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Navigating the chaos that characterizes periods of rapid change demands tools that prepare an organization for an uncertain future. So says the founder of the Institute for the Future, who shares several 'tools of the trade' that she uses with clients to help them navigate uncertainty. Leaders must also know the difference between trends and fads, and weak and strong signals. Her 'tools of the trade' are invaluable because, as she notes, "Accounting data, competitor intelligence and consumer research covering near-term needs can be accurate and useful in the present, but they are often unreliable predictors of the future."

"Power is misunderstood." Thus begins the new book from management professors Tiziana Casciaro (Rotman School of Management) and Julie Battilana (Harvard). In this interview, co-author Casciaro shares insights from the book, including the fact that the most effective changemakers in an organization are not necessarily the people at the top; and that power is not intrinsically good or bad. She provides a four-element definition of power and shares key principles of the authors' framework for shifting the balance of power-a critical undertaking in a world beset by inequality. Armed with this understanding of how power works, she promises that we have a chance to live on this planet in harmony.

As businesses the world over begin to recover from the pandemic, many are hoping to see a new and better economic model emerge that is both socially inclusive and ecologically virtuous. Acclaimed management thinker Navi Radjou argues that transitioning from a deleterious economic system to a virtuous one will require something from each and every one of us: a major shift in our consciousness. After defining 'the seven chakras', he shares his new-to-the-world balanced representation of the chakras, with 'heart' (love and compassion) at the center. In the end, he makes it clear that we cannot reinvent our economy without first reinventing ourselves.

The global pandemic has been brutal to employees working in certain industries. The authors-consultants with the Boston Consulting Group and The Network-show how disruption to professional lives and incomes has had many questioning what type of work they will do in the future. Indeed, in their survey, almost seven in ten people said they are open to switching to completely different job roles. The authors show that automation, new careers that people favour and individual learning habits have implications for organizations everywhere. They outline six of them and warn that embracing these principles could become a key point of differentiation for companies seeking to attract and retain the best talent.

Innovators who experiment solely to validate their idea are making a dangerous mistake, and the authors point to the inventor of the Segway as a prime example. The purpose of experimentation should always be twofold, they say: to test an assumption and learn from the testing, so you can decide whether to persevere, pivot-or pull out. They show how 'radical innovators' use experiments to validate and investigate. Their investigation is a more open-ended form of experimentation, designed to illuminate overlooked factors or preferences. Most importantly, it leaves room for unexpected insights to emerge along the journey to product launch.

The past two decades have seen a resurgence of interest in applied Behavioural Science, with the popularization of concepts like nudging and choice architecture. The result: Policymakers across the globe have begun applying techniques from the social sciences to design programs and policies that go with the grain of human psychology. So, the authors ask, why have so few businesses-in particular, financial firms-embraced behavioural insights? They show what it looks like to put a 'behavioural lens' on a common business practice like customer segmentation; describe the critical role of context in applying behavioural insights; and share key principles for designing a compelling user experience.

In a wide-ranging interview, economist and board member (3M, Chevron) Dambisa Moyo describes how globalization has unravelled in recent years, but argues that, led by China, it must ramp back up. The economic growth it enables is far too important for countries around the world. Despite the rocky road ahead, she believes fortunes will still be made and discusses three particular opportunities for investors. Most importantly, she argues that corporations must now take on many of the challenges traditionally handled by governments, such as inequality and climate change. This is not a choice, she warns: Those who fail to do so will cease to exist.

Despite the pandemic in 2020-2021, the laundry care market in India, valued at INR 302.2 billion, was experiencing a healthy retail value growth of 4% over the previous year. Hindustan Unilever (HUL) dominated the Indian market as a clear-cut market leader, with around 43% of the market share in terms of value in the retail market. Ariel, Procter & Gamble's (P&G) premium laundry detergent was meant to be a head on challenger to Surf Excel of HUL., P&G was clearly banking on this campaign. P&G was concerned about the sustainability of the campaign in the long run. Even though the campaign was a success, the company was not gaining market share. This made them re-evaluate the campaign to decide a future course of action.

The Intel AI for Youth case tells the story of a global educational initiative spearheaded by Intel's public affairs group. Intel executives are seeking to establish artificial intelligence (AI) education and skilling programs for public school systems in international markets that are important to Intel's business. The key decision point of the case is how to bring a program that has already been successfully introduced in nine different countries to Intel's home market in the United States. Behind this core decision are the larger questions about the creating and capturing the value of corporate responsibility and sustainability initiatives. At the time of the case, Intel is making big bets on being a leader in the emerging AI economy, a market that some analysts see growing to nearly $16 trillion within this decade. If Intel can successfully capture a substantial portion of this growth, AI will be a major business line for the company. By analyzing the case, students discover the multiple ways that the AI for Youth initiative supports the development of this market and allows discussion of how Intel can benefit from its growth.

