9780131439870

Global capitalism stands at a crossroads-facing international terrorism, worldwide environmental change, and an accelerating backlash against globalization. Today's global companies are at a crossroads, too: finding new strategies for profitable growth has never been more challenging. Both sets of problems are intimately linked, says Stuart L. Hart-and so are the solutions.

Stuart L. Hart is one of the world's top authorities on the implications of sustainable development and environmentalism for business strategy

About the Author

xvii

Acknowledgments

xix

Foreword: Fisk Johnson, Chairman and CEO, S.C. Johnson & Son, Inc.

xxxi

Prologue: Capitalism at the Crossroads

xxxv

PART ONE MAPPING THE TERRAIN

chapter 1 From Obligation to Opportunity

3

(28)

The Great Trade-Off Illusion

5

(2)

The Greening Revolution

7

(2)

Shattering the Trade-Off Myth

9

(1)

Breaking Free of Command-and-Control

10

(4)

Beyond Greening

14

(3)

Raging Against the Machine

17

(2)

Smart Mobs Versus Smart Globalization

19

(2)

Becoming Indigenous

21

(2)

The Road Ahead

23

(1)

Overview of the Book

24

(4)

Notes

28

(3)

chapter 2 Worlds in Collision

31

(26)

The Three Economies

33

(7)

The Money Economy

34

(2)

The Traditional Economy

36

(2)

Nature's Economy

38

(2)

Collision Course

40

(1)

New Lenses on the Global Market

41

(3)

Developed Markets: Reducing Corporate Footprint

44

(3)

Emerging Markets: Avoiding the Collision

47

(3)

Traditional Markets: Understanding Real Needs

50

(4)

The Value Proposition

54

(1)

Notes

54

(3)

chapter 3 The Sustainable Value Portfolio

57

(28)

Sustainability Buzzwords

58

(2)

Elements of Shareholder Value

60

(2)

The Buzzword Sort

62

(3)

Connecting the Dots: The Sustainable Value Portfolio

65

(8)

Growing Profits and Reducing Risk Through Pollution Prevention

66

(1)

Enhancing Reputation and Legitimacy Through Product Stewardship

67

(2)

Accelerating Innovation and Repositioning Through Clean Technology

69

(2)

Crystallizing the Firm's Growth Path and Trajectory Through Sustainability Vision

71

(2)

Charting the Sustainable Value Portfolio

73

(3)

The Road to Sustainability

76

(2)

Pursuing the White Space

78

(2)

Notes

80

(5)

PART TWO BEYOND GREENING

chapter 4 Creative Destruction and Sustainability

85

(22)

Continuous Improvement Versus Creative Destruction

86

(7)

Greening = Continuous Improvement

87

(2)

Beyond Greening = Creative Destruction

89

(4)

From Textile Dyes to Biomaterials

93

(2)

Using Carbon Dioxide to Change the World

95

(1)

Whole Systems Thinking

96

(3)

Reinventing the Wheels

99

(3)

Technologies of Liberation

102

(1)

Eating Your Own Lunch

103

(2)

Notes

105

(2)

chapter 5 The Great Leap Downward

107

(28)

On the Horns of a Dilemma

109

(1)

The Tip of the Iceberg

110

(3)

Creative Creation

113

(4)

Driving Innovation from the Base of the Pyramid

117

(2)

Connecting the World

119

(3)

Power to the People

122

(4)

Food, Health, and Hope?

126

(3)

A New Development Paradigm

129

(2)

Taking the Leap

131

(1)

Notes

132

(3)

chapter 6 Reaching the Base of the Pyramid

135

(28)

BOP Pioneers

136

(2)

It's the Business Model, Stupid

138

(13)

Removing Constraints

140

(4)

Increasing Earning Power

144

(4)

Creating New Potential

148

(3)

Assessing Sustainability Impact

151

(2)

Village Phones: The Triple Bottom Line

153

(3)

The MNC Advantage

156

(2)

A Common Cause

158

(1)

Notes

159

(4)

PART THREE BECOMING INDIGENOUS

chapter 7 Broadening the Corporate Bandwidth

163

(22)

Learning from Ladakh

164

(3)

The Post-Development Challenge

167

(4)

Radical Transactiveness

171

(2)

Fanning Out: Extending the Scope of the Firm

173

(3)

