Defend Against Entropy

From: Alex Todd (Trust Enablement Inc.) [mailto:AlexTodd@TrustEnablement.com]
Sent: Friday, December 09, 2011 11:46 AM
To: 'Peter de Jager'
Subject: RE: Form Submission Received: DefendAgainstEntropy

I have an issue with this statement:

There’s no process an organization can put in place to ensure that their people verify they’ve done no harm. The best they can do is stress the importance of making sure they “do no harm”, and the rest is up to the discipline of the doer to follow through.”

I believe it’s simply a matter of putting a reciprocal risk management process in place.

Regards,

Alex

Alex Todd

Founding CEO

Trust Enablement Incorporated

business prosperity sustained by rich conditions for trust

AlexTodd@TrustEnablement.com

www.TrustEnablement.com

416.487.1497

From: ptdejager@gmail.com [mailto:ptdejager@gmail.com] On Behalf Of Peter de Jager
Sent: Friday, December 09, 2011 11:20 AM
To: AlexTodd@TrustEnablement.com
Subject: Re: Form Submission Received: DefendAgainstEntropy

Alex?

I'm not sure what exactly you're taking exception to in that article..  the key ideas are fairly straight forward.

            1) Before making a change, examine the status quo and identify what must stay the same.
                     In other words, what aspects of the status quo must we protect?

             2) To the best of our ability (there are no guarantees in this, this is real advice, not hype)
                  consider the consequences of what we’re about to do in light of what we’ve discovered
                  in #1, and take appropriate steps to ensure that the worst doesn’t happen.

While these are certainly not the ONLY things we have to do, or could do... I consider the above items to be beyond 'criticism' ... almost to the point of being labeled as 'common sense' and not worth mentioning.

Just Curious
Peter

On Fri, Dec 9, 2011 at 10:54 AM, <website@technobility.com> wrote:

The DefendAgainstEntropy form was submitted at December 9, 2011, 10:54 am from http://www.technobility.com/docs/article090.htm with the following fields:

Q1_1 -  Alex Todd
Q2_1 -  AlexTodd@TrustEnablement.com
Q3 -  With all do respect Peter, I disagree.  What you describe is a classic case of traditional, inside-out risk management.  What is required is a new, outside-in perspective, that allows for reciprocal risk management (I call it Trust Enablement), or Risk Management 2.0.  It offers a systemic approach to addressing the entropy problem you describe, and is our best hope for alleviating systemic risks, such as exemplified by the recent credit crisis.
Q4 -  2

Alex Todd is Guest on Trust Across America - December 8th at Noon Eastern Time

Wednesday at 9 AM Pacific Time on VoiceAmerica Variety Channel

Trust Across America

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Alex Todd on Trust and Governance and Mark Bateman on Values Based Investing

Alex Todd is a thought leader in rebuilding trust for business and architect of the Trust Enablement® Framework, a universal scheme for diagnosing and designing conditions for trust. He used this Framework to derive the Governance Lifecycle Model for identifying corporate Learn More >>

Missed the Live Shows? Past Episodes are available On Demand and Podcast Ready.

Listen Live to VoiceAmerica Variety

Be sure to tune in to Trust Across America with Jordan Kimmel Wednesday at 9 AM Pacific Time on VoiceAmerica Variety Channel

Log on to Listen:
http://www.voiceamerica.com

Questions? Comments?
Call: 1-866-472-5788

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Your comments about Putting organizational complexity in its place

From: McKinsey Quarterly Member Services [mailto:info@mckinseyquarterly.com]
Sent: Wednesday, May 05, 2010 2:29 PM
To: AlexTodd@TrustEnablement.com
Subject: Your comments about Putting organizational complexity in its place

Thank you for submitting your comments about Putting organizational complexity in its place. Your submission is attached below for your records.

We may publish your comments online and in the print edition of McKinsey Quarterly. Those chosen, which may be edited for length and clarity, will appear along with your name and details, but not your e-mail address.

We value your feedback and will consider it carefully. Nonetheless, we receive so many comments that we cannot acknowledge all of them. If we do select your comments for publication online, we will notify you via e-mail.

If you did not submit comments and believe you received this confirmation in error, please let us know at info@mckinseyquarterly.com.



