Abstract
Wal-Mart brought Ray Anderson in to open its associates’ eyes to the contours of the global village and has been talking regularly with “outsiders” ever since. IBM conducts electronic “jams” on broad trends and business-relevant sociopolitical issues with thousands of people and key stakeholder groups around the globe. GE holds biennial “Energy 2015” and “Healthcare 2015” convenings with a cross-functional group of government officials, industry leaders, key suppliers, NGOs, and academics that feed back into the company’s strategy.
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Notes
For throughout the 1990s, as Nike’s fortunes grew, its sociopolitical troubles, see summary in the HBS teaching case, “Hitting the Wall: Nike and International Labor Practices” (Boston: Harvard Business School, 9–700-047, 2000).
See Mike McBreen, “Beyond the Wall: Moving from Defensive to Defining,” presentation at Harvard Business School, Corporate Social Responsibility Program, (October 25, 2005); see also Kramer and Kania, “Changing the Game” (2006)
For PricewaterhouseCoopers survey of CEO’s on social issues, see “Globalization and Complexity: Inevitable Forces in a Changing Economy” (PricewaterhouseCoopers: 2006); find ten years of CEO surveys at pwc.com; for McKinsey & Co., see “Global Survey of Business Executives” (March 2007).
For Public Relations firm GolinHarris, see “2006 Corporate Citizenship Survey,” Fast Facts: GolinHarris Change! Golinharris.com.
For the main facts about the state of the world and details on the Millennium Development Goals, see http://www.developmentgoals.org; and for world development indicators go to http://www.worldbank.org/data/; on U.S. domestic earnings gaps, a new Pew Charitable Trusts study finds that between 1979 and 2004, the income of the poorest one-fifth of Americans rose 9 percent while the income of the richest one-fifth rose 69 percent. The income of the top 1 percent rose 167 percent during this period. See Isabel Sawhill and John E. Morton, “Economic Mobility: Is the American Dream Alive and Well?” Online at http://www.economicmobility.org.
For models and frameworks, see Michael Porter and Mark Kramer, “Strategy & Society: The Link between Competitive Advantage and Corporate Social Responsibility,” Harvard Business Review (December, 2006); Scott C. Beardsley, Sheila Bonini, Lenny Mendonca and Jerry Oppenheim, “A New Era for Business,” Stanford Innovation Review, (Summer, 2007); for more see Robert S. Kaplan and David Norton Strategy Maps: Converting Intangible Assets into Tangible Outcomes (Boston: HBS Press, 2004); also the HBS teaching case by Robert Kaplan and Ricardo Reisen de Pinho, “Amanco: Developing the Sustainability Scorecard” (Boston: Harvard Business School, 9–107-038, 2007).
For sustainability specialist, see Andrew W. Savitz, The Triple Bottom Line: How Today’s Best Run Companies are Achieving Economic, Social, and Environmental Success—and How You Can Too (San Francisco: John Wiley & Sons, Inc., 2006).
For on the broadest strategic scale, see Shell Global Scenarios to 2025, “The Future Business Environment: Trends, Tradeoffs, and Choices,” June 28, 2005, available at www.shell.com.
For Booz Allen Hamilton/Aspen Institute study, see Chris Kelly, Paul Kocourek, Nancy McGaw, and Judith Samuelson, Deriving Value from Corporate Values (Washington: The Aspen Institute and Booz Allen Hamilton, 2005).
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© 2007 Bradley K. Googins, Philip H. Mirvis, and Steven A. Rochlin
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Googins, B.K., Mirvis, P.H., Rochlin, S.A. (2007). Defining What Matters. In: Beyond Good Company. Palgrave Macmillan, New York. https://doi.org/10.1057/9780230609983_7
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