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Conscious Capitalism, With a New Preface by the Authors: Liberating the Heroic Spirit of Business

Conscious Capitalism, With a New Preface by the Authors: Liberating the Heroic Spirit of Business

byJohn Mackey
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Srikumar S. Rao
VINE VOICE
5.0 out of 5 starsThe world would be a better place if business were truly like this
Reviewed in the United States on December 31, 2012
I have had direct experience with hundreds of large companies in my career as an executive, academic and journalist. Quite a few have toxic work environments and I have thought deeply about how we can change this so that persons get up on Monday morning energized rather than dreading the week to come.

John Mackey and Raj Sisodia have also thought deeply about this and have articulated a coherent philosophy of what the problems are with the current structure of business, how to go about transforming it and giving lots of examples of companies. A caveat: not all companies are good at all parts of what they advocate. So when they cite an example, evaluate that company only on the characteristic they are discussing.

I found myself nodding in agreement many times as I read the book because it articulated what I deeply believe. First, business is a noble enterprise, even a heroic one. It makes life easier for every one because of new products and services offered. It lifts entire populations out of grinding poverty and channels human creativity and energy into productive avenues. True, there are downsides as many thoughtful critics of global capitalism have pointed out, such as rampant inequality, environmental degradation and fostering of excessive materialism to name a few. But these are not inherent flaws of business. They are the unfortunate by-products of the way business is currently structured and the "goals" of most businesspersons at present.

At the core of the book is the notion that a business stands for much, much more than "maximizing" value for shareholders or meeting high revenue or earnings targets. This is exemplified by a quote from Mackey in the Foreword pertaining to his famous debate with Milton Friedman, "While Friedman believes that taking care of customers, employees, and business philanthropy are means to the end of increasing investor profits, I take the exact opposite view: Making high profits is the means to the fulfilling Whole Foods' core business mission. We want to improve the health and well-being of everyone on the planet through higher quality foods and better nutrition, and we cannot fulfill this mission unless we are highly profitable. Just as people cannot live without eating, so a business cannot live without profits. But most persons don't live to eat, neither must businesses live to make profits." BTW this debate is both instructive and entertaining. You can find it on Mackey's blog or by Googling it.

There are five parts to the book. The first talks about capitalism, how it evolved and how a different form that Mackey and Sisodia call "Conscious Capitalism" is coming into being. I am not quite convinced that it is coming into being but I certainly wish it were so. Conscious Capitalism recognizes that business is a subset of society and society is a subset of the planet and requires conscious leadership at all levels to function as described.

The second part of the book talks about the higher purpose of business and why it should be consciously articulated. Whole Foods own mission comes through in Mackey's quote above. When a company is clear about its purpose and the senior executives walk the talk, tremendous creative energy is unleashed.

The next part of the book mentions the different stakeholders - such as employees, customers, shareholders, etc - and how the interests of each must be met in a balanced way. They give the example of medical students dissecting a cadaver and studying the heart. liver, brain etc as separate entities. True, these are separate but a live human being needs all of these and they have to work harmoniously. You cannot have the liver demand all the blood and leave none for the brain. In exactly the same way the elements of business - the stakeholders - all have to benefit and prosper. I entirely agree with this and the authors make an excellent case for it and give examples but it is more art than science. This is perhaps the weakest part of the book because it is so hard to manage these conflicts. In part, these are conflicts because they have been defined as conflicts in our business school education and future managers are encouraged to pick a side rather than think in terms of a "win-win" solution. Thus, in many ways, our business schools today are part of the problem.

The fourth part of the book talks about what conscious leadership is and how to cultivate it. I think this is the best part of the book and explicitly incorporates the leaders own growth on many dimensions, including spiritual, as the vehicle for an organization's growth. This is easier when you have a charismatic founder/CEO like Mackey at the helm. It is less clear when you have an amorphous group of "top mangers" at the helm each of whom is jockeying for power. And you still have the $64,000 question of what can be done when these "top mangers" have no clue about what is meant by Conscious Capitalism and have no desire to change.

The last part of the book talks about the elements of Conscious Capitalism in a company's culture and explicitly mentions concepts like love and care that are rarely discussed in a business context.

This is a book about what business can be like and should be like. The authors feel that we are in the midst of a deep transformation that will bring this about. I would love to see this happen but am somewhat less sanguine.

