Rosabeth Moss Kanter

The Change Master

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SuperCorp

SuperCorpROSABETH MOSS KANTER on … the answer to the global crisis of business and American-style capitalism. Out of the ashes of conventional business models arises a set of companies using their power not only for profits and sustainable growth but also social good.

Based on an extraordinary three-year investigation, interviewing more than 350 key people at major companies around the world, Rosabeth Moss Kanter provides encouraging and astounding evidence that this assumption is completely outdated. The businesses that are agile, keeping ahead of the curve in terms of market changes and customer needs, are the businesses that are also progressive, socially responsible human communities.

Take IBM. When the tsunami and earthquake struck Asia, IBM didn’t just cut a check for relief funds and call it a day. The company used its technological expertise and skilled people to create what government and relief agencies could not: information systems to effectively track relief supplies and reunite families. While IBM did this with no commercial motive, its employees’ desire to serve people suffering during these crises stimulated innovations that later benefited the company.

Or Proctor & Gamble. Despite a decade-long commitment to research and development of a water purification product, commercial prospects were unpromising. But because it was so consistent with P&G’s statement of purpose, people within the company persevered. And when the tsunami struck, it was then able to deliver roughly a billion glasses of drinking waterfor the victims, earning plaudits from aid partners, the media, governments, and crucially, P&G employees.

SuperCorp captures the zeitgeist of the emerging twenty-first-century business. For example:

• The strong potential synergy between financial performance and attention to community and social needs
• The unique competitive advantage from embracing the values and expectations of a new generation of professionals
• The growth opportunities that result from stressing values and supressing executive egos when seeking partners and integrating acquisitions

SuperCorp is a remarkable look at the business of the future and the management skills required to get there. IBM, Banco Real, P&G, Cemex, Omron, and other companies reported on now move with the rapidity and creativity of much smaller enterprises. These companies are not perfect, but when people are empowered and values drive decisions, everything can come together in magical “Rubik’s Cube moments” of deep satisfaction. Kanter’s compelling and inspiring stories show that people are more inclined to be creative when their company values innovation that helps the world.

Advance Comments:

Klaus Schwab, founder and executive chairman of the World Economic Forum: “In the present time of unprecedented challenges, Rosabeth Moss Kanter’s new book is so timely. Society will accept corporations only if they fulfill societal objectives and needs.”

Andrea Jung, chairman and CEO of Avon Products: “Rosabeth Moss Kanter puts a new and welcome human face on the many ways companies can serve a public purpose while also prospering financially and building an enduring culture of success.”

Daniel Vasella, chairman and CEO of Novartis: “A brilliant report from the front lines of companies creating the future by accomplishing the seemingly impossible.”

Bill George, former chairman and CEO of Medtronic and author of True North: “Rosabeth Moss Kanter . . . breaks new ground in SuperCorp by envisioning the corporation of the future that creates long-term value through breakthrough strategies that help solve intractable social problems.”

Warren Bennis, University Professor at the University of Southern California and author of On Becoming a Leader: “This is the book that the world has been anxiously waiting for, perhaps Kanter’s most notable, certainly one of the most important books of this decade.”

Ivan Seidenberg, chairman and CEO of Verizon: “Kanter makes a compelling case about the role played by corporate culture, values-based decision making, and larger societal issues in the creation of sustainable success.”

David Gergen, CNN senior political analyst: “Innovative insights on how companies–and their leaders–can be at the vanguard of the twenty-first century. . . . Timely, informative, and uplifting–all of the qualities of a great read!”

Samuel J. Palmisano, chairman, p resident, and CEO of IBM: “Kanter’s careful analysis goes beyond the platitudes by offering solid examples and important insights.”

C.K. Prahalad, University of Michigan distinguished professor, named most influential business thinker in the world: “As managers battered by global recession and gnawing self-doubt search for ways to renew their social compact with society, Rosabeth Moss Kanter in her characteristic style offers a solution. In Super Corp, Kanter demonstrates that capacity for high performance in a rapidly changing competitive environment is conditional on deeply held values, and a humanistic approach to business that is widely understood and practiced. This is a must read for leaders in business, in government and civil society who are searching for ways to reenergize our institutions.”

Ram Charan, coauthor of Execution: The Discipline of Getting Things Done: “Unless your business is also serving a social purpose you miss an opportunity for innovations that bring profits. Rosabeth Moss Kanter, one of our most outstanding scholars, excels in her characteristic manner by taking the lead and developing practical ideas for the leaders of the future.”