Julian and Suzanne, do you distinguish between things that are complex and those that are simply complicated. In my mind, the former is of the world of ambiguity, while the latter of unwieldiness. My sense is that you may be using the term "complexity" for business processes that are "complicated". There is little that is ambiguous about roads and airports. I would say they are complicated. On the other hand, cause-effect performance dynamics can be complex, since many uncertain variables often impact the outcome. That's why, for example, establishing valid CEO compensation formulas is virtually impossible - the CEO's role is "complex".

First Name:

Alex

Last Name:

Todd

Company:

Trust Enablement Inc.

Title:

Founder

Location:

Toronto, ON Canada

You are receiving this e-mail because you submitted comments to mckinseyquarterly.com.
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Certification Gives Ethical Companies a Competitive Advantage

Certification Gives Ethical Companies a Competitive Advantage

 Ethisphere's Ethics Inside™ Certification recognizes and rewards organizations with outstanding commitments to ethical business practices

NEW YORK - Jan. 28, 2010 - The Ethisphere Institute today announced it is working with Corporate Board Member magazine in a effort to promote the importance of business ethics in the corporate and boardroom communities. As an organization dedicated to the research and promotion of best practices in business ethics and compliance, the Ethisphere Institute provides Ethics Inside™ Certification, the only independent verification of a company's ethics and compliance efforts. The certification is granted exclusively to organizations that can prove the existence of a superior business standards and culture that promote ethical business practices.

"The board of directors for any company meeting the requirements for this high-level certification can be satisfied that management is on the right track with its compliance and ethical culture," said TK Kerstetter, president and CEO of Board Member Inc., which publishes Corporate Board Member magazine, the leading thought leadership publication for corporate governance and boardroom trends.  "Regardless of certification status, as a company executive, I would want to know where our weaknesses were so I could push for correction, which Ethisphere provides in a comprehensive report to all companies that apply for Ethics Inside Certification."

In the course of the certification process, the Ethisphere Institute's researchers, analysts and attorneys conduct a thorough evaluation of an organization's corporate compliance and ethics program and initiatives, organizational health and culture, as well as an overview of its corporate governance, corporate social responsibility and citizenship. The review is conducted primarily through review of internal and external documents and information, management interviews and surveys as necessary.

"We were equally impressed with the companies that sought and achieved the Ethics Inside Certification, such as Cisco, Western Union, and Jones Lang LaSalle, and how they used their achievement as a competitive advantage," Kerstetter added. 

"Ethics Inside Certification has been very valuable to our business," said Mark Ohringer, Executive Vice President, Global General Counsel and Corporate Secretary of Jones Lang LaSalle. " It makes our own people stand up taller knowing they work for a company that has earned this designation, and it has been a competitive advantage as clients increasingly want to be confident in the integrity of their business partners."

Brand reputation and public perception are increasingly key to business success, as more and more a negative perception of an organization's ethical culture can negatively impact profitability. "Now more than ever, it's imperative for companies to recognize the importance of ethical behavior and public perception," said C. Turney Stevens, Director, Kohlberg Capital Corporation and Dean of Lipscomb University College of Business and the Dean Institute for Corporate Governance & Integrity. "The right kind of commitment starts at the top with the board and senior management.  Without the right tone at the top it's hard to get it right throughout an organization, regardless of size."

For more information on Ethics Inside Certification, please visit http://ethisphere.org/inside or contact Jonathan Whitacre directly via email (jwhitacre@ethisphere.org) or phone (615) 562-7212. Information regarding the Ethics Inside Certification will also be accessible through Corporate Board Member's website at www.boardmember.com and available at select Corporate Board Member conferences and events.


About Ethisphere Institute

The research-based Ethisphere Institute is a leading international think tank dedicated to the creation, advancement and sharing of best practices in business ethics, corporate social responsibility, anti-corruption and sustainability. The Institute's associated membership group, the Ethisphere Council, is a forum for business ethics that includes over 200 leading corporations, universities and institutions. The Ethisphere Council is dedicated to the development and advancement of individuals on its membership council through increased efficiency, innovation, tools, mentoring, advice, and unique career opportunities. Ethisphere magazine, which publishes the globally recognized World's Most Ethical Companies Ranking™, is the quarterly publication of the Institute. More information on the Ethisphere Institute, including ranking projects and membership, can be found at www.ethisphere.org.  