"Firms of Endearment" is an earlier book that Sisodia co-authored and also covers many of the same concepts though not in quite as developed form. It is also an excellent read and well worth your time.
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Anthem.K
1.0 out of 5 starsBook disappoints after a rather promising introduction by J. Mackey
Reviewed in the United States on August 19, 2022
The book's Introduction written by John Mackey interested me particularly because of the honorable mention of three great defenders of Capilism: Ludwig Von Mises, Henry Hazlitt, and Murray Rothbard. But as I started Chapter 1 and got underway, I grew disappointed. First of all, I noticed immediately the omission of Ayn Rand in his list of honorable mentions. Rand is a significant ally to Capitalism and incidentally is held in high esteem by the aforementioned men . It is, then, not surprising that the book weakens when it tries to ignore INDIVIDUALISM's vital role in Capitalism—and ignore its credit to every single accomplishment of Capitalism in history—and to replace it with COLLECTIVISM. That is, John Mackey's "Conscious Capitalism: Liberating the heroic spirit of business" amounts to collectivizing businesses. What a breakthrough idea. His means is of doing this is Altruism, of course, though don't expect the book to explicitly admit that.

Mackey tells an inspiring story of his stakeholders helping the business to get the store back in order after a big flood. Supplying physical labor, monetary aid, credit, moral support. But then Mackey draws the conclusions that they did this merely out of love for the brand and because they are good people with good hearts. He doesn't trace their motivations to the concept of: pursuing rational self-interest aka pursuing happiness. (Read Ayn Rand to learn more about this philosophy). What happened was... they were all pursuing their personal happiness, which happily aligned in getting the store built up and running. We can accomplish great things when our self-interests align with the self-interests of others.

John Mackey makes a disclaimer in the beginning of Chapter 1 that from this point forward, except for areas otherwise noted, that he will be speaking in an "our" voice. He fails to state who "OUR" consists of, at least not up to this point of the book. Naturally it means Mackey is off the hook of what's to come from the book. How convenient.

In this "our" voice, the book rejects 'profit maximization' as a primary purpose of going into business. I agree with him if the term "profit" refers to "financial profit" because monetary gain is only part of the primary purpose. But the proper thing to say is: man goes into business to pursue personal happiness. He does NOT go into business to pursue other people's happiness! It is false to claim that a man becomes an entrepreneur in order to give people jobs, to better the environment, to set good examples of social responsibility, to provide livelihoods for family, to help contribute to the communities—all of these are terrific but they secondary consequences. They are happy by products to the primary, selfish goal of pursuing one's own happiness.

Although I don't plan to finish the book, I predict John Mackey thinks that all business owners who don't put other people's happiness first —that is, who aren't altruists—are guilty of what he coins "low conscious" capitalists. Baloney.

To wrap up, if you're planning to read this book.... if you believe in the doctrine of altruism, if you think collectivism is fundamental to man's nature (it is not), then you might buy this book.

One more thing, I resent this book's "stylistic" choice to write the book from an "OUR" perspective. What is YOUR perspective, Mr. Mackey? You were off to a great start in the Introduction.

There are moments in the early parts of the book where the narrator(whoever it is) is speaking highly of capitalism with fervor and zeal....only to cut to a socialistic passage by some CEO expounding upon the entrepreneur's responsibility to solving societal problems, providing livelihoods for families, serving communities and institutions like schools and universities. I don't equate these with being "conscious".

Where are your opinions Mr. Mackey? Are you even really a "Capitalist"? Or just cashing in on the term? If you happen to be featured on your next book, I might give it another look.
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From the United States

Srikumar S. Rao
VINE VOICE
5.0 out of 5 stars The world would be a better place if business were truly like this
Reviewed in the United States on December 31, 2012
Verified Purchase
I have had direct experience with hundreds of large companies in my career as an executive, academic and journalist. Quite a few have toxic work environments and I have thought deeply about how we can change this so that persons get up on Monday morning energized rather than dreading the week to come.

John Mackey and Raj Sisodia have also thought deeply about this and have articulated a coherent philosophy of what the problems are with the current structure of business, how to go about transforming it and giving lots of examples of companies. A caveat: not all companies are good at all parts of what they advocate. So when they cite an example, evaluate that company only on the characteristic they are discussing.

I found myself nodding in agreement many times as I read the book because it articulated what I deeply believe. First, business is a noble enterprise, even a heroic one. It makes life easier for every one because of new products and services offered. It lifts entire populations out of grinding poverty and channels human creativity and energy into productive avenues. True, there are downsides as many thoughtful critics of global capitalism have pointed out, such as rampant inequality, environmental degradation and fostering of excessive materialism to name a few. But these are not inherent flaws of business. They are the unfortunate by-products of the way business is currently structured and the "goals" of most businesspersons at present.

