Management (Livres)
- 154,104 en Anglais
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The authors are among the leaders of a movement to reprogram business and society to be more responsible in the sense of taking into serious consideration long-term (versus short-term) perspectives and holistic understanding of the relationships of a company to its environment and to people. The impetus is primarily moral - acting for the common good as well as for oneself - coming down on the side of "socialist" community versus "capitalist" selfish individual. The authors argue that society is making the wrong products and with the wrong morals. Profits are means and not ends. The ultimate goal is to build a better capitalist society and a better future by building ecologically-sustainable enterprises merging social and environmental justice with product, market, and management innovation
But there is more to the movement. Relying on both social theory and real life examples, the authors argue that responsible business practices are more economically efficient, lower operational costs, enhance employee satisfaction, and provide a competitive advantage in (at least) some industries and markets. The authors assert that truly responsible companies will out think and outperform conventional ones.
The book is a manifesto and conceptual guide for business leaders, social activists, and progressive types looking for, at a minimum, a business advantage, but way more significantly, a rational society in a broad sense where reason, rationality, and an openness to the complexity and sophistication of advanced management is accepted. You can make things simple, but at great costs - there is a premium to be paid for (socialist) intelligence versus (capitalist) will and aggression. This position is typically liberal - it assumes that human society can elevate its level of social and managerial competences.
Persuasively, the authors describe how their own business, Seventh Generation, the nation's leading seller of natural household and personal care products, has succeeded in the marketplace, even against behemoth competitors like Procter and Gamble and others. They believe their leverage is in appealing to the consuming public's sense of morality and responsibility. Consumers want and will support and respect businesses, they say, which truly try to "do the right thing" - having respect for the environment, responding appropriately to consumer needs and values, and acting fairly in their relationships with suppliers, employees, and even competitors.
This concept of leverage involving the consuming public is intriguing. It relies on communication, education, and the promotion of values to the consuming public. They believe that people long for real change and will support progressive companies and leaders, with their purchases, at least.
This is positive and inspiring material, but although the authors argue that a new consensus is forming of business leaders, they cite only a small handful of examples - Nike, Timberland, Marks & Spencer, Patagonia, Novo Nordisk, and a few others. They represent a tiny percentage of businesses. In perspective, the most advanced of the authentic is Seventh Generation, which has a mere 150 employees and $150 million in sales. The authors acknowledge that even though thousands of other companies have established corporate responsibility departments and policies that much of it is superficial and inauthentic.
Over several chapters, the authors lay out a roadmap of how businesses can managerially transform themselves into socially responsible entities. The guidelines are sound, comprehensive, and practical, assuming authentic willingness to comply.
That is a huge and crucial assumption which probably does not hold up. Capitalism and self-interest prevails for good (efficient) reasons. To try to moralize over these fundamentals is idealistic and naïve and to rely on public pressure to keep businesses in line is a chimera. Business marketing has made a hard science out of consumer manipulation; the public is a pawn to the marketers.
Even more problematic, the first element in the program is to be involved in addressing a societal problem in a responsible way -- a desire to produce only what makes sense for society - something "good." I suppose that leaves out the tobacco companies, junk food producers, vanity product companies, bourgeois products of nearly all kinds, branded items offering no extra value over generics, etc.,etc. That may leave 50% of the global economy out of the picture.
There are a large number of good, interesting, and important issues in this book and they deserve a lot more attention than I think they will get.
(FTC disclosure (16 CFR Part 255): The reviewer has accepted a reviewer's copy of this book which is his to keep. He intends to provide an honest, independent, and fair evaluation of the book in all circumstances.)
In this volume, Jeffrey Hollender and Bill Breen provide a "manifesto" in which they explain how almost any organization (whatever its size and nature may be) can achieve and then sustain profitability while thriving in harmony with its environment, how it can create a workplace within which people love what they do and do what they love, and how organizations can transform themselves by changing their priorities, the way they operate, how they compete, and how they interact with the world.