In March 2021, the Chinese government blocked access to H&M on leading e-commerce, ride-hailing, daily-deals, and map sites. The online blocking and calls for customer boycotts were in response to H&M's September 2020 statement that it would no longer source cotton from Xinjiang because of concerns about forced labor. At the time, H&M operated more than 500 stores in China, and it was the company's fourth largest country market. How will the boycott impact the H&M brand in China? How will H&M's decision impact its brand in other markets, such as the U.S., Germany, and the UK? Should H&M change its sourcing stance in China? Which stakeholders should H&M target in its messaging? Should H&M issue new supply chain statements?

The case describes the launch in the UK and Ireland in April 2020 of the mobile app Treeapp, intended to help combat the effects of climate change by enabling users to plant trees for free. The app is funded by Treeapp's brand partners, who pay £1 to Treeapp every time a user watches an advert on their phone. Part of the payment goes to NGOs around the world who manage tree-planting projects.

Today's organizations rely on networks of dynamic systems of "agile" teams to get work done. Teams are distributed, transient, and loosely bounded in service of responsiveness and innovation. The key to this new way of doing work is managing the networked ecosystem in which teams are embedded. But in the context of leading multiple teams with fuzzy boundaries and shifting membership, the average overwhelmed manager quickly defaults to what is nearest in urgency: managing internal team dynamics and responding to internal customer demands. Drawn from field interviews with 100 top-performing team leaders, this article presents a framework-for-action to leaders who want to engage the networked ecosystem with intention and precision, including specific tactics for identifying and influencing high-leverage stakeholders.

Non-financial environmental, ethical, social, and governance (EESG) sustainability performance is growing in importance for corporations looking to create shared value for all stakeholders. The mission of profit-with-purpose seeks to create shareholder value and fulfill environmental, social, and governance responsibilities. In pursuing this profit-with-purpose mission, management is key in creating a balance between wealth-maximization for shareholders and welfare-maximization for all stakeholders. As sustainability initiatives are being incorporated into all levels and aspects of business, the global adoption of profit-with-purpose companies is inevitable. Anyone involved with business sustainability, corporate governance, or business finance will benefit from this book as it covers all aspects of business sustainability while focusing on the idea of profit-with-purpose. Chapter 3 offers a discussion on the evolution, relevance, status, and future of benefit corporations (BCs). Benefit corporations are established to work toward some social good beyond their own interests. They are intended to maximize positive impacts, minimize negative effects, and create positive impacts on the community, environment, customers, employees, and suppliers. EESG is a major factor in measuring a benefit corporation's success. Benefit corporations have certain laws and regulations they have to follow. Examples of states with a benefit corporation legislation are provided with descriptions of the legislation; examples of benefit corporations are also given, including Etsy, Patagonia, and Tofurky. The structure of benefit corporations is explored, including how to create a new company in the benefit corporation form. Interest in benefit corporations has been growing in recent years and will continue to do so.

Non-financial environmental, ethical, social, and governance (EESG) sustainability performance is growing in importance for corporations looking to create shared value for all stakeholders. The mission of profit-with-purpose seeks to create shareholder value and fulfill environmental, social, and governance responsibilities. In pursuing this profit-with-purpose mission, management is key in creating a balance between wealth-maximization for shareholders and welfare-maximization for all stakeholders. As sustainability initiatives are being incorporated into all levels and aspects of business, the global adoption of profit-with-purpose companies is inevitable. Anyone involved with business sustainability, corporate governance, or business finance will benefit from this book as it covers all aspects of business sustainability while focusing on the idea of profit-with-purpose. Chapter 4 discusses how corporate culture enables the formation of social enterprises and hybrid organizations, two types of organizations whose purpose is to make a profit while generating positive impacts on society, communities, and the environment. Organizational culture is the environment that is influenced by unwritten and implicit rules, creating expectations for how people can behave and how organizations guide behavior and protect value through people. Corporate culture can play an important role in determining a business's mission and success. The board of directors sets the tone in promoting a culture of competency, fairness, and integrity. Hybrid organizations are entities that combine profit-seeking goals with a social mission; social enterprises are entities established to generate social and environmental impacts by conducting businesses with beneficiaries as patrons. Diversity, inclusion, and social justice in the workplace is becoming more and more important. A discussion of corporate culture and whistleblowing is also offered.

