360° corporation : from stakeholder trade-offs to transformation

Table of Contents: PROLOGUE: The Corporation in Society PART I: INTRODUCTION TO THE 360° CORPORATION Chapter 1: Creative Destruction Redux: How Stakeholder Needs Create Performance Trade-Offs Chapter 2: You've Got to Walk Before You Can Run: Knowing Your Trade-Offs (Mode 1) PART Il: THE BUSINESS CASE FOR SOCIAL RESPONSIBILITY: RETHINKING TRADE-OFFS Chapter 3: Is There a Win-Win? The Search for Shared Value Chapter 4: Getting Stuck in the Business Case: How the Business Case for Diversity Blocks Progress PART IIl: BEYOND THE BUSINESS-CASE TRAP: INNOVATING AROUND TRADE-OFFs Chapter 5: CSR Is Not an Add-On: Innovating in the Supply Chain Chapter 6: Stakeholders as a Source of Innovation: Transforming Operations PART IV: THRIVING WITHIN INTRACTABLE TRADE-OFFS Chapter 7: Dealing with Paradoxes: Selling Sustainably Chapter 8: Experimentation: Going Green, Not Greenwashing PART V: SPEARHEADING THE 360° REVOLUTION Chapter 9: The 360° CEO: Signposts for the Organizational Leader

Companies are under increasing pressure to address stakeholder demands from every angle: consumers want socially responsible products; employees want meaningful work; investors now screen on environmental, social, and governance criteria; "clicktivists" create social media storms over company mistakes. CEOs are now aware that their companies must be social as well as commercial actors, but stakeholder pressures frequently necessitate trade-offs with shareholder demands for financial performance. How can businesses respond without engaging in "greenwashing" or "pinkwashing"? This book provides organisational leaders who have reached the limitations of the alleged win-win nature of shared value with a road map for coping with real trade-offs, innovating around them, and even prospering inside them. In The 360° Corporation, best-selling author Sarah Kaplan demonstrates how trade-offs, rather than being confused or troublesome, may be the basis of organisational resilience and transformation. Kaplan argues that the shared-value attitude may actually impede progress.