11 Responses to “SuperCorp”

  1. […] SuperCorp […]

  2. […] In a world where everyone online has a voice and can become a citizen philanthropist, campaigns need to demonstrate more accountability with a real theory of social change. The strongest social media cause marketing campaigns provide a double bottom line. […]

  3. […] 4. 社会公益与营销间的平衡:百事可乐是真的致力于在其团体中解决社会问题?或者它只是认为,重新分配它的超级碗广告预算,通过使用社会媒体提升其乐善好施的形象真的能帮助它卖出更多的饮料?我们知道企业的贪婪正在被慷慨解囊所取代,我们也知道在财务状况和对社区和社会需求所给予的关注间存在着潜在的协同作用 。 […]

  4. […] 当今时代,网上每个人都能够发声成为一个公民慈善家,那么各类活动就需要更多的借鉴真正的社会变革理论展现出责任感。强大的社会媒体公益营销活动具有双重底线。举例来说, Crate 和 Barrel的 DonorsChoose 不仅仅给予了消费者自主选择想支持的项目的权利。它更多地是以目标群体为出发点,处理全美教师提出的计划。他们致力于让老师得到资金去设计与传播他们觉得学生最为需要的教育项目。Crate 和 Barrel对于他们想解决的问题有一个清晰的目标,并且有为之配套的可度量到的变革理论。在超过434,000个小时的课堂活动里,347,000个学生受惠于超过14,500个项目。 […]

  5. […] 很多公司模糊了公益营销和企业社会责任之间的界线,这其实导致了很多问题。这两个概念是完全不同的。很多人谈论公益营销(cause marketing)的时候其实是在谈论公益促销(cause promotion)。和企业社会责任相比,公益营销是一种策略,是广义社会责任战略的一个有机组成部分。根据变革理论,假设即使是最以营销为中心的公益营销也有一个社会责任的元素,那么聪明的方法是在社会变革和商业考量之间平衡。毕竟单纯重视商业考量只是完全的旧式营销,在在线社区已经对仅仅是为了取得光环效应而附属于非营利组织的活动充满戒心的时候,这样的平衡就显得尤为重要了。 当今时代,网上每个人都能够发声成为一个公民慈善家,那么各类活动就需要更多的借鉴真正的社会变革理论展现出责任感。强大的社会媒体公益营销活动具有双重底线标准。举例来说, Crate 和 Barrel的 DonorsChoose 不仅仅给予了消费者自主选择想支持的项目的权利。它更多地是以目标群体为出发点,处理全美教师提出的计划。他们致力于让老师得到资金去设计与传播他们觉得学生最为需要的教育项目。Crate 和 Barrel对于他们想解决的问题有一个清晰的目标,并且有为之配套的可度量到的变革理论。在超过434,000个小时的课堂活动里,347,000个学生受惠于超过14,500个项目。 […]

  6. […] 很多公司模糊了公益营销和企业社会责任之间的界线,这其实导致了很多问题。这两个概念是完全不同的。像是博客Selfish Giving的作者Joe Waters最近在Geoff Livingston一篇关于企业社会责任的报道里面讲的那样:“我想外界对于公益营销和企业责任有很多的混淆……” 很多人谈论公益营销(cause marketing)的时候其实是在谈论公益促销(cause promotion)。和企业社会责任相比,公益营销是一种策略,是广义社会责任战略的一个有机组成部分。我们可以尝试通过一种通过设计路径以推动改变的变革理论去阐释这种关系。 假设即使是最以营销为中心的公益营销也有一个社会责任的元素,那么聪明的方法是在社会变革和商业考量之间平衡。毕竟单纯重视商业考量只是完全的旧式营销,况且在线社区已经对仅仅是为了取得光环效应而附属于非营利组织的活动充满了戒心。 当今时代,网上每个人都能够发声成为一个公民慈善家,那么各类活动就需要更多的借鉴真正的社会变革理论展现出责任感。强大的社会媒体公益营销活动具有双重底线。举例来说, Crate 和 Barrel的 DonorsChoose 不仅仅给予了消费者自主选择想支持的项目的权利。它更多地是以目标群体为出发点,处理全美教师提出的计划。他们致力于让老师得到资金去设计与传播他们觉得学生最为需要的教育项目。Crate 和 Barrel对于他们想解决的问题有一个清晰的目标,并且有为之配套的可度量到的变革理论。在超过434,000个小时的课堂活动里,347,000个学生受惠于超过14,500个项目。 […]

  7. […] Supercorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good by Rosabeth Moss Kanter (2009) […]

  8. […] a lot of activity on the stakeholder vs. shareholder capitalism front over the last year or so. Rosabeth Moss Kanter, Umair Haque, Michael Porter, Mark Kramer, Eric Lowitt, Chris Meyer, Julia Kirby and others have […]

  9. […] In a world where everyone online has a voice and can become a citizen philanthropist, campaigns need to demonstrate more accountability with a real theory of social change. The strongest social media cause marketing campaigns provide a double bottom line. […]

  10. […] week’s recommendation is SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth and Social Good.  Kanter, writes and speaks prolifically about this topic, about how the best […]

  11. […] SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth and Social Good by Rosabeth Moss Kanter, the Ernest L. Arbuckle Professor at Harvard Business […]

 
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