Tabla de Contenidos: “…Narta: a focused, long-term commitmentchapter 6 Large business: strategic investment; Optus: an integrated shared value model; Unilever Global: driving sustainability for business advantage; TOMS: the genius of a simple model; chapter 7 The Origin story; Shared value at work - the Origin way; The situation; The challenge; The opportunity; Assessing and addressing community needs; Ostwald Bros - a contracting partner; Constraints on measuring and reporting; The Origin Foundation; chapter 8 Charity taking the lead; Strategic development; It's a crowded marketplace; Make it easier to say yes…”

Tabla de Contenidos: “…-- Collaboration to enhance a product experience -- We-commerce -- To infinity and beyond -- Cutting out the corporation -- There's no 'I' in 'we' -- Collective good -- Open source drives collaboration -- The smartest brains are often outside of your organisation -- A problem shared is a problem solved -- The new collaborative world -- Summary: the power of many -- A new idea for a new era: the Social Business Idea -- MAC: Viva Glam, featuring Lady Gaga -- Levi's: Water<Less -- Marks & Spencer: Plan A -- Nike: Better World -- American Express: Members Project -- Unilever: Dove Campaign for Real Beauty -- Pepsi: Refresh -- The Body Shop -- Groupe Danone: Grameen Danone -- General Electric: Ecomagination -- WWF: Earth Hour -- RED -- Starbucks: Shared planet -- Whole Foods Market: Whole Foods - Whole people - Whole planet -- Sydney Water: Tap -- Summary: Social Business Ideas -- The future: making a decent profit -- The people are revolting -- Past performance is no guarantee of future success -- The biggest barrier…”

Tabla de Contenidos: “…Embraer de Brasil: de una empresa propiedad del Estado a líder global; 1.4 Shakti: Unilever colabora con mujeres empresarias en India rural; PARTE 2; Capítulo 5 ; Comercio internacional…”

Tabla de Contenidos: “…NIKOLAI -- 15 LAEISZ-HOF -- 16 PATRIOTISCHE GESELLSCHAFT -- 17 ASIA-HAUS -- 18 AFRIKAHAUS -- 19 CHILEHAUS -- 20 MESSBERG-HOF -- SPRINKENHOF -- ABRISS FÜR DIE SPEICHERSTADT: EINE ZEITREISE INSHISTORISCHE GÄNGEVIERTEL -- TOUR 4 -- HAFENCITY -- 1 ELBPHILHARMONIE -- 2 AM SANDTORHAFEN -- 3 MAGELLAN-TERRASSEN -- 4 MARCO-POLO-TOWER -- 5 UNILEVER-HAUS -- 6 ÜBERSEEBOULEVARD -- 7 MARITIMES MUSEUM -- 8 U-BAHN ÜBERSEEQUARTIER -- 9 U-BAHN-STATION HAFENCITY UNIVERSITÄT -- 10 U-BAHN ELBBRÜCKEN -- 11 BAAKENPARK…”

Tabla de Contenidos: “…Aims of Industry, Economic Propaganda and the Development of a Neoliberal Cinema -- Section 5 Post/Colonial Industries and Third Industrial Cinemas -- 17 Framing Local and International Sentiments and Sounds . Unilever and Royal Dutch Shell in a Changing Nigeria -- 18 Working through the End of Empire -- 19 Cinema-going on the Railway Tracks . …”

Tabla de Contenidos: “…La creación de valor compartido en Nestlé; 4.2. Unilever, nuevo ejemplo de valor compartido; 4.3. La experiencia de Coca-Cola Iberia; 4.4. …”

“…Javier Scherk, fundador y director de Winche Redes Comerciales, nos abre las puertas de los despachos de los grandes directivos españoles, que nos cuentan las claves del éxito comercial de empresas como Nestlé, Henkel, Unilever, Affinity, Sara Lee, PepsiCo, Bimbo, Tatay, Coty, Gallina Blanca, Kaiku, Kellogg ́s, Ferrero, Mattel, Colhogar o Egon Zehnder…”
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Tabla de Contenidos: “…Leadership -- Involvement of People -- Process Approach -- System Approach to Management -- Continual Improvement -- Factual Approach to Decision Making -- Mutually Beneficial Supplier Relationship -- Note -- CHAPTER 7 Principles for Environmental Management Systems -- Industry Leaders Improving Our World -- BASF -- Shell International Limited -- Environmental Management -- Leadership -- Sustainability Leaders -- GlobeScan/Sustainability Survey -- Unilever -- Dow Jones Sustainability Index -- Coca‐Cola -- Patagonia -- Interface -- Continual Improvement-Prevention of Pollution -- System Approach to Management -- Compliance with Legal and Other Requirements -- Performance Evaluation -- Management of Resources -- Operational Control -- Emergency Preparedness -- Notes -- CHAPTER 8 Principles for Occupational Health and Safety Management Systems -- Leadership -- GKN -- Continual Improvement -- Rana Plaza-Bangladesh -- Wal‐Mart -- A Journey -- System Approach to Management -- Compliance with Legal and Other Requirements -- Performance Evaluation -- Management of Resources -- Operational Control -- Emergency Preparedness and Response -- British Petroleum -- Notes -- CHAPTER 9 Integrated Principles for a Sustainable Business Management System -- PART III Integrated Management System Implementation: Three Steps -- Plan, Do, Check, Act-Deming -- Three‐Step Process: Identify, Insure, Improve - Pilot -- Management System Implementation -- CHAPTER 10 International Management Systems -- North America Lags Behind -- Business Benefits: Business Structure for Success -- Access to World Trade-Global Marketplace -- Reduced Risks -- Social Responsibility, Credibility, Competitive Advantage -- Improved Operational Controls -- Assess, Reflect, Act: Driving Sustainability to Business Success -- Notes -- CHAPTER 11 Management Systems…”