At the core of the book is the notion that a business stands for much, much more than "maximizing" value for shareholders or meeting high revenue or earnings targets. This is exemplified by a quote from Mackey in the Foreword pertaining to his famous debate with Milton Friedman, "While Friedman believes that taking care of customers, employees, and business philanthropy are means to the end of increasing investor profits, I take the exact opposite view: Making high profits is the means to the fulfilling Whole Foods' core business mission. We want to improve the health and well-being of everyone on the planet through higher quality foods and better nutrition, and we cannot fulfill this mission unless we are highly profitable. Just as people cannot live without eating, so a business cannot live without profits. But most persons don't live to eat, neither must businesses live to make profits." BTW this debate is both instructive and entertaining. You can find it on Mackey's blog or by Googling it.

There are five parts to the book. The first talks about capitalism, how it evolved and how a different form that Mackey and Sisodia call "Conscious Capitalism" is coming into being. I am not quite convinced that it is coming into being but I certainly wish it were so. Conscious Capitalism recognizes that business is a subset of society and society is a subset of the planet and requires conscious leadership at all levels to function as described.

The second part of the book talks about the higher purpose of business and why it should be consciously articulated. Whole Foods own mission comes through in Mackey's quote above. When a company is clear about its purpose and the senior executives walk the talk, tremendous creative energy is unleashed.

The next part of the book mentions the different stakeholders - such as employees, customers, shareholders, etc - and how the interests of each must be met in a balanced way. They give the example of medical students dissecting a cadaver and studying the heart. liver, brain etc as separate entities. True, these are separate but a live human being needs all of these and they have to work harmoniously. You cannot have the liver demand all the blood and leave none for the brain. In exactly the same way the elements of business - the stakeholders - all have to benefit and prosper. I entirely agree with this and the authors make an excellent case for it and give examples but it is more art than science. This is perhaps the weakest part of the book because it is so hard to manage these conflicts. In part, these are conflicts because they have been defined as conflicts in our business school education and future managers are encouraged to pick a side rather than think in terms of a "win-win" solution. Thus, in many ways, our business schools today are part of the problem.

The fourth part of the book talks about what conscious leadership is and how to cultivate it. I think this is the best part of the book and explicitly incorporates the leaders own growth on many dimensions, including spiritual, as the vehicle for an organization's growth. This is easier when you have a charismatic founder/CEO like Mackey at the helm. It is less clear when you have an amorphous group of "top mangers" at the helm each of whom is jockeying for power. And you still have the $64,000 question of what can be done when these "top mangers" have no clue about what is meant by Conscious Capitalism and have no desire to change.

The last part of the book talks about the elements of Conscious Capitalism in a company's culture and explicitly mentions concepts like love and care that are rarely discussed in a business context.

This is a book about what business can be like and should be like. The authors feel that we are in the midst of a deep transformation that will bring this about. I would love to see this happen but am somewhat less sanguine.

"Firms of Endearment" is an earlier book that Sisodia co-authored and also covers many of the same concepts though not in quite as developed form. It is also an excellent read and well worth your time.
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Ian Mann
VINE VOICE
4.0 out of 5 stars It has proven to grow companies and countries faster than all competing ideas while at the same time raising the happiness quoti
Reviewed in the United States on April 10, 2017
Verified Purchase
The basis of Conscious Capitalism is the moral and economic superiority of Conscious Capitalism over all other economic theories. It has proven to grow companies and countries faster than all competing ideas while at the same time raising the happiness quotient of its beneficiaries.

There are four principles that underpin the practice of Conscious Capitalism: Higher purpose and core values, stakeholder integration; conscious culture and management; and conscious leadership. I am going to focus on the first two.

Author Richard Leider, asks every audience he addresses the following question: What are the two most important days in your life? Most people, he reports, identify the day they were born and an event such as their wedding day. The answer Leider wants them to get to is, obviously the day you are born, but less obviously the day you realize why you were born.

(Pause here and think about this.)

Consider how different your working life would be when it dawns on you that you were born to ensure fairness in business, which is why you are a commercial litigator. You were born to make people’s movement about their cities and country safer and smoother. That is why you are so committed to your work in the Integrated Traffic Systems department of the local roads authority.

When the employees of your company, department or unit, see their work as infused with meaning, you will see a commitment rarely seen elsewhere.

Executive of Medtronics, the world’s largest medical technology company, regularly tell staff: “Your job here is not just to make money for the company; your job is to restore people to full life and health.” To drive this point home six patients are brought to every year-end party to describe about how a Medtronic defibrillator, or a stent, or a spinal surgery with a stimulator has changed their lives.

The Container Store, a hugely successful, multinational chain of stores selling containers, practices Conscious Capitalism. Their purpose is to “help people get organized so that they can lead happier lives.” Cofounder and CEO encourages his sales staff to do everything they can to sell customers products that they might not be aware they need.