About Corporate Board Member

Corporate Board Member is the leading information resource for senior officers and directors of publicly traded corporations and large private companies. The quarterly publication provides readers with decision-making tools to deal with the corporate governance challenges confronting their boards. Corporate Board Member further extends its governance leadership through an online resource center, conferences, director training programs, roundtables, and timely research. The magazine maintains the most comprehensive, up-to-date database of directors and officers serving on boards of publicly traded companies listed with the NYSE Euronext, The NASDAQ OMX Group and NYSE Amex stock exchanges. Headquartered in Nashville, Tennessee with an editorial office in New York, Corporate Board Member is published by Board Member Inc. and is the sister publication of Bank Director magazine, the leading information resource for officers and directors of financial institutions. For more information, visit www.boardmember.com.


# # #


Erin Fullerton
Ethisphere Institute
720-855-8212
efullerton@ethisphere.org 


Kim James
Corporate Board Member magazine
615-309-3200 x 203
kjames@boardmember.com

 

 

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TrustedAdvisor.com: The Trust Reader Volume 3

From: trustedadvisor.com subscriptions [mailto:noreply@trustedadvisor.com]
Sent: Wednesday, November 25, 2009 6:00 AM
To: AlexTodd@TrustEnablement.com
Subject: TrustedAdvisor.com: The Trust Reader Volume 3

The Trust Reader Volume 3

Greetings, and welcome to Edition 3 of the TrustReader. The TrustReader series announces the publication of new articles on the Trusted Advisor website.

Get the Trust Reader volume 3 here

In this edition of the TrustReader there is a common theme: the idea of applying principles to business. One applies principles-based thinking to tactics--the issue of pricing. The lead article applies principles-based thinking at a functional level--in this case, Sales. And the final article, which originally appeared in BusinessWeek.com, is about principles at the core of the way business is conducted. Please enjoy reading:

I welcome your comments, and hope your holiday season is enjoyable.

Trusted Advisor Associates

Charles H. Green
trustedadvisor.com


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[friends@42projects.org] Trust Summit videos

Subject: [friends@42projects.org] Trust Summit videos

If you haven’t seen this – check out these videos of  a recent “Trust Summit” a couple weeks ago   -- great talks and discussion/Q&A.  Charlie Green’s Trust Matters blog – (link)  is a good one to follow - and check out the Trust Agent’s book - http://www.trustagent.com/ from Chris Brogan and Julien Smith.

Videos

http://www.b2bvid.com/video/trust-breakfast-the-harvard   (Part I)

http://www.b2bvid.com/video/trust-breakfast-harvard-club  (Part II)

and a couple blog posts on the event

http://nylawblog.com/2009/10/review-of-chris-brogans-trust-summit-be-a-priest-and-build-a-church/

http://krochmal.posterous.com/trust-summit-friday-oct-23-2009-rough-notes-f

Thanks

Rosss

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Last Friday, October 23, New York's Harvard Club was host to the Trust Summit.

Put on by myself, David Maister, Chris Brogan and Julien Smith, and moderated expertly by Robin Carey (CEO of SocialMediaToday), it was a breakfast, panel discussion and Q&A session with 300 of our closest friends.

OK, maybe "Trust Summit" is a little grandiose, but I think the 300 didn't mind much. And after all, Chris and Julien did write the very hot Trust Agents. And David and I (and Rob Galford) did write The Trusted Advisor, which has proven to have legs.

And we all, very much, talked about the same thing. Trust is vital in a new economy, just as it was and is an old economy. In fact, if anything, new social media are making trust even more central to successful business.

Robin asked at one point how many people there were on Twitter; about 99% raised their hands (excepting David, I think). More tellingly, when she asked how many signed up through the Twitter channel, the answer was remarkably similar.

Big thanks to Marvin Bzuro for making the video available to us. Thank him yourself, at marvin "at" b2bvid.com.

Today, we're posting Part I of the video: it consists of opening remarks by Robin Carey, and by we four panelists. It runs to about 25 minutes. Tomorrow we'll post the (lively!) Q&A session.

To see Part I of the video, click here.