Non-financial environmental, ethical, social, and governance (EESG) sustainability performance is growing in importance for corporations looking to create shared value for all stakeholders. The mission of profit-with-purpose seeks to create shareholder value and fulfill environmental, social, and governance responsibilities. In pursuing this profit-with-purpose mission, management is key in creating a balance between wealth-maximization for shareholders and welfare-maximization for all stakeholders. As sustainability initiatives are being incorporated into all levels and aspects of business, the global adoption of profit-with-purpose companies is inevitable. Anyone involved with business sustainability, corporate governance, or business finance will benefit from this book as it covers all aspects of business sustainability while focusing on the idea of profit-with-purpose. Chapter 1 introduces the concept of profit-with-purpose in promoting shared value creation for all stakeholders. Business sustainability is becoming more and more important to investors and regulators worldwide, and public companies are typically expected to disclose nonfinancial aspects of their sustainability performance in EESG areas. This chapter offers an overview of best practices of sustainability in moving toward the achievement of profit-with-purpose companies. With these best practices, future trends in sustainability performance, reporting, and assurance are presented. Profit-with-purpose companies have a dual mission: make a profit while also protecting stakeholder interests through their social benefit function. This represents a transition from pure shareholder primacy to stakeholder primacy. The effects of the COVID-19 pandemic on business are addressed throughout the chapter.

Non-financial environmental, ethical, social, and governance (EESG) sustainability performance is growing in importance for corporations looking to create shared value for all stakeholders. The mission of profit-with-purpose seeks to create shareholder value and fulfill environmental, social, and governance responsibilities. In pursuing this profit-with-purpose mission, management is key in creating a balance between wealth-maximization for shareholders and welfare-maximization for all stakeholders. As sustainability initiatives are being incorporated into all levels and aspects of business, the global adoption of profit-with-purpose companies is inevitable. Anyone involved with business sustainability, corporate governance, or business finance will benefit from this book as it covers all aspects of business sustainability while focusing on the idea of profit-with-purpose. Chapter 2 explores the concept of shared value creation for all stakeholders-shareholders, employees, customers, suppliers, communities, society, and the environment. A brief description of how companies are moving toward shared value creation is provided. Management has the biggest role in improving sustainability performance, managing related risks, and maximizing utilization of all capitals to create shared value for all stakeholders; the role of the board of directors is also discussed. Potential EESG issues need to be identified and integrated into strategic planning and supply chain management. The COVID-19 pandemic has influenced the idea of shared value and has encouraged companies to take specific EESG measures.

A dramatic dispute between two partners was about to push their long-time, successful international alliance to the verge of collapse. FamilyMart Co. Ltd. (FamilyMart) Japan and Taipei-based Ting Hsin International Group (Ting Hsin) had collaborated through a brand licensing arrangement to develop and operate FamilyMart convenience stores in mainland China for nearly 20 years. With FamilyMart stores topping the ranking of foreign convenience store brands, the collaboration appeared quite successful. However, on May 15, 2019, breaking news swept through the business media announcing that FamilyMart Japan had sued Ting Hsin in court and requested a compulsory dissolution of their partnership. A fierce feud between the two partners ensued, and an uncertain fate was closing in on the co-operation. With their 20-year brand licensing arrangement coming to an end in just a few months, both partners had to contemplate whether to extend the partnership and, if so, how to renegotiate the terms.

In 2019, an American couple were travelling the world when they settled in Bali and were employed by Spice Island Cruises (SIC). At the time, SIC was controlled by a venture capitalist who ignored local Indigenous business traditions and measured success with short-term key performance indicators. A collision between the Western and Indonesian organizational cultures resulted, and following a crisis meeting of SIC partners, the venture capitalist sold his share in the company. The American husband was appointed general manager and had only two weeks to prepare an action plan for SIC before taking over. What strategy should he follow to restore the company's reputation and employees' trust and to develop a successful future?

In 2019, SATS Ltd. (SATS), the primary ground handling and inflight catering service provider at Singapore's Changi Airport, was considering its growth strategy for the next five years. China and Japan were identified as target markets in the cold chain logistics sector. Should the company consider the Chinese air cargo market, which was in a stage of high growth but fraught with bureaucracy? Or should it focus on the Japanese air freight industry, which was more established but challenging for foreign investments? The senior vice-president of SATS needed to choose between the two opportunities.

Dupden Lepcha started Tingvong Homestay, the first homestay in the remote Dzongu region of Sikkim, India, when the region was opened for tourism in 2006. Initially, the response to Dupden's homestay was good, improving Dupden's financial position and earning him the respect of the community. With Dupden's active encouragement and help, other members of the community also established homestays. Over time, however, a few of these homestays outperformed Tingvong Homestay by creating greater awareness of their offering. Despite the government's intention to develop the region as an ecotourism hub, the pace has been slow, compelling the village council to take proactive steps. They have asked Dupden to play an active role in working closely with government officials, and now Dupden must decide whether to focus on his homestay or take up the role offered by the council and work toward the development of the Dzongu region as an ecotourism hub.