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Description: The Future of Value reveals what it takes for companies to grow and outperform the competition in today's growth-constrained, sustainability conscious world. The author shows leaders how to use sustainability as a powerful, pragmatic lens to enhance business performance. and explores how leaders can craft and oversee an effective portfolio of sustainability oriented and develop competitive strategies based on current strategies and adjust value chain activities, talent management practices, and corporate policies to help organization execute sustainability strategies. He provides a systematic, yet instantly familiar, model all companies can use to connect sustainability with their growth and competitive strategies. In this way, the author shows leaders how to shape, color, and own The Future of Value. Outlines the keys to implementing sustainability in organizations to achieve business success today and tomorrow Reveals how to engage stakeholders in day to day sustainability management as a means to shape and fuel efforts to continuously renew their sustainability strategies The author is a 15-year veteran of sustainability and strategy management consulting, having worked with clients in the US, Japan, Australia, and Europe. He has an MBA in Strategic Management from The University of Pennsylvania's Wharton School and writes a regular column for Sustainable Life Media and GreenBiz, two of the world's most heavily trafficked sustainability news and thought leadership portals. The author draws useful and accessible conclusions from a rich, diverse set of corporate interviewees. A core part of his research was the selection and interrogation of more than 25 Global Fortune 500 companies' sustainability, strategy, and finance leads. This book is unique from other books in the sustainability literature in that it: Includes interviews with companies from four continents to add a global relevance to the sustainability literature Focuses on the triple bottom line of sustainability--environment, social equality, and economicsand proposes a more systematic set of solutions that will help companies rise to the complete set of sustainability challenges. Provides the business case for sustainability and outlines the best practices of leading companiesSustainable Market Leaderswho manage to grow while becoming sustainable. By starting with the view that that sustainability is synonymous with opportunity, these companies avoid the common roadblock that sustainability places obstacles in their path to success. Fueled by the view that sustainability is opportunity, Sustainable Market Leaders win the hearts and minds of employees by democratizing the flow of (and credit for) innovative ideas in their companies. Drucker once said "what gets measured gets managed." These companies have concluded "what gets planned gets funded." That is, with support from their employees and guidance from previous antagonists (e.g. nongovernmental organizations), Sustainable Market Leaders integrate sustainability into their competitive strategies. They adopt the belief that sustainability's biggest impact can be distilled into two letters: t and k. Sustainability simply demands that companies shift the mission from maximizing shareholder value to maximizing stakeholder value. Stakeholdersnongovernmental organizations, local communities, employees, business partners, public sector agencies, and even shareholders themselvesare no longer content with companies' myopic focus on appeasing the financial markets' unsustainable demand for short-term growth. In response to this demanded shift in mission, Sustainable Market Leaders believe the most effective sustainability strategy is no sustainability strategy. They tirelessly work to integrate sustainability into the various corporate and competitive strategies developed regularly to achieve growth that outperforms the market.