The Twittersphere was hugely active before the session. And after. And during, for that matter. You can see the entire twit-fest on Twitter with a hashtag search: look for #trustsummit. And while you're there, check out @chrisbrogan, @julien, and @charleshgreen

If you don't want to do that, several twitterers did yeoman's work summarizing for the sake of the rest of us. At the risk of ticking off all the others, I'll single out @amandarykoff as the most re-tweeted summary. You can find it here. But honorable mentions also go to Fred Abramson, Andrew Marshall, PRBrew.com, and Articu-Blog.

And if that doesn't satiate your appetite, then go watch the video again. And come back tomorrow for the Q&A.

 

 

 


View article...

Trust Summit Part 2 Q&AMore from the TrustSummit at the Harvard Club, New York, on October 23.  The open statements, Part I, were available on yesterday's blogpost

Today's Part II of the video is all Q&A: questions from the audience, and answers from David Maister, Julien Smith, Chris Brogan, and yours truly.

There is 75 minutes of video here, so to help you navigate, here is a rough map of the questions asked and the time marker at which they are asked, plus a sample quote:

   1:11    -How do you put a number on the value of engagement and trust?  (David: if measurement drove trust, we could lose weight by standing on the bathroom scale)

11:00    -What role does the fear of failure play in shutting down trust? (Charlie: in trust, risk mitigation doesn't just cut risk--it increases trust)

16:30    -What was the best response you've seen to a screwup?  (Chris: Coke hit a home run; Branson hits lots of singles, so they can risk losing a few)

21:00    -Doesn't price beat trust at some level? (Julien: intimacy is a great differentiator)

27:00    -Isn't customer intimacy just one strategy, and you can only pick one?  (Charlie: these days you can't pick only one; trust is actually the way you get to scale for low-cost strategies, not just intimacy.  Chris Brogan: Vanilla Ice said: stop, collaborate, and listen.  David: if people trust you, you don't have to do all that icky marketing stuff).

35:00    -What kind of metrics work with non-profits? (David: if companies were serious about metrics, they'd post their customer satisfaction ratings) 

41:00    -How do I transfer powerful online trust to an MBA-managed traditional business?  (Chris: Let revenue do the talking.   Julien: I'd urge a healthy level of scepticism about the social media Kool Aid. It's an experiment; try it.) 

53:00    -How does a leader teach matters of virtue, in a corporation?  (Charlie: the doctrine of competition is essentially anti-ethical. If all you do is compete with others, you have no one left to be ethical toward. "Buddhist capitalism" works better.)

Trust Summit Part II56:00    -How do you balance privacy versus transparency?  (Chris: there are times for both).

58:00    -Can this kind of cool event actually happen outside of Twitter?  (Julien: the horizon effect, everyone gets closer to everyone else--it's inevitable).

62:00    -What's the generational impact of all this?  (David: We've talked about clients, but trust between generations is a very big issue within organizations, and we're doing pathetically)

65:00    -Is there a danger of giving priority to squeaky wheel twitterers?  (Chris: In some ways, that's odd.  We don't really want to wait in line like sheep; twitter empowers).

69:00    -How can I use social media to create authenticity?  (Discussion: it varies with target audiences--reaching 5 people through social media is tough)

72:30    -Why do companies pay 4x to get new customers what they'd save in retention?  (Charlie: Stupidity in this area does abound).

73:30    -Charlie describes how Chris and Julien role-modeled all this behavior in setting up this event.

Enjoy.

You can see the video here.

 

 

 


View article...

Save the Date, Covey & Grenny

From: Dawn [mailto:dawn@speedoftrust.com]
Sent: Wednesday, October 07, 2009 1:10 PM
To: alextodd@trustenablement.com
Subject: FW: Save the Date, Covey & Grenny

Hi!

I wasn't sure if you received this e-mail invitation from Covey’s team about an upcoming joint dialogue with Joseph Grenny and Stephen M. R. Covey. I thought I'd pass it along in case you were interested in hearing these two highly influential and relevant thought leaders. (And I believe participants will have an opportunity to submit a question to them.) I’m sure it will be an engaging session.

(See the e-mail below for complete event details and to save your seat.) 

Best regards,

Dawn
<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<

The number one thing that prevents people from getting promoted is not lack of talent or competence, it is their weak behavioral and communication skills. What can you do to rev up your career or company success and grow out of this recession? Ask a thought leader for advice!