He repeats “his lost man in the desert story” at every opportunity. Imagine a man lost for days in the desert, dehydrated, terrified and almost delusional with thirst. He sees you and desperately asks for water. Most people would feel good that they have helped the man by giving him a flask of fresh water. That is all the thirsty man asks for and wants at that moment.

However, there is so much more one can do for him. “He probably has heat exhaustion or sunstroke; he obviously needs a hat and sunscreen; he needs to be re-hydrated. You could call his wife and family and let them know he’s okay, since he’s been missing for days.”

A salesperson whose only focus is to meet target behaves very differently from salesman with a higher purpose. Up-, on- and cross-selling containers is not a way to extract more sales, but a way to get the customer more organized so he can lead a happier life. Purpose-driven salespeople outperform the target driven type across all product groups.

I have emphasised this principle of higher purpose because in my experience with a wide variety of companies in 14 countries, it is the one that seems to “get lost” over time. Often, the founders of the firm where driven by a higher purpose, but without a constant reminders, in a wide variety of ways, (bringing patients to the party or telling stories,) their initial purpose fades or is ambushed by slumps or the race to meet payroll.

It is well worth revisiting the issue of your business’ higher purpose if for no other reason than its economic value.

“Stakeholder integration,” another Conscious Capitalism principle, is a philosophical issue with profound practical consequences.

The stakeholders in any business are the shareholders, the staff, suppliers, the customers or clients, and the community in which the business operates. The common view of stakeholder groups is as a zero-sum game. There is only so much to go around and if staff get increases or suppliers are paid on time, and if contributions are made to the community, someone must get less.

The “Conscious” part of the book’s title “Conscious Capitalism, refers to wider and deeper understanding of how the world really works. People who are not highly conscious, think narrowly and in short time-frames. The do not see the whole picture and they do not see consequences.

When stakeholders are seen as an integrated whole, and this collective is not viewed in terms of a zero-sum game, we know we have to think win-win, and be highly creative.

If staff feel underpaid they will be disgruntled so they may work with less enthusiasm. This leads to lower profits of shareholders, and less satisfied customers. Businesses run on Conscious Capitalism principles outperform businesses based on other economic models.

The business is not mechanical it is organic. Every part affects every other part because each part is connected and interdependent.

There is much food for thought in this wise book. It deserves a slow read.

Ian Mann of Gateways consults internationally on leadership and strategy
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Jim H. Ainsworth
5.0 out of 5 stars Finally, the Case for Free Enterprise and Against Crony Capitalism
Reviewed in the United States on October 31, 2013
Verified Purchase
Whole Foods CEO Mackey and Co-Founder of Conscious Capitalism Sisodia teamed to write a book that should be read by every working American, no matter where they are on the wage scale or organization chart.

As I turned the first page, I was a little hesitant for two reasons. First, Whole Foods and Mackey have been portrayed as a "hippie" culture. I expected a lot of esoteric drivel that has little to do with the world of business. Mackey does mention Holotropic Breathwork, usually associated with psychedelic psychotherapy, but he doesn't drift far enough afield to lose me. Also, he does posit excellent advice in that realm that all of us can use. Second, I knew he was caught posting anonymously on Yahoo message boards criticizing a competitor. Anonymous posting is almost unforgivable until you find out that almost all such postings are anonymous.

Unless you are a stockholder or customer, you may learn more about Whole Foods than you ever want to know, but along the way, you will learn a lot of valuable insights or have your own solid beliefs confirmed in a real-world company. The best thing about this book is that it focuses attention on business and investing truisms that receive little or no attention elsewhere.

For example . . .
The Stock Market--As a former financial consultant, Mackey got my attention by correctly pointing out that short term investing is a contradiction in terms. He says it should be called trading. I say it should be called legalized gambling. This book also shines a light on a largely overlooked but very important statistic. The average holding period for stocks in the forties was twelve years, eight years in the sixties, and is now well below one year. That is not good for an efficient market and terrible for the small investor.

He also confirms another of my long-held beliefs saying . . . "the values and philosophy of Wall Street has become a type of cancer that is corrupting the healthier parts of the business system."

The Federal Reserve--The Fed has kept interest rates artificially low enabling the very financial institutions we had to bail out in the 2008-2009 debacle to make very high and virtually risk-free profits on interest rate spreads--"a prime example of crony capitalism run amok". And this . . . "much of the animosity toward capitalism today comes from the distortions that crony capitalism has created". Crony capitalism is not free enterprise capitalism, which this book exhorts. Amen.