Tabla de Contenidos: “…Leading by Coping -- Qualities of Character and Coping -- Reflection: Character and Coping -- Understanding Our Owner's Manual -- Reflection: Clarifying Our Strengths and Growth Areas -- Eight Principles of Personal Mastery -- Leadership Growth Plan: Personal Mastery -- Leadership Growth Plan: Personal Mastery Example -- Chapter Two: Story Mastery -- Leading with Inspiration -- The Language of Leadership -- From Information to Inspiration -- A Tale of Two CEOs -- The Story of Teams -- Not All Stories Are Created Equal -- The Red Thing -- Some Short Stories That Inspire -- Reflection: Creating Your StoryLine -- Six Practices for Inspiring Stories -- Five Shadows of Destructive Stories -- Stories from the Inside Out -- Four Principles of Story Mastery -- Leadership Growth Plan: Story Mastery -- Chapter Three: Purpose Mastery -- Leading On-Purpose -- To Lever or to Unilever? -- Has Performance Become Your Purpose? -- Purpose: The Big Why -- Purpose Powers Performance -- Discovering the Core -- Identifying Core Talents -- Reflection: Core Talents -- Recognizing Core Values -- Reflection: Core Values -- Revealing Core Purpose -- Core Purpose and Core Development…”

Tabla de Contenidos: “…Gestión de la comunicación interna antes del estado de alarma de marzo de 2020 -- Gestión de la comunicación interna a partir del estado de alarma de marzo de 2020 -- Reflexiones pospandemia (key takeaways y lecciones aprendidas) -- Caso Museu Nacional d'Art de Catalunya (MNAC) -- Gestión de la comunicación interna antes del estado de alarma de marzo de 2020 -- Gestión de la comunicación interna a partir del estado de alarma de marzo de 2020 -- Reflexiones pospandemia (key takeaways y lecciones aprendidas) -- Caso Novartis -- Gestión de la comunicación interna antes del estado de alarma de marzo de 2020 -- Gestión de la comunicación interna a partir del estado de alarma de marzo de 2020 -- Reflexiones pospandemia (key takeaways y lecciones aprendidas) -- Caso RIU Hotels &amp -- Resorts -- Gestión de la comunicación interna antes del estado de alarma de marzo de 2020 -- Gestión de la comunicación interna a partir del estado de alarma de marzo de 2020 -- Reflexiones pospandemia (key takeaways y lecciones aprendidas) -- Caso RocaSalvatella -- Gestión de la comunicación interna antes del estado de alarma de marzo de 2020 -- Gestión de la comunicación interna a partir del estado de alarma de marzo de 2020 -- Reflexiones pospandemia (key takeaways y lecciones aprendidas) -- Caso Unilever -- Gestión de la comunicación interna antes del estado de alarma de marzo de 2020 -- Gestión de la comunicación interna a partir del estado de alarma de marzo de 2020 -- Reflexiones pospandemia (key takeaways y lecciones aprendidas) -- Caso Hospital Universitari Vall d'Hebron -- Gestión de la comunicación interna antes del estado de alarma de marzo de 2020 -- Gestión de la comunicación interna a partir del estado de alarma de marzo de 2020 -- Reflexiones pospandemia (key takeaways y lecciones aprendidas) -- Aprendizajes de pandemia…”

Tabla de Contenidos: “…Chapter 8: The Process Inventory Accountability Model -- Driving Employee Engagement at Spotify: Balancing Autonomy and Accountability -- Establishing a Culture of Accountability -- Process Inventory Framework Operating Model -- Process Center of Excellence (COE) -- Organizational Structure -- Process COE Process Inventory -- Lead Process Delivery -- Accountabilities -- Processes -- Required Competencies -- Manage Process Demand -- Accountabilities -- Processes -- Required Competencies -- Deliver Process Inventory and Deliver Process Models -- Accountabilities -- Processes -- Required Competencies -- Control Tower -- Accountabilities -- Processes -- Required Competencies -- Business/Functional Areas -- Process Owner -- Risk Owner -- Product Manager -- Subject Matter Experts -- Data Stewards -- Technology -- IT Asset Management -- Enterprise Architecture -- Customer Experience (CX) -- Risk -- Second Line of Defense -- Key Takeaways -- Chapter 9: Process Methods and Modeling Rules -- Unilever's Digital Transformation of Supply Chain Through Modeling Processes -- The Importance of Models -- Guiding Principles for Success -- Process Inventory -- Construct Process Inventory -- Engage Business Leaders to Plan Effort -- Best Practices -- Perform Prep Work -- Best Practices -- Standards -- Conduct Interview Sessions -- Best Practices -- Align Metadata and Perform Reviews -- Best Practices -- Conduct Readout with Leadership -- Best Practices -- Process Models -- Construct Process Models -- Identify Scope via Process Inventory -- Best Practices -- Conduct Process Modeling Workshops -- Best Practices -- Standards -- Validate and Publish -- Best Practice -- Key Takeaways -- Chapter 10: Modeling Platform and Data Infrastructure -- FedEx Dataworks: Leveraging Operational Data for Business Performance -- Business Process Analysis Platform Market…”