Register now to join this rare, private dialogue with two of today's most influential, business thought leaders. New York Times best-selling authors, Joseph Grenny and Stephen M. R. Covey, come together for the first time ever. They will update and accelerate you on your road to success!

Grenny & Covey
Two Thought Leaders in Real Time

Grenny

Covey


Date: Thursday, October 22
Time: 11:00 a.m. MDT
Topic: Trust and Influence

This is also your opportunity to ask these influential business authors an important question about how to influence change in your work or personal life and master the art of growing trust.

"Ideas can change the world, but only when coupled with influence-the ability to change hearts, minds, and behavior. This book provides a practical approach to lead change and empower us all to make a difference or a change in society." -- Muhammad Yunus, 2006 Nobel Peace Prize Winner

Joseph Grenny

 

Joseph Grenny, coauthor of New York Times bestseller Influencer: The Power to Change Anything and cofounder of VitalSmarts, is an expert in topics ranging from influence and leadership to organizational change and effectiveness. Over the past 20 years, Joseph has taught and advised more than one hundred thousand leaders on every major continent from the boardrooms of Fortune 500 companies to the slums of Nairobi, Kenya. He has advised CEOs and senior executives on more than a dozen major change initiatives. In addition, Joseph has been cited in dozens of newspapers, including, the New York Times, Los Angeles Times, Washington Post, and Wall Street Journal. He has also appeared on more than one hundred radio and television programs, including, ABC News, CNN, Bloomberg, CNBC, and the Today Show.

**********************************************


"Covey's breakthrough insight that trust is a competency is both revolutionary and immediately practical. CEOs and Chief Learning Officers embrace The Speed of Trust as an authentic and actionable strategy." - Elliott Masie, CEO, The Learning CONSORTIUM

Stephen M. R. Covey

 

Stephen M. R. Covey leads the Global Speed of Trust Practice for FranklinCovey. A sought-after and compelling keynote speaker and advisor on trust, leadership, ethics, and high performance, he speaks to audiences around the world. He is the New York Times and #1 Wall Street Journal bestselling author of The SPEED of Trust, a groundbreaking and paradigm-shifting book that challenges our age-old assumption that trust is merely a soft, social virtue and instead demonstrates that trust is a hard-edged, economic driver-a learnable and measurable skill that makes organizations more profitable, people more promotable, and relationships more energizing.

Register now: https://www2.gotomeeting.com/register/238032506.

© 2009 Global Speed of Trust Practice – 155 West Canyon Crest Rd., Suite 300

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Tell Vanessa where to go - help me help you

Entente

22 July 2009

Entente Community Newsletter

Hi Alex - I'm really hoping you can help me here, which in turn will help you.

Most of you would know that I've spent the last few years writing and speaking about TRUST, running workshops and creating products and services to help people integrate trust into their businesses and relationships. Now I feel that it's time I really got my hands dirty and move from being a 'thought leader' on trust to a 'trust activist'. While the word 'activist' might have negative connotations for some, what I really mean is that I want to be out there really making a difference, raising awareness of the importance and fragility of trust, and repairing it where it is most needed.

The big question then is this: Where is it most needed?

There are a few options:

  1. I spread myself across a whole range of things and probably not do any of them justice
  2. I choose the areas I think most need trust, or
  3. YOU choose the areas YOU think most need trust

I'm going for option 3!

Watch this quick video here:

Click on this image and then on the
'play' button on the next screen.

Once you've watched the Video, please take 5 minutes to complete this survey.

Where trust is most needed

Now, as I'd like to get at least 10,000 votes in, would you please send this to 10 people you think would love to have an influence over where trust awareness is raised and rebuilt.

Thank you for your time, for caring enough, and for helping make a difference!



Thanks, have a great day and remember:

Trust is fragile, handle it with care!

Vanessa Hall
    Vanessa Hall


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HOW to Think and Behave Differently

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HOW online

About HOW Online  |  Our Contributors  |  Feature Stories  |  Headlines  |  Contact Us

Welcome to this month's edition of the HOW Online e-newsletter, offering business, civic and government leaders insight on how values-driven behavior can lead to competitive advantage. We hope you enjoy the articles below, and please share this newsletter with others who share our perspective.

