IPE Libraray Catalogue Hyderabad

Part One: Stewardship and Steward Leadership Chapter 1: From ESG to ESL Chapter 2: A Higher Form of Personal Leadership Chapter 3: Enterprise-wide Steward Leadership Part Two: Steward Leadership in Action and Inaction Introduction to Part Two Chapter 4: Faber-Castell: More than 260 Years of Sustainability Enabled Profitable Growth Chapter 5: Doi Tung Development Project: Self-sustaining Community Stewardship Chapter 6: The Tata Group: A 155-Year Legacy Chapter 7: Mars, Incorporated: The Role of Corporate Values in Anchoring Purpose Chapter 8: Farm Fresh: Dairy, Just as Nature Intended Chapter 9: Riau Ecosystem Restoration (RER): Finding Purpose in Adversity: An Asian StoryChapter 10: The Boeing 737 Max Twin Tragedies Chapter 11: Volkswagen: When the Mighty StrayChapter 12: Theranos, the Unicorn: A Case of Purpose-washing?Part Three: Steward Leadership Measurement and Applications Introduction to Part Three Chapter 13: Is ESL Tangible and Measurable Enough? Chapter 14: Steward Leadership in Business Ecosystems Chapter 15: Steward Leadership and DEI: Leading Inclusively for Sustainable Growth

Eighteenth-century economist Adam Smith propagated profit maximization as the incentive for businesses to create goods and services that society needs. He argued that free-market competition would ensure consumers get the best quality product at the cheapest price. Two hundered years later, Milton Friedman agreed in his seminal 1970 New York Times op-ed that the sole responsibility of business is to maximize profits 'so long as it stays within the rules of the game'. Incentives coupled with some regulations were to henceforth safeguard societal interests. Instead, incentives created bad behaviour. Regulations were routinely bypassed with intelligent loopholes. Despite this--to encourage sustainability today--we are again using incentives and regulations. That's predominantly what the ESG framework focuses on. And what do we see? Rampant greenwashing and box-ticking. To address today's existential challenges, we need innovation of the highest order. Innovation can neither be legislated nor driven by extrinsic incentives alone. We need a values-driven revolution. We need steward leadership--the ability to create a win-win-win future for stakeholders, society, and the environment. ESG must upgrade to ESL, where the 'L' stands for Steward Leadership. In ESL, 'G' is a subset of 'L'. Sustainable Sustainability lays out a practical, step-by-step playbook for any commercial entity that wants to succeed at marrying profit and purpose"-- Provided by publisher