Tabla de Contenidos: “…Penny George: It's Never Too Late to Become a Leader -- Steve Rothschild: Finding His Calling -- Aligning Your Organization and Shared Purpose -- Keeping Your True North and Purpose in Sync -- Exercise: The Purpose of My Leadership -- Chapter 11: Empowerment -- Anne Mulcahy: Empowering People in Crisis -- The Engaged Leader -- Mutual Respect: The Basis for Empowerment -- Treat Others as Equals -- Listen Actively -- Learn from People -- Share Life Stories -- Align around the Mission -- Creating an Empowered Culture -- Marilyn Carlson Nelson: From Sweatshop to Empowerment -- Kent Thiry: The Mayor of DaVita -- Tony Hsieh's Radical Transparency -- Empowerment Is Accountability -- Alan Mulally: Empowerment with Closed-Loop Accountability -- Your Leadership Style -- Selecting Your Altitude -- Exercise: Empowering Other Leaders -- Chapter 12: Global Leadership -- Paul Polman: Transforming Unilever's Global Leadership -- Challenges of the Global Context -- Understanding Geopolitical Context -- Reinventing Business Models -- Flipping the Headquarters Paradigm -- Building Diverse Leadership Teams -- Developing Global Intelligence (GQ) -- Adaptability -- Awareness -- Curiosity -- Empathy -- Alignment -- Collaboration -- Integration -- Increasing Your GQ -- Emerging Global Leaders -- David Thai, the Serial Entrepreneur -- Tamara Rogers, the Traveler -- Peilung Li, the Rebel -- Rodrigo Mascarenhas, the Multiplier -- Abby Falik, Developing Global Leaders -- The Future for Global Leaders -- Exercise: Developing GQ -- Afterword: Stakeholders in Society -- Jack Ma: China's First Global Leader -- The Purpose of Business -- Becoming Stakeholders in Society -- New Leaders Featured in Discover Your True North -- Participants from the Original Research for True North -- Where Are They Now? …”

“…It features case studies and examples from Guinness, PwC, Rolls-Royce, Santander, Shell, Telefonica, Unilever, BMW, Hanson Trust, Cadbury-Schweppes, Kellogg, Coco-Cola, Mercedes, Rolex, among others. …”

“…When you read this book, with the descriptions of the success stories of Unilever, Repsol and CaixaBank, you will discover how your company can be turned into a symbol of good fortune for the community."""…”
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“…Using examples such as Microsoft and several others including AB InBev, Bayer, BMW, Coca Cola, IBM, Intel, Nissan (Infiniti), SAP, Unilever and Walmart, among others, Gorillas Can Dance discussed the "why", "how", and "where" of corporation-startup up partnering. …”

“…Full of practical tips and advice, this definitive handbook offers solutions to the everyday challenges of: Managing yourself Developing communication skills and emotional intelligence Managing others Setting strategic direction Managing change Managing money, resources and technology There is also on-the-ground advice from the executive frontline, with insights from leaders including Paul Polman (CEO, Unilever), Steve Marshall (Chairman, Balfour Beatty) and Cilla Snowball (Chairman and CEO, AMV BBDO). …”

“…Combining powerful new data and rich examples drawn from in-depth interviews with leaders from companies such as Unilever, Aetna, Blizzard Entertainment, and EY, The Sponsor Effect provides a seven-step playbook for how you can become a successful sponsor…”

“…The Breakthrough Challenge draws on over 100 exclusive interviews to show this shift in action, sharing the pioneering work of leaders such as Paul Polman, CEO of Unilever; Arianna Huffington, founder and CEO of The Huffington Post; Peter Brabeck-Letmathe, chairman of the Nestlé Group; and Linda Fisher, pioneering Chief Sustainability Officer at DuPont, among many others. …”

“…Topics include: Structure—create synergy by putting the right people in the right places Funding—expand opportunities with smart money moves and financial savvy Running—ensure sustainability with effective operations and accurate measurement Experience—gain the insight of those who have been there and have come out on top The companion website also features interviews with CEOs of successful socially-oriented companies like Warby-Parker Eyewear, Etsy, Patagonia, Unilever, and more, providing readers with real-world examples of successful organizations that effectively blend profit and purpose. …”