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SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good Hardcover – August 25, 2009
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From Publishers Weekly
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
—Andrea Jung, chairman and CEO of Avon Products
“A brilliant report from the front lines of companies creating the future by accomplishing the seemingly impossible.”
—Daniel Vasella, chairman and CEO of Novartis
“Rosabeth Moss Kanter . . . breaks new ground in SuperCorp by envisioning the corporation of the future that creates long-term value through breakthrough strategies that help solve intractable social problems.”
—Bill George, former chairman and CEO of Medtronic and author of True North
“This is the book that the world has been anxiously waiting for, perhaps Kanter’s most notable, certainly one of the most important books of this decade.”
—Warren Bennis, University Professor at the University of Southern California and author of On Becoming a Leader
“Kanter makes a compelling case about the role played by corporate culture, values-based decision making, and larger societal issues in the creation of sustainable success.”
—Ivan Seidenberg, chairman and CEO of Verizon
“Innovative insights on how companies–and their leaders–can be at the vanguard of the twenty-first century. . . . Timely, informative, and uplifting–all of the qualities of a great read!”
—David Gergen, CNN senior political analyst and White House counselor to four U.S. presidents
“Kanter’s careful analysis goes beyond the platitudes by offering solid examples and important insights.”
—Samuel J. Palmisano, chairman, president, and CEO of IBM
“Unless your business is also serving a social purpose you miss an opportunity for innovations that bring profits. Rosabeth Moss Kanter, one of our most outstanding scholars, excels in her characteristic manner by taking the lead and developing practical ideas for the leaders of the future.”
—Ram Charan, coauthor of Execution: The Discipline of Getting Things Done
Top Customer Reviews
My point is, that becoming a "SuperCorp" (however defined), especially in the current economy, is an admirable achievement but does not necessarily ensure a permanent position. That is why Reggie Jones selected Jack Welch to succeed him as CEO and then told him to "blow up" GE. That is why Toyota continues to generate so many suggestions to improve its incomparable production system and incorporated more than two million of them last year. That is why not once or twice but at least three times thus far, Tiger Woods has made radical changes in his swing (i.e. grip, stance, take-away, and/or follow-through) because he competes only against himself, no one else, and realized that improvements were needed.Read more ›
What makes Kanter's book so compelling is the emphasis she places on social responsibility; the "vanguard companies" realize that taking care of people (employees, customers & the general public) goes a long way towards taking care of the bottom line. Also, like Paul Herr suggests, it's time to turn the typical hierarchial organization upside down, to create a more responsive and innovative workplace. This tends to improve communication within the organization, while creating a more positive environment for all the employees. The inevitable result: A highly engaged group of employees, with high morale & high productivity.
As we all know, the vast majority of corporate America has not been successful in achieving that sort of environment for quite some time; hence, poor productivity & lousy profitability.
Help is on the way. This book (hopefully) is destined to be widely read, even by the pompous CEOs in corporate America. The case studies of the successful corporations, like IBM & Proctor & Gamble are very real; the blueprints for success are tangible and not difficult to follow. The opportunities for struggling companies to turn things around are attainable, as long as the leadership is willing to accept positive change.
Let's hope they're listening this time around.
A key premise of the book's thesis is that by including "higher values and principles" in the firm's mission statement and broadening that mission to include goals other than market dominance or shareholder value strategies will focus on more secure and longer-term objectives, within which the more traditional goals will be ensured. Thus, for example, IBM, one of the vanguard companies referred to throughout the book, lists among its "overarching values" dedication to every client's success, innovation that matters for the company and the world, and trust and personal responsibility in all relationships. These core values have translated into highly successful strategic initiatives that have not only led to IBM'S outstanding financial performance, but have yielded a range of additional strategic payoffs such as competitive differentiation and attracting and motivating highly talented staff.Read more ›
Most Recent Customer Reviews
In this excellent read, Harvard Business School professor Rosabeth Kanter demonstrates (through years of meticulous field research) the art of the possible: highlighting paragon... Read morePublished on October 21, 2010 by AmaranthCG
"And sow fields and plant vineyards,
That they may yield a fruitful harvest." -- Psalm 107:37
No one explores and describes management culture, practices, and... Read more
Dr. Kanter is well known for her research and publications at Harvard Business School. Three years, 350+ interviews, 15 firms in 20 countries, provided the rich result of this... Read morePublished on August 29, 2009 by Donald Hsu