SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good

SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good

This book SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good by Rosabeth Moss Kanter (2009) is a very much interesting and a great source of knowledge for business individuals. In SuperCorp, Harvard Business School Professor Rosabeth Moss Kanter argues that for businesses to realize their full potential in the 21st century they will need to add a “social logic” to the narrow “financial logic” that's led to so much strife and dislocation over the past few years. The book traces the experience and lessons of a set of companies across the globe that are managing to pull this integration off, from Cemex in Mexico, Banco Real in Brazil, and Proctor and Gamble. (Kanter, 2009)

Few days ago, when I studied a book on business ethics, I found many interesting things in it. I think this book covers a lot of demanding topics related to business environment. In this book the author has given various options for successful business. The vanguard companies Kanter examines in this book include Banco Real, CEMEX, IBM, ICICI Bank, Omron, Procter & Gamble, Publicis Groupe, and Shirshan Bank. All of them have been literally “in the forefront of an action, an example of change to come” in terms of both social purpose and profitable enterprise, not either/or. To a much greater extend than ever before, Kanter provides within her lively narrative reader-friendly check lists that facilitate, indeed expedite frequent review of key points later.

Unlike most other business books whose authors heavily rely on lists of hollow bullet points, Kanter's checklists include detailed annotations. However different they may be in most other respects, all of the CEOs of vanguard companies she discusses in this book - Fabio Barbosa (Banco Real), Lorenzo Zambrano (CEMEX), Sam Palmisano (IBM), K.V. Kamath (ICICI Bank), Hisao Sakuta (Omron), A.G. Lafley (Procter & Gamble), and Maurice Lévy (Publicis Groupe) possess highly-developed skills for establishing and nourishing relationships within and (especially) beyond their organisation. Their effectiveness is explained by ability to see things in context and understand complex interactions between and among many variables. They have a bias for action and are results-driven when seeking solutions for their own organisation as well as for the clients it is privileged to serve (Kanter, 2009). They have what Daniel Goleman correctly describes as “emotional intelligence”: exceptional self-awareness (of weaknesses as well as strengths), empathy, respect for individuality and principled dissent, and a sincere delight in others' achievements. They are also values-driven, take very seriously their fiduciary responsibilities as a steward of resources, and recognize, indeed embrace a higher calling than merely making money.

In vanguard companies, Kanter points out that competences and capabilities such as these are by no means limited only to CEOs or to executives at the C-level. On the contrary, they can - and should - be developed in everyone throughout the enterprise, at all levels and in all ...