Executive Pay--I love free enterprise, and companies who do not take government handouts should be free to pay their execs whatever they want, but that does not keep it from being bad business to pay exorbitant salaries, bonuses and perks. The best executive in the world should be able to struggle along on three million a year. Pour the rest back into R&D, employee salaries or benefits, infrastructure, and dividends that find their way back into the wider economy. Companies, like countries, should be run by people who are not motivated by the pursuit of power or personal enrichment.

The authors also talk about finding purpose in your life and in the company's life and embedding that purpose with everyone who works there. I learned early on that stories are the best way to do that and that eventually led me to write fiction. Mackey confirms that.

Mackey addresses another of my pet peeves when he discusses how all leaders, especially highly charismatic ones, are subject to the trap of narcissism and that as a nation, we worship fame for fame's sake, not skills and accomplishment.

This book quotes from several other good reads, including Drive: The Surprising Truth About What Motivates Us. Dan Pink, the author, distills our intrinsic motivations into three elements: autonomy--the desire to direct our own lives (I called it freedom), mastery (the desire to continually improve something that matters), and purpose (the desire to do things in service to something larger than ourselves).

"One of the reasons free enterprise works better than any economic system that's ever been created--particularly better than government bureaucracies and command and control structures, is that it recognizes that the collective knowledge and intelligence in a society and in organizations is wifely diffused."

This is more than a business book. It has many gems for personal lives and careers. I don't necessarily agree with everything he says or does, but Mackey may be one of the brightest and boldest CEO's in the country.

One caveat: The authors, in my opinion, unfairly criticize Jack Welch, another enormously successful CEO who happened to run a different organization in a different style--very successfully.
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Kevin Currie-Knight
VINE VOICE
4.0 out of 5 stars Doing Well by Doing Good!
Reviewed in the United States on December 31, 2012
Verified Purchase
In the October 2005 issue of Reason Magazine, John Mackey, Milton Friedman, and T.J. Rogers debated whether businesses had any larger social responsibility than to maximize profits for shareholders: Mackey was the lone voice for the affirmative. 7+ years later, Conscious Capitalism can best be thought of as an extension and years-later elaboration on Mackey's argument. This book is one part spirited defense of free market capitalism and several parts description of how businesses can and should become more aware of ALL stakeholders (shareholders, workers, customers, distributors, the environment and the community.)

Before going into the how-to's, Mackey starts with a spirited but brief defense of market capitalism. Mackey recounts how he started as a co-founder of a co-op, but left largely because others' political agendas - largely, anti-market - prevented, in Mackey's judgement, the co-op from serving its customers well. Mackey built the store that would come to be Whole Foods and discovered the potential of markets and market transactions to change people's lives. (Lest we forget, markets are less about exploitation and zero-sum thinking than they are about voluntary positive-sum transactions, each party providing what the other wants.) Sadly, when most of us think of market capitalism, we tend to think of Ayn-Rand-like glorification of selfishness and greed as well as economic reductionism (reducing everything to purely economic calculation sans 'the human element.') Needless to say, this is a perception Mackey rightly wants to change.

The rest of the book - the meat and potatoes - are about Mackey's conception of "conscious capitalism" - companies who do well by doing good. Mackey's favorite examples: Google, Amazon, Costco, Southwest Airlines, The Container Store, and (who else?) Whole Foods Market. These are companies who do well by workers, customers, distributors, investors, and other shareholders. They are driven by purpose and vision, create a good culture internally and externally, have good values-focused leadership, and can easily answer the question "What difference would there be in the world if we didn't exist?"

The book examines how these (and other) companies exemplify conscious capitalism's four tenets: (a) have and keep to a strong vision for the company, (b) have value-focused leadership, (c) try as best as you can to take care of all stakeholders (investors, workers, customers, etc) rather than seeing them as antagonistic to each other, (d) create a strong culture internally and externally. Whole Foods, for instance, has a strong mission of bettering people's eating habits. Southwest Airlines has always gone out of its way to create a good and relatively egalitarian work environment. Google cares as much about creating beneficial tools that people can use as it does about increasing profits. Etc.

One of the areas Mackey touches on in the book's appendix, but I wish he'd focus on more - is convincing us that businesses practising conscious capitalism can be successful while doing good things. His appendix cites some good data available elsewhere, but doesn't really go much into that data. (And one has to wonder, if conscious capitalism is a good business strategy, why haven't more folks been 'doing' it a long time ago? After all, markets reward those who are successful. Jack Welch - about whom Mackey has nothing remotely positive to say, with good reason - successfully ran General Electric for many years with his very unconscious capitalism.) Of course, it does make sense that treating stakeholders well is good for business (customers will support those who treat them weil, workers will work harder and stay longer when they are happy, etc.) But I couldn't really see a skeptic being very convinced by this book. (One objection not spoken to: Mackey is clear that conscious capitalism sometimes requires sacrificing short-term gains for long-term gains, but, will one really be able to secure investors, pay distributors fairly, etc, if one is quick to subordinate short-term gains to anticipated long-term gains?)

