Description
Answers to the business paradox of focusing on serving society and still be prosperous
The Caring Company: How to Shift Business and the Economy for Good clearly shows how businesses can choose to serve the common good as #1 priority and still achieve higher performance. Rather than simply transacting with their customers, suppliers, and the local community, this book explains how companies who instead build unconditionally caring relationships with them are rewarded economically for doing so.
Written in a lively narrative style and backed by research from history and economics to psychology and philosophy and by many case studies of contemporary companies that have successfully adopted this new business paradigm, this book also discusses:
- Challenges in accepting and implementing a radically new business paradigm and ways to overcome them
- How to make employees willing to provide unconditional care to customers, suppliers, and the local community
- The origins of capitalistic enterprise, which have surprisingly been about more than just money and the future of capitalism remodeled around the caring companies
The Caring Company: How to Shift Business and the Economy for Good is a timely, essential read for managers, executives, business leaders, and entrepreneurs seeking to align their heartset with their mindset and transform their businesses to serve society while achieving greater business success. By doing so, they will reshape the free-market economy for the better.
Table of Contents
Introduction 1
Your Journey Through This Book 15
Part I How to Do – Or Not to Do – Good 17
Chapter One The Why, What, and Who of Effective Social Innovation 19
The Pioneer of Social Innovation 21
From Apprentice Draper to Industrialist 21
Getting Radical 23
Going National and Beyond 24
Mixed Record Rich in Lessons 26
The WHY of Social Innovation 27
The WHAT of Social Innovation 31
Netflix’s Unlimited Vacation Policy 33
Dan Price’s $70,000 Salaries 34
The WHO of Social Innovation 37
History’s Who’s Who of Social Innovation 38
Chapter Two “catch Me if You Can” Or Doing Good to Keep One’s License To Operate 41
The “Catch Me If You Can” Game 43
The Public Gets Uneasy 44
Industrial Accidents 44
Ethical Scandals 46
Global Crises 46
Governments and Authorities Trying to Catch Businesses 50
Thinkers Enter the Field 53
Milton Friedman’s Critique and Its Unexpected Consequences 53
The CSR Escape 55
The Triple Bottom Line and the First Balancing Escape 56
The Shared Value Creation Escape 57
Stakeholder Capitalism and the Davos Escape 58
How Companies Are Playing the Game 59
Meet the Mavericks 62
Bottom of the Pyramid Movement 63
Industry-wide Mavericks 64
The Mavericks’ Record 65
Has the Corporate World Finally Managed to Escape? 67
The Effectiveness Record of Stakeholder Capitalism 68
The Problem with Balancing and What Companies Ought to Be 72
Chapter Three Doing Good Face-to-face Or Through Philanthropy? 75
Can Philanthropy Be Effective? 77
People Give for Parochial, Status, and Conformity Reasons 78
Our Caring Ancestors 81
To Care Despite Everything 83
Back to Tolstoy and Beyond 88
The Virtues of Local Government 93
Part II The Caring Company Way 97
Chapter Four Running Business Through Caring Relationships 99
Unconditional Care for Your Customers 101
Launching a Start-up from a Kitchen 101
From a Middle Finger to Unconditional Customer Service 103
Transaction or Caring Relationship? 104
Welcome to the Bathroom! 107
Serving All Your Counterparts, Not Only Clients 111
Of Owls and Gophers 111
On Marriage, Adam Smith, and Mutual Sympathy 113
Mutual Sympathy and Charles Darwin 117
Caring as a Bet on Life 119
Ecosystem, Community, and the Significant Other 122
Givers Protected from Takers 125
Crises That Reinforce the Caring Companies 128
Chapter Five The Heartset Shift: on Self-transformation 133
Eisai Pharmaceutical 135
The hhc Imperative 136
The 1968 Samurai 137
Special and Not 139
The Magical Touch and How You Can Find Your Own 141
Where Do I Go 145
How Do I Get There 149
Becoming a Caring Leader 153
Changing Habits 154
Changing Beliefs 157
Becoming a Caring Leader Works 159
Caring Employees 161
Caring for the Public Good and Still Making Profits 164
Walk with a Raised Lantern 167
Chapter Six Building the Caring Company 171
The Power Shift 172
The Branch Is King 174
Full Availability of Advisors for Caring 177
Lasting Results 178
On the Right Type of Organization 180
To Revamp or Not to Revamp 182
Why Revamp Administrative Bodies? 183
Revamping Managerial Framework Allows Building a Caring Company 185
When Employees Transform Core Processes 187
How to Communicate in the United Kingdom 189
A Better Place to Take Care of Customers 190
Gas-station-building World Record 193
Buying Better Fuel 196
Bringing the Board Onboard 198
Lessons in Building the Caring Company 202
Part III Shifting Business and the Economy 205
Chapter Seven Caring About the Entire Society 207
Caring at the Local Scale 209
At the Oslo Manor 210
The Pøbel Program 212
“Bad Boy” Turned Manager 213
Rising in REMA 1000 215
Local Impact Doesn’t Mean Low Impact 216
Doing It Through Business Activities 219
Caring at the National Scale 222
The Savior Bank 224
The 1929 Savior Still Alive 225
Replacing the Government 227
Caring at the Global Stage 229
From Sonoma Valley to the World 230
The Secret of Doing Good at Large Scale 234
Chapter Eight A Whole New Paradigm 237
A Paradigm Shift 240
The Dominant Paradigm and Its Beliefs 241
Belief 1: Business = Transactions 242
Belief 2: We Must Maximize Profits 244
Belief 3: Economies of Scale Are the Surest Path to Prosperity 248
Understanding Transitions 252
Caring Companies, Economics, and Politics 258
Chapter Nine Heart-to-heart: the Future of Business and Capitalism 265
Capitalism on Trial 270
Alternatives to Capitalist Enterprise 274
Social Enterprises 275
Cooperatives 276
From Heart to Heart 281
You Can Care Today 287
What’s Next? 291
Notes 293
Glossary 319
Acknowledgments 325
About the Authors 327
Index 331
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