Exemplary cases of sustainability leadership and intrapreneurship, and the qualities, ethical principles and/or dilemmas inherent within them.
I did not think about it before sitting down this evening (January 16, 2012), but to write about leadership on Martin Luther King, Jr. Day is to feel one’s own limitations.
When was the last time you saw the CEO of a world-class company wading knee-deep in the specification and design of sustainability metrics? Dr. Richard Stammer of Agri-Mark, Inc. (d.b.a. Cabot Creamery Cooperative) is one such person.
It used to be that good brand management simply meant finding the right positioning, leveraging well-understood media channels and delivering solid quarterly returns. Not anymore.
The basics of sustainability excellence are fairly well known by now: reduce your footprint, create products and services that help customers do the same, drive employee engagement, think value chain, track data and enable transparency, and on and on. But real leaders will go further and address the scale of the sustainability challenges we face by fundamentally remaking their
We use the word leadership easily, as if we really knew what we are talking about. But do we? We often view leaders as the ones who ride in on a white horse to save the day, to slay the dragons, to lead us out of the woods.
The great transformations in the history of humankind began with a vision -- a powerful vision that inspired and engaged people to collectively transform their reality. We have always had visionary people in our world -- some have used their vision for the good of all -- others for greed, exclusion and destruction.
This month two of us - Andrew Winston and Chris Laszlo - begin 2012 with an inquiry into how personal and brand leadership is evolving to serve both thriving businesses and a flourishing world. The question of what leadership really looks like is vital;