Anyhow, this book was a pleasure to read. It is refreshing to see an author like Mackey defending the idea that one CAN do well by doing good, one CAN do good things for others and (unapologetically) make a profit. To this reader, at least, this is what capitalism and markets are supposed to be: companies and consumers voluntarily making positive sum transactions producing "mutual gains from trade."
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Anthem.K
1.0 out of 5 stars Book disappoints after a rather promising introduction by J. Mackey
Reviewed in the United States on August 19, 2022
Verified Purchase
The book's Introduction written by John Mackey interested me particularly because of the honorable mention of three great defenders of Capilism: Ludwig Von Mises, Henry Hazlitt, and Murray Rothbard. But as I started Chapter 1 and got underway, I grew disappointed. First of all, I noticed immediately the omission of Ayn Rand in his list of honorable mentions. Rand is a significant ally to Capitalism and incidentally is held in high esteem by the aforementioned men . It is, then, not surprising that the book weakens when it tries to ignore INDIVIDUALISM's vital role in Capitalism—and ignore its credit to every single accomplishment of Capitalism in history—and to replace it with COLLECTIVISM. That is, John Mackey's "Conscious Capitalism: Liberating the heroic spirit of business" amounts to collectivizing businesses. What a breakthrough idea. His means is of doing this is Altruism, of course, though don't expect the book to explicitly admit that.

Mackey tells an inspiring story of his stakeholders helping the business to get the store back in order after a big flood. Supplying physical labor, monetary aid, credit, moral support. But then Mackey draws the conclusions that they did this merely out of love for the brand and because they are good people with good hearts. He doesn't trace their motivations to the concept of: pursuing rational self-interest aka pursuing happiness. (Read Ayn Rand to learn more about this philosophy). What happened was... they were all pursuing their personal happiness, which happily aligned in getting the store built up and running. We can accomplish great things when our self-interests align with the self-interests of others.

John Mackey makes a disclaimer in the beginning of Chapter 1 that from this point forward, except for areas otherwise noted, that he will be speaking in an "our" voice. He fails to state who "OUR" consists of, at least not up to this point of the book. Naturally it means Mackey is off the hook of what's to come from the book. How convenient.

In this "our" voice, the book rejects 'profit maximization' as a primary purpose of going into business. I agree with him if the term "profit" refers to "financial profit" because monetary gain is only part of the primary purpose. But the proper thing to say is: man goes into business to pursue personal happiness. He does NOT go into business to pursue other people's happiness! It is false to claim that a man becomes an entrepreneur in order to give people jobs, to better the environment, to set good examples of social responsibility, to provide livelihoods for family, to help contribute to the communities—all of these are terrific but they secondary consequences. They are happy by products to the primary, selfish goal of pursuing one's own happiness.

Although I don't plan to finish the book, I predict John Mackey thinks that all business owners who don't put other people's happiness first —that is, who aren't altruists—are guilty of what he coins "low conscious" capitalists. Baloney.

To wrap up, if you're planning to read this book.... if you believe in the doctrine of altruism, if you think collectivism is fundamental to man's nature (it is not), then you might buy this book.

One more thing, I resent this book's "stylistic" choice to write the book from an "OUR" perspective. What is YOUR perspective, Mr. Mackey? You were off to a great start in the Introduction.

There are moments in the early parts of the book where the narrator(whoever it is) is speaking highly of capitalism with fervor and zeal....only to cut to a socialistic passage by some CEO expounding upon the entrepreneur's responsibility to solving societal problems, providing livelihoods for families, serving communities and institutions like schools and universities. I don't equate these with being "conscious".

Where are your opinions Mr. Mackey? Are you even really a "Capitalist"? Or just cashing in on the term? If you happen to be featured on your next book, I might give it another look.
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dave
5.0 out of 5 stars MUST READ. The ONLY Way Forward.
Reviewed in the United States on January 8, 2013
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Gallup released a poll in December 2012 about how positive people are about life in 148 countries. The world's single most pessimistic country: Singapore.

Using our usual conceptions of what makes you happy, Singaporeans should be near the top of the optimist list. For example, by any measure, they are very rich, have long life expectancies, and can drink Coke and watch re-runs of Baywatch all day long.

One theory as to why they are so miserable is that they live in the heart of the new form of authoritarian capitalism, a version of capitalism that is divorced from democracy and proving more potent than our old-fashioned social democratic version.

