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Description de l’éditeur
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.
With the public increasingly embracing ecological sustainability, many businesses have pledged to be good corporate citizens-but how committed are they? 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. However, he fails to obviate criticisms or concerns that companies can remain competitive and profitable while undergoing the transition to becoming more environmentally conscious. For example, Hollender describes how outdoor clothing and equipment company Patagonia decided to move from chemically grown or treated cotton and wool to "good cotton," only to find that their demand exceeded supply. Patagonia had to convert farmers to new growing methods, which increased the price of their product. While the company "eventually right-sized itself," and "influenced far bigger companies... to follow its lead," it is unclear what the company's return on investment was or how long it took to achieve. While corporate responsibility is an incontrovertibly attractive ethos, this work skimps on the finer points and complications of making this necessary-but complex-transition.