Fanning In: Integrating Diverse and Disconfirming Information

176

(4)

From Transparency to Transactiveness

180

(1)

From Alien to Native

181

(2)

Notes

183

(2)

chapter 8 Developing Native Capability

185

(28)

Expanding Our Concept of the Global Economy

186

(4)

Engage First, Design Second

190

(4)

Coinvent Custom Solutions

194

(2)

Experiment with Low-Cost Probes

196

(3)

Fly Under the Radar

199

(2)

Work with Nontraditional Partners

201

(3)

Build Social, Not Legal, Contracts

204

(3)

Moving Beyond the Transnational Model

207

(2)

Notes

209

(4)

chapter 9 Toward a Sustainable Global Enterprise

213

(26)

Draining the Swamp

214

(2)

The Next Tsunami

216

(2)

Becoming Indigenous

218

(3)

Avoid the Top-Down Bias

221

(2)

Think as a Disrupter

223

(1)

Reinvent Cost Structures

224

(2)

Transform the Meaning of Scale

226

(1)

Align the Organization

227

(6)

Building the Cathedral

233

(2)

Postscript

235

(1)

Notes

236

(3)

Index

239

What is included with this book?

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Foreword Foreword For those of us unwilling to stick our heads in the sand like an ostrich, Stuart L. Hart's new book gives voice to an inescapable reality: that the corporate sector can be the catalyst for a truly sustainable force of global development for all on the planet. As the chairman and CEO of a consumer products company with global operations, I see every day the value that business can bring. I see that its products can improve the health and safety of people around the world. I see that its jobs enable parents to support their children, and allow children to achieve dreams not even imagined by their parents. I also recognize that business has provided fuel for the growing antiglobalization outcry. But despite what some see as the inevitable stain of "progress," I know there are many business leaders who share my belief that you cannot purely pursue greater profitability every quarter and have that be an acceptable mission statement. Or that improving the lives of workers in one country while degrading the environment in another is an unacceptable demonstration of civic responsibility. Short-term quarterly profits cannot trump long-term sustainability. As the author makes clear inCapitalism at the Crossroads, there is no inherent conflict between making the world a better place and achieving economic prosperity for all. Maintaining a principled commitment to global sustainability is not a soft approach to business--it is, in fact, the only pragmatic approach for long-term growth. Capitalism at the Crossroadspresents a scenario in which business can generate growthandsatisfy social and environmental stakeholders. By focusing on the four billion people currently at the "base of the pyramid," Hart contends that companies can reap incredible growth while sowing tremendous improvement in people's lives and at the same time preserving the other species that live on this planet. Business driving sustainability is not a new concept to me. The seed was planted and then cultivated throughout a lifetime of conversations with my father, Samuel C. Johnson. He shared stories about my grandfather, who traveled to Brazil in the 1930s in search of a sustainable source of wax for our products. He described his own 1975 decision to voluntarily and unilaterally ban CFCs from our products despite fervent opposition from colleagues and competitors alike. My father's pioneering social and environmental efforts led to his selection as an original member of the President's Council on Sustainable Development and as a founding member of the World Business Council on Sustainable Development. He led our family company, SC Johnson, to new heights of corporate environmental and social achievement. Perhaps most important, my father ensured that the dialogue on sustainability would continue. In 2000, he endowed the Samuel C. Johnson Chair in Sustainable Global Enterprise, and it is this Chair that Hart now so ably and deservedly occupies. He also endowed the new Center for Sustainable Global Enterprise of the Johnson School at Cornell University. By doing so, he was fulfilling a vital obligation that Hart sets forth for business in this book: being optimistic about the future and the opportunities inherent in the global challenges we face. I share that optimism. That is why in 2001 our company unilaterally developed the Greenlist environmental classification system to institutionalize the selection of environmentally preferred raw materials and packaging components, far exceeding government regulation and driving our business with better products. It is why in 2003 we launched programs to attack the menace of malaria in sub-Saharan Africa and the misery of asthma among Hispanic children in Miami. It is why in 2004 we joined with Conservation International's C

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Capitalism at the Crossroads : The Unlimited Business Opportunities in Solving the World's Most Difficult Problems

Capitalism at the Crossroads : The Unlimited Business Opportunities in Solving the World's Most Difficult Problems

0131439871

Summary

Author Biography

Table of Contents

Supplemental Materials

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