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About Sarah Kaplan
Professor of Strategic Management
Director, Institute for Gender and the Economy
Rotman School of Management, University of Toronto
https://sarahkaplan.info for more information
Sarah Kaplan is Distinguish Professor, Director, Institute for Gender and the Economy, and Professor of Strategic Management at the Rotman School of Management at the University of Toronto. She is a co-author of the bestselling business book, Creative Destruction as well as Survive and Thrive: Winning Against Strategic Threats to Your Business. Her newest book, The 360° Corporation: From Stakeholder Trade-offs to Transformation appears in 2019. Her research has covered how organizations participate in and respond to the emergence of new fields and technologies in biotechnology, fiber optics, financial services, nanotechnology and most recently, the field emerging at the nexus of gender and finance. She recently authored "Gender Equality as an Innovation Challenge" (2017) in the Rotman Management Magazine, "The Risky Rhetoric of Female Risk Aversion" (2016) in the Stanford Social Innovation Review, "Meritocracy: From Myth to Reality" in the Rotman Management Magazine (2015), and "The Rise of Gender Capitalism," in the Stanford Social Innovation Review (2014). Her current work focuses on applying an innovation lens to understanding the challenges for achieving gender equality.
Formerly a professor at the Wharton School, University of Pennsylvania (where she remains a Senior Fellow), and a consultant and innovation specialist for nearly a decade at McKinsey & Company in New York, she completed her doctoral research at the Sloan School of Management at the Massachusetts Institute of Technology (MIT). She has a BA with honors in Political Science from UCLA and an MA in International Relations and International Economics from the School for Advanced International Studies, Johns Hopkins University.
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Companies are increasingly facing intense pressures to address stakeholder demands from every direction: 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 missteps. CEOs now realize that their companies must be social as well as commercial actors, but stakeholder pressures often create trade-offs with demands to deliver financial performance to shareholders. How can companies respond while avoiding simple "greenwashing" or "pinkwashing"? This book lays out a roadmap for organizational leaders who have hit the limits of the supposed win-win of shared value to explore how companies can cope with real trade-offs, innovating around them or even thriving within them. Suggesting that the shared-value mindset may actually get in the way of progress, bestselling author Sarah Kaplan shows in The 360° Corporation how trade-offs, rather than being confusing or problematic, can actually be the source of organizational resilience and transformation.
In striking contrast to such bibles of business literature as In Search of Excellence and Built to Last, Richard N. Foster and Sarah Kaplan draw on research they conducted at McKinsey & Company of more than one thousand corporations in fifteen industries over a thirty-six-year period. The industries they examined included old-economy industries such as pulp and paper and chemicals, and new-economy industries like semiconductors and software. Using this enormous fact base, Foster and Kaplan show that even the best-run and most widely admired companies included in their sample are unable to sustain their market-beating levels of performance for more than ten to fifteen years. Foster and Kaplan's long-term studies of corporate birth, survival, and death in America show that the corporate equivalent of El Dorado, the golden company that continually outperforms the market, has never existed. It is a myth.
Corporations operate with management philosophies based on the assumption of continuity; as a result, in the long term, they cannot change or create value at the pace and scale of the markets. Their control processes, the very processes that enable them to survive over the long haul, deaden them to the vital and constant need for change. Proposing a radical new business paradigm, Foster and Kaplan argue that redesigning the corporation to change at the pace and scale of the capital markets rather than merely operate well will require more than simple adjustments. They explain how companies like Johnson and Johnson , Enron, Corning, and GE are overcoming cultural "lock-in" by transforming rather than incrementally improving their companies. They are doing this by creating new businesses, selling off or closing down businesses or divisions whose growth is slowing down, as well as abandoning outdated, ingrown structures and rules and adopting new decision-making processes, control systems, and mental models. Corporations, they argue, must learn to be as dynamic and responsive as the market itself if they are to sustain superior returns and thrive over the long term.
In a book that is sure to shake the business world to its foundations, Creative Destruction, like Re-Engineering the Corporation before it, offers a new paradigm that will change the way we think about business.
Whether big or small, companies incessantly face challenges that can threaten their bottom line and even their survival. These threats keep corporate leaders up at night. What can companies do to stay alive?
Survive and Thrive: Winning Against Strategic Threats to Your Business features a collection of essays by strategy professors at the University of Toronto's Rotman School of Management, Canada's #1 business school. The essays take the reader on a tour through some of the most vexing threats to business today, threats that put the very existence of organizations into question. From disruptive innovation, to social media disasters, to mistaken technical investments, to gender discrimination, to misunderstood competition, companies need to be able to anticipate crises and prepare to deal with them head on. Across this collection of essays, readers will get warnings about four mistakes that companies commonly make - failing to appreciate interactions within systems, getting stuck in existing ways of doing business, falling victim to cognitive biases, and getting derailed by short-term incentives.
But, Survive and Thrive isn't just about mistakes. Its primary goal is to provide step-by-step actions to help companies stay alive. Executives will find principles and practices for anticipating potential threats and creating responses that permit their businesses to not only survive but thrive.
Editor Joshua S. Gans is a professor of Strategic Management and holds the Jeffrey S. Skoll Chair of Technical Innovation and Entrepreneurship at the Rotman School of Management. He is also chief economist of the University of Toronto's Creative Destruction Lab. Gans wrote The Disruption Dilemma, Information Wants to be Shared, and several other books.
Editor Sarah Kaplan, Director of the Institute for Gender and the Economy at the Rotman School of Management, is also Distinguished Professor of Gender and the Economy and a professor of Strategic Management at Rotman. She co-wrote the business bestseller Creative Destruction.
Il libro si rivolge a tutti coloro che, avendo la responsabilità di guidare un’impresa, hanno toccato con mano i limiti del modello basato sul valore condiviso, illusoriamente capace di generare vantaggi per tutti, e offre loro una roadmap per esplorare i modi in cui le aziende possono affrontare i conflitti reali, innovando a partire da questi ultimi e talvolta persino prosperando in mezzo a essi. Dimostrando come la mentalità del valore condiviso possa di fatto ostacolare il progresso, ne L’impresa a 360° Sarah Kaplan, autrice di bestseller, ci spiega come trasformare i trade-off da conflitti intricati e problematici in occasioni di resilienza e trasformazione organizzativa.