From Hegelian Philosopher Slavoj Zizek: "German philosopher Peter Sloterdijk once told me that, if there is a person alive to whom they will build monuments 100 years from now, it is Lee Kuan Yew, the Singaporean leader who did more than anyone else to promote and implement the marriage of capitalism and authoritarianism -- an arrangement he euphemistically referred to as "Asian values." The virus of this authoritarian capitalism is slowly but surely spreading around the globe, nowhere more so than China.

Faced with today's explosion of capitalism in China, analysts often ask when political democracy as the "natural" political accompaniment of capitalism will enforce itself. But what if the promised democratization never arrives? What if China's authoritarian capitalism is not a stop on the road to further democratization, but the end state toward which the rest of the world is headed?"

In this instant classic, John Mackey and Raj Sisodia have presented the only fully-developed alternative to this dystopic potential future.

From a recent Forbes article by Steve Denning: "Mackey and Sisodia argue that the new management paradigm is necessary in part because the landscape for business has been transformed. People today care about different things and are better informed, better educated, and better connected than in the past; their expectations from businesses in their roles as customers, team members, suppliers, investors, and community members are rapidly changing. Unfortunately, most companies have not evolved to keep pace with all these changes and are still doing business using mind-sets and practices that were appropriate for a very different world. It is now time to change that.

These changes are challenging. They also offer great business opportunities which however cannot be effectively addressed if we use the same mental models we have operated with in the past. "Business as usual" will not work anymore. We need a new philosophy to lead and work by." [...]

It is hard to overstate how absolutely critical this debate is for the future of humanity. There should no longer be any doubt: global capitalism is fast approaching its terminal crisis. Zizek has identified the four horsemen of this coming apocalypse: the worldwide ecological crisis; imbalances within the economic system; the biogenetic revolution; and exploding social divisions and ruptures. But, he asks, if the end of capitalism seems to many like the end of the world, how is it possible for Western society to face up to the end times?

The answer: Conscious Capitalism.
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M. Renee Orth
4.0 out of 5 stars Inspiring spin tarnished by logical fallacy
Reviewed in the United States on February 13, 2013
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I read Conscious Capitalism after receiving numerous emails, texts and calls from friends who saw it advertised in Whole Foods. They were concerned because I've just published a book, Conspiracy of Dreamers: Capitalism at the Service of Humanity - they thought I'd been trumped by someone with a much wider platform. I must say, I'm relieved that I released mine first because the similarities in underlying philosophy are startling - IMO a sign that we are witnessing the same unfolding evolutionary wave.

Where Mackey and Sisodia address the leaders of conscious enterprises, my own work concentrates more on the systemic changes that can empower more and deeper consciousness among all. In Mackey's and Sisodia's conception it seems that leaders are the main drivers of change. This is certainly part of the solution, but this model is a bit too paternalistic for my taste (as is the authors' foray into the personal habits of would-be conscious leaders - probably not a coincidence).

My main criticism of the work is the claim, repeated numerous times throughout the book, that capitalism is inherently ethical because it is based on voluntary exchange. I would say that voluntariness is necessary but very far from sufficient for a system to qualify as ethical. The absurdity of this blanket endorsement of a system that has perpetrated horrific injustices against humans and the planet made my stomach turn and almost kept me from reading the book. I don't know why these otherwise rational authors went with such an extreme and irrational position on this one point.

In my own opinion, the current structure of capitalism (separate from the consumerist culture it has spawned) is engineered to sever the ties between cause and effect. Indeed, the corporate form is, at its core, designed to allow investors to reap the benefits of enterprise without being accountable for the immoral actions of the enterprise (except to the extent of their monetary investment). This disconnect is not just legal, it is also psychological. How, for example, does someone like Bill Gates, who is sincerely interested in relieving the plight of the impoverished, own shares of Monsanto? Or anyone else with a conscience for that matter. Mackey's and Sisodia's blindness to the shortcomings of the current incarnation of capitalism is disheartening.

If you're interested in a more democratic, realistic, but even more optimistic take on the potential of capitalism to evolve, consider reading Conspiracy of Dreamers.

[...]
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Michael Shearn
5.0 out of 5 stars Great book for investors!
Reviewed in the United States on February 12, 2013
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I highly recommend Conscious Capitalism to anyone interested in either investing in or building a sustainable business. Mackey and Sisodia clearly explain the fundamental principles needed to build a lasting business. These principles are brought to life through real world examples (Mackey's personal experiences as founder of Whole Foods Market), counterexamples, and colorful analogies ("a company built on fear and stress is like a house infested with termites -- it may look fine from the outside but it is being eaten away from the inside until one day, it just collapses"). Many business books only provide general principles or emphasize tactics rather than tenets.

