Small Actions, Big Difference: Leveraging Corporate Sustainability to Drive Business and Societal Value 1st Edition
| CB Bhattacharya (Author) Find all the books, read about the author, and more. See search results for this author |
Use the Amazon App to scan ISBNs and compare prices.
Despite dire warnings about global warming, carbon emissions by the world’s largest companies are increasing and only a few companies have strategies for managing carbon emissions and water resources.
So what separates the best from the rest? In one word, the answer is ownership: companies that are winning at sustainability have created the conditions for their stakeholders to own sustainability and reap the benefits that come with deeper experience with and ownership of social and environmental issues: a happier, more productive workforce, increased customer loyalty, higher stock valuations, and greater long-term profits.
Based on interviews with 25 global multinational corporations as well as employees, middle managers, and senior leaders across multiple sectors, this is the first book to connect sustainability to the theory and principles of psychological ownership and to propose a succinct, easy-to-digest model for managerial use.
Watch the author talking about the themes in the book at the TedX: https://www.youtube.com/watch?v=7XpmsD2b76U
Frequently bought together
Customers who viewed this item also viewed
Editorial Reviews
Review
"Everywhere we turn, we hear the word 'sustainability’. But what are companies actually doing? CB Bhattacharya’s honest and bracing answer is simple: Not enough. But in this smart, actionable book, he shows how companies can change their ways. By making sustainability central to your purpose, he says, you can improve the health of communities and the planet ― and build a better, more profitable business. Small Actions, Big Difference belongs on every leader’s bookshelf."
Daniel H. Pink, New York Times bestselling author of WHEN and DRIVE
"When the world finally makes the turn to sustainable development, it will have been pioneers such as Professor CB Bhattacharya who will have made the difference. Professor Bhattacharya has long understood that sustainable development – combining economic progress with social inclusion and environmental sustainability – is not a gimmick or a pleasantry, but a vital need for the planet and therefore for each of us. He continues his great efforts in this new and important book, a very wise and clearly written guidebook to sustainability for business leaders."
Jeffrey Sachs, New York Times Bestselling Author, University Professor, Columbia University
"CB Bhattacharya’s book Small Actions, Big Difference is a powerful rallying cry for business to take full ownership of delivering sustainable and equitable growth. As this book argues, business must re-double its efforts through new thinking and a values-based approach that puts people and the planet first."
Paul Polman, CEO Unilever, 2009-2018
"Small Actions, Big Difference is an important and timely book for businesses who are beyond the "why" and "what" phase of sustainability and firmly on to the "how". It is an important and practical contribution for those looking to drive sustainability through their organization. Based on the authors academic excellence and extensive work with practitioners over decades, it is backed up with relevant case studies and research on what works and what doesn’t to drive sustainability impact AND business success. In an era, where business has never been under more pressure or more needed to lead on sustainability, it is a welcome contribution and recommended read for both generalist and specialist alike."
Peter Lacy, Senior Managing Director, Accenture Strategy
"The title and the cover picture of this book are a perfect synthesis of the book itself. Sustainability is often the sum of many apparently obvious thoughts and simple actions, resulting in a powerful and large positive impact on mankind. A fascinating discovery for the reader and a powerful call to action."
Francesco Starace, CEO, Enel
"There’s lots said about the ‘why’ of sustainable business much less about the ‘how’ and that’s what CB does here so effectively and succinctly, distil the theory into tough, practical action that’s needed to make sustainable change stick!"
Mike Barry, Chief Sustainability Officer, Marks and Spencer
"In Small Actions, Big Difference, Professor Bhattacharya cogently brings into focus the inherent conflict between short-term goals and long-term deliberate corporate action around Sustainability. He challenges the somewhat myopic view of organizational success, compelling readers to re-think the very Purpose of business itself. Well researched and honest, CB's articulation is persuasive and relatable. He moves away from the usual finger-pointing and takes the bold stance of linking Profits to Sustainability. He thus elevates Sustainability to the top of the agenda; making it everybody’s day job, especially that of the Leadership."