Thinking, Behaving DifferentlyTHINKING, BEHAVING DIFFERENTLY
In the new issue of HOW Online, leading thinkers in business — including Mats Lederhausen, a former senior executive of McDonald's Corp., and Steve Kerr, the former chief learning officer at Goldman Sachs and GE — explore how leaders are making the tough, sustainable decisions to progress and prosper in difficult times.
 

HOW ON MADOFF

AWAY FROM VALUES
Why Bernie Madoff is not a symbol of our times

Much attention has been paid to the sentencing of Bernard Madoff, and rightfully so, says HOW contributor Dov Seidman in a recent column. Madoff's behavior was monstrous. But when we talk about the times we're living in, we do ourselves a disservice if we pay too much attention to the man who pulled off one of the largest investor frauds of all time.

"At its essence, this crisis is the result of countless misguided attempts to disconnect — in our now-connected world — from the fundamental values and principles that propel and guide human endeavor," says Seidman.

» Read "Why Madoff Is Not a Symbol of Our Times" by Dov Seidman

 

HOW IN FOCUS

NEW GREEN OPPORTUNITIES
HOW examines the value of environmental sustainability

In every crisis lies a hidden opportunity, say HOW contributors Nicholas Moore Eisenberger and Ted Grozier in a story for HOW. That's why leading businesses will use environmental sustainability to be poised for success when conditions improve by focusing on customers' green needs.

Many leaders are recognizing that success in green policies is key to emerging from the recession and achieving long-term growth, say contributors Eisenberger, Andrew Glantz and David Gottesman. But strategic leadership will require innovating to capitalize on new opportunities.

And an emerging trend of supply chain transparency now requires companies to understand the depths of their supply chains much better than most do, says contributor Marc Gunther.

» Read "Use Green to Grow" by Nicholas Moore Eisenberger and Ted Grozier

» Read "Innovating for the Future" by Nicholas Moore Eisenberger, Andrew Glantz and David Gottesman

» Read "Why Traceability Really Matters" by Marc Gunther
 

BUSINESS WEEK

» Read the monthly HOW column in Businessweek.com and learn how human connections are key in a hyperconnected world.

 

A TRIP WE SHOULD ALL TAKE
Embarking on a journey toward transparency
Dov Seidman, founder, chairman and CEO, LRN
Mellon Bank Corp., U.K. band Radiohead and LRN have been on a "TRIP" — an acronym for how Trust enables Risk, which propels Innovation and leads to Progress. There is a new opportunity for companies to adapt to the dynamics of 21st century business by going on a TRIP, says Dov Seidman. And Seidman reflects on the TRIP his company, LRN, is taking as well.
Read "A TRIP We Should All Take"

IT'S QUALITY, NOT QUANTITY
What McDonald's can teach us about recovery
Mats Lederhausen, founder, BE-CAUSE"With all the news coverage today on financial mismanagement, I can tell you from first-hand experience that there is one company that continues to prosper amid all the chaos — and I think it is worth trying to understand why," says Mats Lederhausen. The company? McDonald's, where he has spent much of his career.
Read "It's Quality, Not Quantity"

MEASURE WHAT'S IMPORTANT
First Person: Kerr talks rewards in hard times
Steve Kerr, Senior advisor to Goldman Sachs, HOW Contributor
Steve Kerr knows about reward systems, as he previously led the leadership development centers for GE and Goldman Sachs. And his new book delves into how companies can realign rewards to improve performance. With this in mind, we asked Kerr: "How should companies put together reward systems during tough times?"
Read "Measure What's Important"

CAN A COMPANY CARE?
Companies that say they care need to behave that way
Marc Gunther, FORTUNE contributing editor, HOW Online Contributor
Companies have long marketed themselves as friends and neighbors, but can companies care? Smart businesses are driven by an ethic of service that generates loyalty and creates powerful competitive advantage. But those who say they care create high expectations that they had better meet, says Marc Gunther.
Read "Can a Company Care?"

CONSPICUOUS, BUT NOT CONSUMING
Why Facebook is more important than solar panels

The growth of social networks indicates a shift in patterns of behavior. The unsustainable practice of consumption of physical goods is being replaced by consumption of virtual goods, say HOW contributors Stephen Linaweaver, Brad Bate and Michael Keating. And this is good news for the sustainability of our economy.
Read "Conspicuous, but Not Consuming"

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