The book provides a different mind-set to help readers think about how a business should operate. For example, most managers believe that a business needs to routinely make trade-offs among its customers, suppliers, and employees to benefit investors. There is also the commonly held belief that a business must constantly squeeze its suppliers to improve its profitability. The authors effectively challenge the traditional "way of doing business" by advocating a philosophy of collaboration and partnership with stakeholders. I found the discussion on financial incentives particularly interesting. I have always assumed financial incentives were the best tool in motivating managers and employees. I learned financial incentives only work well when financial performance is outstanding and can actually turn against the company when times are most difficult (i.e. when you most need managers and employees to be motivated).

As I read the book, I realized that conscious capitalism principles are the main ingredients in every successful and long-lasting business. Conscious capitalism is not a new way of thinking but it explains the way of thinking that has created some of the most enduring businesses in the world. By viewing a business through the lens of conscious capitalism, you are in a better position to identify those businesses that will create value over a long period of time, which also allows you to profit from these insights. The book serves as a roadmap for identifying visionary leaders and the companies they create. These are the types of leaders who take the time to hire good employees, and view competitors not as enemies to be crushed but as teachers. Contrast this with businesses that mislead or mistreat customers, leaders that line their own pockets, and businesses that squeeze their employees and suppliers.

As such, I highly recommend the book.
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GKD
5.0 out of 5 stars This book should be required reading in all business schools.
Reviewed in the United States on February 28, 2013
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I found this book to be enormously inspiring. When I finished it, I felt as though I'd had an evangelical experience. It makes you wonder why business hasn't always been conducted in this way. I guess the answer is, because we didn't know any better. We had to evolve to this point, just as we've stopped pouring industrial waste into our rivers and no longer x-ray our feet at the shoe store.

I'm no tree-hugger. I'm not even that much of an environmentalist, but I do recognize a good idea when I read about it. We have a responsibility to our planet and to each other to make this world the best it can be. John Mackey may have amalgamated the ideas of a lot of other people, and he may even have co-opted the term "conscious capitalism" from Muhammad Yunus (I did my homework), but he deserves an enormous amount of credit for what he did do, i.e. put these ideas into practice and then bring them to public consciousness by writing his book.

I didn't know much about Mackey before reading the book, only what was in the news a few years ago about his postings on the Yahoo! message boards. At the time I thought his behavior reprehensible, but given that no charges were filed and that the buyout of Wild Oats was allowed to proceed (and now reflecting on his account of the events), I am inclined to believe that the "news" we were given was incomplete and more than a little tainted by the usual media spin.

In summary, I am completely taken with Mackey's ideas as expressed in his book and can only hope that the world takes notice. I must confess that as I read it I did have a sudden urge to break into a chorus of "Kum Ba Yah" from time to time. It can come across as a bit treacly. But it is a hopeful paradigm for the future of business.
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Carolyn M. Appleton
5.0 out of 5 stars The Future of Business World-wide
Reviewed in the United States on September 27, 2013
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"People are most fulfilled and happiest when their work is aligned with their own inner passions. Personal passion, corporate purpose, and business performance all go together." This books is smart, thoughtful, comprehensive and eye-opening. Anyone thinking about launching a new business - and those who have been in business for many years - will both benefit. Written by John Mackey, Co-CEO of Whole Foods Market and Raj Sisodia of Babson College, the book begins with a look at John's early experiences in Austin founding Whole Foods.

Having no formal business background myself, I gained many new insights and inspiration from "Conscious Capitalism." John and Raj cite several examples of purpose-driven companies that are successful and highly regarded, from Southwest Airlines, The Container Store and Google to UPS and TATA. I found telling a Gallup poll about human happiness cited by the authors that revealed, "... the leading determinant of happiness is 'a good job': work that is meaningful and done in the company of people we care about," rather than wealth, health or family. Every aspect - or "stakeholder" - of business is discussed in detail in the book from employees to customers, from suppliers to investors, from the environment to nonprofit organizations. As a longtime nonprofit executive, I appreciated the opinion of the authors, "business is a natural ally of the nonprofit sector, and the two should work hand in hand. Conscious businesses seek ways to be more effective serving their community stakeholders. Conscious nonprofits can leverage this desire to help fulfill their own purposes."

Helpful information regarding leadership skills, the importance of innovation, how to transform into a "conscious" business, and the positive effect conscious capitalism can have on the "bottom line" is included. The book contains an extensive bibliography for additional follow-up. I was impressed - but not surprised - that the book was published by Harvard Business Review Press.
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