Vipin Sondhi, CEO, JCB India
"This book is an urgent, clear-eyed and eminently implementable clarion call to companies the world over to make a palpable and meaningful contribution to the battle against the environmental and social ills that threaten to destroy our planet and its inhabitants. Bhattacharya’s research into the barriers companies face in being sustainable, rather than simply saying or wishing they are, is incisive both in breadth and depth. The framework Bhattacharya builds based on his insights to get every employee to take ownership of sustainability is sensible, practical and ultimately essential if companies are to truly transform themselves into stewards of the environment and society. Essential reading for anyone in the business world who wants to go beyond good sustainability intentions to actually making a real difference."
Joel Makower, Chairman and Executive Editor, Greenbiz Group Inc.
"This book does three key things ... a) creates a good conceptual frame around the issue b) develops a model for transformation and c) provides countless examples that help inform and motivate. For companies like DBS, who are relatively new on this journey, all of these are invaluable. One of my best reads this year!"
Piyush Gupta, CEO, DBS Bank
About the Author
CB Bhattacharya is the H. J. Zoffer Chair in Sustainability and Ethics at the Katz Graduate School of Business, University of Pittsburgh, Pennsylvania. He is a world-renowned expert in business strategy innovation aimed at increasing both business and social value. He is co-author of Leveraging Corporate Responsibility: The Stakeholder Route to Maximizing Business and Social Value and co-editor of Global Challenges in Responsible Business.
Don't have a Kindle? Get your Kindle here, or download a FREE Kindle Reading App.
Product details
- Publisher : Routledge; 1st edition (October 2, 2019)
- Language : English
- Paperback : 198 pages
- ISBN-10 : 0367337568
- ISBN-13 : 978-0367337568
- Item Weight : 11.4 ounces
- Dimensions : 6.14 x 0.49 x 9.21 inches
- Best Sellers Rank: #1,009,446 in Books (See Top 100 in Books)
- #249 in Business Ethics (Books)
- #506 in Business Development
- #739 in Sustainable Business Development
- Customer Reviews:
About the author

CB Bhattacharya is the H.J. Zoffer Chair in Sustainability and Ethics at the Katz Graduate School of Business, University of Pittsburgh. He is a world renowned expert in business strategy innovation aimed at increasing both business and social value. His research and teaching focuses specifically on how companies can use under-leveraged intangible assets such as corporate identity, reputation, corporate social responsibility and sustainability to strengthen stakeholder relationships and drive firm market value.
CB is part of a select group of faculty that has been named twice to Business Week’s Outstanding Faculty list. He has been recognized by both Thomson Reuters and Google Scholar as one of the top cited scholars in his field. He has won several best paper awards, teaching awards and research prizes. He was also a finalist for the Aspen Institute’s Faculty Pioneer Award in 2007. In addition, he received the Emory Williams Distinguished Teaching Award in 1995, the highest teaching award at Emory University.
He received his PhD in Marketing from the Wharton School of the University of Pennsylvania in 1993, his MBA from the Indian Institute of Management in 1984 and his Bachelors (with Honors in Economics) from St. Stephens College, Delhi in 1982. Before joining ESMT in 2009, he was the Everett W. Lord Distinguished Scholar and Professor of Marketing at the School of Management at Boston University. Before joining Boston University, he was on the faculty at the Goizueta Business School, Emory University. Prior to his PhD, he worked for three years as a Product Manager in Reckitt Benckiser plc.
Prof. Bhattacharya has conducted research and consulted for many organizations such as Allianz, AT&T, Bosch, Eli Lilly, E.ON, General Mills, Green Mountain Coffee, High Museum of Art, Hitachi Corporation, Procter & Gamble Company, Prudential Bank, Timberland and Unilever. As an expert in corporate responsibility and sustainability, he is often interviewed and quoted in publications such as Business Week, BBC, Forbes, Financial Times, Newsweek, The New York Times and The Economist and on TV stations such as, CBS, NBC, PBS and Times Now. He frequently delivers keynote speeches or brings in his insights as a panelist at company, industry, and academic conferences and conventions.
