A Foreword from Academia (Rebecca Henderson).

Acknowledgments.

Prologue: A New Business Mind.

Procter & Gamble (P&G): Responsibility Prototype.

P&G's Guiding Principles.

Bringing It Home.

Introduction: The Responsible Business'

New Problem, Old Mind'

Evolve Corporate Responsibility by Evolving Business Responsibility.

Three Forks in the Road to Responsibility.

A Framework for the Responsible Business.

From Add-on Responsibility to Full-on Responsibility.

About This Book.

About the Author.

PART ONE: THE RESPONSIBLE BUSINESS: REIMAGINING BUSINESSES OF THE FUTURE.

1 Stories from Three Continents.

Herban Feast: Caring for Customers.

Kingsford: Creating Collaboratively.

Colgate, South Africa: Localizing Identity and Destiny.

Seventh Generation: Regenerating Planetary Systems.

E. I. DuPont: Engaging Shareholder Value.

Panning for Gold.

Conclusions.

2 Stakeholders as Systemic Collaborators.

The Meaning of Stakeholder.

Stand in the Stakeholder's Shoes.

Stakeholders Affect Responsibility.

Five Key Stakeholders and Their Stakes.

Conclusions.

3 Geometry of the Responsible Business.

Systemic Stakeholder Framework.

The Logic of the Pentad.

Integrate Stakeholder Initiatives.

Conclusions.

4 Be Value-Adding, Not Value-Added.

Value-Added Is Not Value-Adding.

Energize Caring Through Value-Adding Processes.

Five Stakeholder Imperatives.

Conclusions.

5 Making the Responsible Business Pentad Work.

Revolutionizing Business Models: Red Hat.

From Commodity to Nondisplaceability: Kingsford.

Deeply Connect to Your Customer: Herban Feast.

Mission-Driven Meets Future-Proof: Seventh Generation.

Change the World by Changing the Business: Colgate, South Africa.

Conclusions.

PART TWO: MAKING I T WORK: THE MAP TO THE TERRITORY.

6 Teaching an Organization to Star.

Retrofi t an Existing Business.

Reverse Phases for a Start-up Responsible Business.

Conclusions.

7 Nonhierarchical Decision Making.

Hierarchical Management Is Irresponsible.

Self-Organizing Decision Making Is Responsible.

Four Self-Organizing Capabilities.

Conclusions.

PART THREE: IRRESPONSIBILITY HAPPENS: REFRAMING HOW CHANGE WORKS.

8 Responsibility Running Backward.

Running Faster in the Wrong Direction.

A 360-Degree Business Perspective.

Make Something for Someone.

From Backward to Forward Spin.

Conclusions.

9 Our Own Worst Enemies: Turning People Around.

Brain Works.

Three-Brained Decision Making.

Triad of Mental Frames.

Familiarity Is the Enemy of Creativity.

Incentives Narrow the Mind.

Narrower Frames of Reference Cause the Pentad to Spin Backward.

Leading from the Purposeful Mental Frame.

Personal Development and Critical Thinking Skills.

Conclusions.

10 Cautionary Tales: Design for Prevention and Cure.

Six Common Hazards.

An Ounce of Prevention.

Conclusions.

PART FOUR: THE BIG PICTURE OF RESPONSIBILITY.

11 A Responsible View of Capital.

Stakeholder Return on Investment (ROI).

Conclusions.

12 Assessing Responsibility.

Systemic Responsibility Indicators.

Conclusions.

13 The Future of Responsibility.

Getting from Here to There.

Alternative Business Approaches.

Responsible Investing Within the Current Legal Framework.

Conclusions.

Epilogue: Developing Capability for Responsibility.

Three Capabilities Underlying Responsibility.

A Final Refl ection.

Notes.

Index.