They are clearly in full agreement with Simon Sinek who, in Start with Why: How Great Leaders Inspire Everyone to Take Action, observes, "People don't buy WHAT you do, they buy WHY you do it...A WHY is just a belief. That's all it is. HOWs are the actions you take to realize that belief. And WHATs are the results of those actions - everything you say and do: your products, services, marketing, PR, culture, and whom you hire...You have to earn trust by communicating and demonstrating that you share the same values and beliefs. You have to talk about your WHY and prove it with WHAT you do. Again, a WHY is just a belief, HOWs are the actions we take to realize that belief, and WHATs are the results of those actions. When all three are in balance, trust is built and value is perceived...What companies say and do matters. A lot. It is at the WHAT level that a cause is brought to life. It is at this level that a company speaks to the world and it is then that we can learn what the company believes." Obviously, without the right WHY, even great leaders cannot inspire everyone in the given organization to take action. Only with the right WHY can an organization develop great leadership at all levels and in all areas of its operation.
In Sinek's book and in this one, one of the key components of organizational and individual integrity is a commitment to assuming and then sustaining a sense of responsibility insofar as obligations are concerned. For an organization, the stakeholders include employees and customers, of course, but also everyone else associated with the given enterprise as well as the community (or communities) in which it is involved. On Fortune's annual list of most admired companies, the institutional responsibility of each of them is determined by the values and behavior of each of its people.
Hollender and Breen carefully organize their material within seven chapters. Throughout their lively narrative, they real-world examples of important business principles such as these: Producing results (i.e. products, service, citizenship) that really matter, Maximizing human potential in each of those involved, Being transparent (i.e. clarity of purpose and operations), Being authentic (i.e. values and behavior are interdependent), Living the "mission" every moment in every situation, Creating and sustaining a "culture of collaboration" both internally and externally, and On-going corporate consciousness (enterprise-wide) of the aforementioned WHY (i.e. personal accountability to core beliefs and non-negotiable values).
Hollender and Breen make a convincing argument "that when companies shift their value proposition from selling desirable products to solving difficult social and environmental problems, whole new opportunities arise; that when they frame their conventional notions about what it means to act responsibly, they move from thinking incrementally about doing less harm to thinking expansively about leaving things better than they found them."
The challenge and the opportunity involve than replenishing a person or a company or even an industry; rather, they require developing a mindset and mobilizing the resources needed to replenish human society and its environment. The transformation must have the right WHY. Only then can the right WHATs and HOWs be determined. Credit Jeffrey Hollender and Bill Breen with a brilliant achievement as they share what they think and (yes) feel about the right WHY.
While some of the examples are well documented (Stonyfield, Walmart/Organic Valley), others are not often cited in the context of environmental initiatives (Marsh and Spencer, IBM, Novo Nordisk, etc.). Overall, these case studies in itself are well worth the read. One wishes that an individual (at the consumer level) could have benefited more directly than gaining a broad awareness of the emerging version of capitalism centered on corporate responsibility (primarily, centered on socio-environmental causes). A good read.
The fact of the matter is that students are consumers and consumers are students. Universities are a huge investment and I've sat in on discussion panels where students seem to be increasingly demanding that the college they choose (a major investment) is making efforts in sustainability.
As other reviewers have mentioned, this book does a great job of giving not only a great overview of ideas how companies can incorporate more CR into their mission statement, but also gives scores of real-world examples from some incredibly well-known companies (including some that have gotten a bad rap in the past). Granted, some of those companies still aren't exactly known for saving the earth, but competition is demanding that they (and most of their competitors) at least make an effort.
While there are a lot of great ideas, don't go into this book with the thought that your company will be able to read a bullet-list of ideas to suddenly make it come out smelling like soft lavender on the other side. There are lots of ideas here, but it's really about individuals looking at their own operations and deciding what makes the most sense while making the most difference, while competition will certainly help dictate some of that action.
This book is best as an idea-starter, and I certainly got a few.
The book is made from "100% post-consumer fiber" and the chapter titles read like articles in Inc. magazine:
The Responsibility Revolution Takes Off
The Company Takes on a Mission: "Doing Work That Matters" Matters Now More Than Ever
Not a Company, But a Community: A Blueprint for Summoning People's Potential
Make It Transparent: In a See-Through World, It Doesn't Pay to Be Opaque
Authentically Good: Building the Mission into Every Part of the Business
The Cooperative Company: Building Profits and Solving Problems Through Mass Collaboration
Beyond Responsibility: The Case for Corporate Consciousness
Within the chapters sub-headings like "To Ensure Trust, Build Transparency" and "A Blueprint for Revolutionizing Responsible Businesses" are sprinkled throughout. Some of the book went over my head as I'm not currently running (or planning to run) my own business, but the writing still provides a good overview for even the average worker.
For similar reading that is a bit more relevant to the average consumer, check out the book Creative Capitalism.