Customer reviews
Top reviews from the United States
There was a problem filtering reviews right now. Please try again later.
CB Bhattacharya’s book “Small Actions Big Difference” is a very timely book that brings to life what every organization should be striving for.
First this book is not simply an academic exercise. As someone who has worked at the interface of finance and sustainability for a long time, I have read several publications on this topic and most of them articulate the problems we face but leave you with a feeling of being overwhelmed and paralyzed. CB takes a different stance; first he explains the importance of WHY we should be concerned about sustainability and societal value and then takes us through the WHAT and HOW we should approach these challenges. This is a real differentiator making it not just about ideas but about implementation. Central to his argument is an approach based on People, Planet and Profit. You don’t have to compromise any of them to achieve sustainable growth.
Case studies throughout the book bring to life small but sustainable changes that organizations have undertaken globally over the years and the payoffs. These pioneers have led the way and shown how organizations can not only generate profits but do so in a responsible manner.
Ownership is another central theme. Purpose is key to the current generation – they are increasingly more concerned about the environment. One particular line from Chapter 2 resonated with me – “The crucial shift from egocentric to ecocentric paradigm is driven by cultivating the values of stewardship – sharing nature and caring for it with others.” Purpose and Ownership!
A simple and succinct framework in this study offers practical advice that make it easy for any organization to follow through. I would recommend this book to any Leader who cares to make a difference and leave a sustainable footprint for others to emulate.
In the words of Gandhi – “A sign of a good leader is not how many followers you have, but how many leaders you create”. I truly hope we are all leaders and creating leaders who will continue to make sustainability a central theme to our efforts.
What is interesting is that Bhattacharya’s stories of “how” have embedded within them the case for why corporate sustainability—not only are there cost savings, investor attraction and customer appeal, but, as the sustainability practice spreads throughout the firm in ways the book teaches, the employees become more confident and self determined, and ultimately committed to their work, each other, and their shared purposes. The longer term focus that sustainability and social responsibility entail prepares employees to collectively anticipate and steward their companies through good times and bad. As Bhattacharya points out, “sustainability is making an investment in the future,” making financial and organizational resiliency more likely.
Each chapter provides a lens on applied sustainability, like the chapter called “Demystify”—instructing best practices for sustainability metrics (both direct like carbon reduction and indirect like customer loyalty and employee retention) and how they can be used for wider engagement. The following chapter, “Enliven,” stresses three key levers for enlivening the whole organization, both to speed the path to sustainability and to reap the benefits of widespread sustainability engagement: co-creation, communication, and celebration. Sustainability is a collaborative and cross-functional sport, demonstrating that organizations are interconnected systems that rely on human skills of connection for fruitful innovations.
The shared spirit that arises from widespread co-creation of sustainability and social responsibility in a company infects and attracts wider circles of stakeholders in ways that create a context for sustainability progress in the individual firm. I suspect that the practice of co-creating sustainability supports a systems awareness in the practitioners, if only seeing the firm as located within society and the environment and mutually dependent on them. One kind of expansion of activity beyond the border of the individual firm can be seen in the growing number of pre-competitive sustainability alliances between firms (such as joint long-term alternative power purchases) that strengthen the overall resilience and solvency of the collaborating firms. Connections between the welfare of any business to the welfare of the wider world underlies Bhattacharya’s final chapter of advice, “Expand.” Corporations are not islands in themselves,
The bigger story of how capitalist corporations can and must evolve to help society meet the challenges of the future that is embedded in Bhattacharya’s wisdom was confirmed in my interviews with successful corporate sustainability leaders. For instance, a strict short-term financial focus blocks much of the needed innovation that requires a longer time frame, disengages employee creativity and commitment, and will fail to prepare the company for future resiliency. This is in part a governance issue, disengaging from a fixation on short term shareholder returns. It also requires leadership skills for the transition. The sustainability leaders that I interviewed described ingenious ways they stretched the time frames of managers so that employees were empowered to make longer term innovations and improvements.
It turns out that worthwhile corporate purposes, well beyond a financial focus, that connect with employee purposes, bring greater prosperity for a firm, through good and bad times Bhattacharya’s beautiful book of learning from his large group of global sustainability experts had a similar and hopeful subtext: capitalist corporations with a long term future will necessarily work for widely beneficial purposes, not just shareholder and executive financial returns. These companies will organize themselves to serve the people (including the employees) and the long-term fate of the planet. Such purposes can engage all employees and gain the loyalty of external stakeholders which will in turn accrue to organizational resilience and viability.
Every corporate sustainability leader I have talked to knew that their companies were not doing enough to address the climate catastrophe and expressed a deep wish that there will be some profound shifts, like greater customer demand for sustainability, prices on carbon and government regulation. How society will demand changes of our institutions sufficient to address climate is not yet known, but society will demand that, as the rapidly advancing tragedies of inequity, non-sustainability and climate catastrophe become evident. Those organizations that take this transformation on themselves are far more likely to thrive into the future and make a better world as well. Bhattacharya's book gives a blueprint on how to make this happen.
Top reviews from other countries
In Part I of the book, Professor CB Bhattacharaya lays out the context. He presents evidence that most companies have failed in corporate sustainability endeavors and makes a strong case for letting all stakeholders (and especially employees) take ownership of sustainability. He gives an example of a leading consumer goods firm to make this point.
The next three parts of the book detail the author's sustainability ownership model.
Part II (Incubate) elucidates the first two steps of the model: -
a) Contour: Understanding the purpose of your company? Why does it exist?
b) Concertize: Based on the purpose, understanding where one currently stands on the key 'material' aspects of sustainability performance and set measurable and achievable goals on where one wants to be.
Part III (Launch) describes the next two steps to establish ownership, the key to success.
a) Entice: Sell sustainability to stakeholders (connecting with the head and the heart).
b) Enable: Create systems, structures, and training to enable stakeholders for success.
The final part of the book (Entrench) illustrates how sustainability ownership can be entrenched in the company.
a) Demystify: Showing how stakeholders contribute to sustainability and thereby the company purpose.
b) Enliven: Initiatives, events, communication, and other practices to keep sustainability alive in the company.
c) Expand: Creating a broader feeling of ownership to engage all stakeholders.
Through the sustainability ownership model, the author provides a practical approach for companies to become more sustainable. I would recommend this book to all corporate sustainability practitioners.
Reviewed in India on November 3, 2020
In Part I of the book, Professor CB Bhattacharaya lays out the context. He presents evidence that most companies have failed in corporate sustainability endeavors and makes a strong case for letting all stakeholders (and especially employees) take ownership of sustainability. He gives an example of a leading consumer goods firm to make this point.
The next three parts of the book detail the author's sustainability ownership model.
Part II (Incubate) elucidates the first two steps of the model: -
a) Contour: Understanding the purpose of your company? Why does it exist?
b) Concertize: Based on the purpose, understanding where one currently stands on the key 'material' aspects of sustainability performance and set measurable and achievable goals on where one wants to be.
Part III (Launch) describes the next two steps to establish ownership, the key to success.
a) Entice: Sell sustainability to stakeholders (connecting with the head and the heart).
b) Enable: Create systems, structures, and training to enable stakeholders for success.
The final part of the book (Entrench) illustrates how sustainability ownership can be entrenched in the company.
a) Demystify: Showing how stakeholders contribute to sustainability and thereby the company purpose.
b) Enliven: Initiatives, events, communication, and other practices to keep sustainability alive in the company.
c) Expand: Creating a broader feeling of ownership to engage all stakeholders.
Through the sustainability ownership model, the author provides a practical approach for companies to become more sustainable. I would recommend this book to all corporate sustainability practitioners.
Along the way, many inspirational case examples from those that have already excelled on their own triple bottom line mission - people, planet, profit.
A real hands-on practical guide on how to apply strategy definition, operationalization and change management to the critical topic of sustainability.
Based on CB's deep knowledge and by using illustrative examples, it convincingly connects the well-being of the planet to the well-being of businesses.
Highly recommend!


